Strategic planning is an
organization
An organization or organisation (Commonwealth English; see spelling differences), is an entity—such as a company, an institution, or an association—comprising one or more people and having a particular purpose.
The word is derived from ...
's
process
A process is a series or set of activities that interact to produce a result; it may occur once-only or be recurrent or periodic.
Things called a process include:
Business and management
*Business process, activities that produce a specific se ...
of defining its
strategy
Strategy (from Greek στρατηγία ''stratēgia'', "art of troop leader; office of general, command, generalship") is a general plan to achieve one or more long-term or overall goals under conditions of uncertainty. In the sense of the "art ...
or direction, and making
decisions on allocating its resources to attain strategic goals.
It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of
strategic management. It is executed by strategic planners or
strategist
A strategist is a person with responsibility for the formulation and implementation of a strategy. Strategy generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy ...
s, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
''Strategy'' has many definitions, but it generally involves setting strategic goals, determining actions to achieve the goals, setting a timeline, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources) in a given span of time. Often, Strategic Planning is long term and organizational action steps are established from two to five years in the future. The senior leadership of an organization is generally tasked with determining strategy. Strategy can be planned (intended) or can be observed as a pattern of activity (emergent) as the organization adapts to its environment or competes in the market.
Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. However, strategic planning is analytical in nature (i.e., it involves "finding the dots"); strategy formation itself involves synthesis (i.e., "connecting the dots") via
strategic thinking
Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought.
When applied in an organizational strategic management process, strate ...
. As such, strategic planning occurs around the strategy formation activity.
Strategic planning can be used in Project Management that focuses on the development of standard methodology that is repeatable and will result to high chances of achieving project objectives. This requires a lot of thinking process and interaction among stakeholders. Strategic planning in Project Management provides an organization the framework and consistency of action. In addition, it ensures communication of overall goals and understanding roles of teams or individual to achieve them. The commitment of top management must be evident throughout the process to reduce resistance to change, ensure acceptance, and avoid common pitfalls. Strategic Planning does not guarantee success but will help improve likelihood of success of an organization.
In educational institutions, strategic planning is also a need. We are already in a transitional period in which old practices are no longer permanent but require revision to meet the needs of academia, which is frustrating in the educational sector. To meet the changing needs of this new society, educational institutions must reorganize. Finding ways to maintain achievements while improving effectiveness can be difficult for educational institutions. Keeping up with society's rapid changes. Some strategic planners are hesitant to address societal outcomes, so they often ignore them and assume they will happen on their own. Instead of defining the vision for how we want our children to live, they direct their attention to courses, content, and resources with the mistaken belief that societally useful outcomes will follow. When this occurs, the true strategic plan is never developed or implemented.
Process
Overview
Strategic planning is a process and thus has inputs, activities, outputs and outcomes. This process, like all processes, has constraints. It may be formal or informal and is typically iterative, with feedback loops throughout the process. Some elements of the process may be continuous and others may be executed as discrete projects with a definitive start and end during a period. Strategic planning provides inputs for
strategic thinking
Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought.
When applied in an organizational strategic management process, strate ...
, which guides the actual strategy formation. Typical strategic planning efforts include the evaluation of the organization's mission and strategic issues to strengthen current practices and determine the need for new programming.
The end result is the organization's strategy, including a diagnosis of the environment and competitive situation, a guiding policy on what the organization intends to accomplish, and key initiatives or action plans for achieving the guiding policy.
Michael Porter
Michael Eugene Porter (born May 23, 1947) is an American academic known for his theories on economics, business strategy, and social causes. He is the Bishop William Lawrence University Professor at Harvard Business School, and he was one of t ...
wrote in 1980 that formulation of competitive strategy includes consideration of four key elements:
#Company strengths and weaknesses;
#Personal values of the key implementers (i.e., management and the board);
#Industry opportunities and threats;
#Broader societal expectations.
The first two elements relate to factors internal to the company (i.e., the internal environment), while the latter two relate to factors external to the company (i.e., the external environment).
These elements are considered throughout the strategic planning process.
Inputs
Data is gathered from various sources, such as interviews with key executives, review of publicly available documents on the competition or market, primary research (e.g., visiting or observing competitor places of business or comparing prices), industry studies, reports of the organization's performance, etc. This may be part of a
competitive intelligence
Competitive intelligence (CI) is the process and forward-looking practices used in producing knowledge about the competitive environment to improve organizational performance. It involves the systematic collection and analysis of information from ...
program. Inputs are gathered to help establish a baseline, support an understanding of the competitive environment and its opportunities and risks. Other inputs include an understanding of the values of key stakeholders, such as the board, shareholders, and senior management. These values may be captured in an organization's
vision
Vision, Visions, or The Vision may refer to:
Perception Optical perception
* Visual perception, the sense of sight
* Visual system, the physical mechanism of eyesight
* Computer vision, a field dealing with how computers can be made to gain un ...
and
mission
Mission (from Latin ''missio'' "the act of sending out") may refer to:
Organised activities Religion
*Christian mission, an organized effort to spread Christianity
*Mission (LDS Church), an administrative area of The Church of Jesus Christ of ...
statements.
Activities
Strategic planning activities include meetings and other communication among the organization's leaders and personnel to develop a common understanding regarding the competitive environment and what the organization's response to that environment should be. A variety of strategic planning tools may be completed as part of strategic planning activities.
The organization's leaders may have a series of questions they want to be answered in formulating the strategy and gathering inputs.
Outputs
The output of strategic planning includes documentation and communication describing the organization's strategy and how it should be implemented, sometimes referred to as the strategic plan. The strategy may include a diagnosis of the competitive situation, a guiding policy for achieving the organization's goals, and specific action plans to be implemented.
A strategic plan may cover multiple years and be updated periodically.
The organization may use a variety of methods of measuring and monitoring progress towards the strategic objectives and measures established, such as a
balanced scorecard
A balanced scorecard is a strategy performance management tool – a well structured report, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from ...
or
strategy map. Companies may also plan their financial statements (i.e., balance sheets, income statements, and cash flows) for several years when developing their strategic plan, as part of the goal-setting activity. The term ''operational
budget'' is often used to describe the expected financial performance of an organization for the upcoming year. Capital budgets very often form the backbone of a strategic plan, especially as it increasingly relates to Information and Communications Technology (ICT).
Outcomes
While the planning process produces outputs,
strategy implementation Strategy implementation is the activities within a workplace or organisation designed to manage the activities associated with the delivery of a strategic plan.
Definition
There are several definitions, most of which relate to the process of man ...
or execution of the strategic plan produces outcomes. These outcomes will invariably differ from the strategic goals. How close they are to the strategic goals and vision will determine the success or failure of the strategic plan. Unintended outcomes might also be an issue. They need to be attended to and understood for strategy development and execution to be a true learning process.
Tools and approaches
A variety of analytical tools and techniques are used in strategic planning.
These were developed by companies and management consulting firms to help provide a framework for strategic planning. Such tools include:
*
PEST analysis, which covers the remote external environment elements such as political, economic, social and technological (PESTLE adds legal/regulatory and ecological/environmental);
*
Scenario planning
Scenario planning, scenario thinking, scenario analysis, scenario prediction and the scenario method all describe a strategic planning method that some organizations use to make flexible long-term plans. It is in large part an adaptation and gener ...
, which was originally used in the military and recently used by large corporations to analyze future scenarios. The flowchart to the right provides a process for classifying a phenomenon as a scenario in the intuitive logics tradition;
![Flowchartv11png](https://upload.wikimedia.org/wikipedia/commons/e/e0/Flowchartv11png.png)
*
Porter five forces analysis
Porter's Five Forces Framework is a method of analysing the operating environment of a competition of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, ...
, which addresses industry attractiveness and rivalry through the bargaining power of buyers and suppliers and the threat of substitute products and new market entrants;
*
SWOT analysis
SWOT analysis (or SWOT matrix) is a strategic planning and strategic management technique used to help a person or organization identify Strengths, Weaknesses, Opportunities, and Threats related to business competition or project planning. It ...
, which addresses internal strengths and weaknesses relative to the external opportunities and threats;
*
Growth-share matrix, which involves portfolio decisions about which businesses to retain or divest; and
*
Balanced scorecard
A balanced scorecard is a strategy performance management tool – a well structured report, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from ...
s and
strategy maps, which creates a systematic framework for measuring and controlling strategy.
*
Responsive evaluation
Responsive evaluation is an approach to measure the effectiveness of educational programs developed by Robert E. Stake. This approach enables to evaluate the educational and other programs by comparing the program activity, the program uniqueness, ...
, which uses a constructivist evaluation approach to identify the outcomes of objectives, which then supports future strategic planning exercises.
*
VRIO Framework, which determines the competitive advantage of a product or a service through evaluating four elements such as value, rarity, imitability and organization.
Strategic planning vs. financial planning
Simply extending financial statement projections into the future without consideration of the competitive environment is a form of financial planning or budgeting, not strategic planning. In business, the term "financial plan" is often used to describe the expected financial performance of an organization for future periods. The term "budget" is used for a financial plan for the upcoming year. A "forecast" is typically a combination of actual performance year-to-date plus expected performance for the remainder of the year, so is generally compared against plan or budget and prior performance. The financial plans accompanying a strategic plan may include 3–5 years of projected performance.
McKinsey & Company developed a
capability maturity model The Capability Maturity Model (CMM) is a development model created in 1986 after a study of data collected from organizations that contracted with the U.S. Department of Defense, who funded the research. The term "maturity" relates to the degree of ...
in the 1970s to describe the sophistication of planning processes, with strategic management ranked the highest. The four stages include:
#Financial planning, which is primarily about annual budgets and a functional focus, with limited regard for the environment;
#Forecast-based planning, which includes multi-year financial plans and more robust capital allocation across business units;
#Externally oriented planning, where a thorough situation analysis and competitive assessment is performed;
#Strategic management, where widespread
strategic thinking
Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought.
When applied in an organizational strategic management process, strate ...
occurs and a well-defined strategic framework is used.
Categories 3 and 4 are strategic planning, while the first two categories are non-strategic or essentially financial planning. Each stage builds on the previous stages; that is, a stage 4 organization completes activities in all four categories.
For Michael C. Sekora,
Project Socrates Project Socrates was a classified U.S. Defense Intelligence Agency program established in 1983 within the Reagan administration. It was founded and directed by physicist Michael C. Sekora to determine why the United States was unable to maintain ec ...
founder in the Reagan White House, during the
cold war
The Cold War is a term commonly used to refer to a period of geopolitical tension between the United States and the Soviet Union and their respective allies, the Western Bloc and the Eastern Bloc. The term '' cold war'' is used because the ...
the economically challenged
Soviet Union
The Soviet Union,. officially the Union of Soviet Socialist Republics. (USSR),. was a transcontinental country that spanned much of Eurasia from 1922 to 1991. A flagship communist state, it was nominally a federal union of fifteen national ...
was able to keep on western military capabilities by using technology-based planning while the U.S. was slowed by finance-based planning, until the Reagan administration launched the Socrates Project, which should be revived to keep up with
China as an emerging superpower
The Chinese Century () is a neologism suggesting that the 21st century may be geoeconomics, geoeconomically or geopolitically dominated by the People's Republic of China, similar to how the "American Century" refers to the 20th century and the " ...
.
Criticism
Strategic planning vs. strategic thinking
Strategic planning has been criticized for attempting to systematize
strategic thinking
Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought.
When applied in an organizational strategic management process, strate ...
and strategy formation, which
Henry Mintzberg
Henry Mintzberg (born September 2, 1939) is a Canadian academic and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, Quebec, ...
argues are inherently creative activities involving synthesis or "connecting the dots" which cannot be systematized. Mintzberg argues that strategic planning can help coordinate planning efforts and measure progress on strategic goals, but that it occurs "around" the strategy formation process rather than within it. It functions remote from the "front lines" or contact with the competitive environment (i.e., in business, facing the customer where the effect of competition is most clearly evident) may not be effective at supporting strategy efforts.
Evidence on strategic planning's impact
While much criticism surrounds strategic planning, evidence suggests that it does work. In a 2019 meta-analysis including data from almost 9,000 public and private organizations, strategic planning is found to have a positive impact on organizational performance. Strategic planning is particularly potent in enhancing an organization's capacity to achieve its goals (i.e., effectiveness). However, the study argues that just having a plan is not enough. For strategic planning to work, it needs to include some formality (i.e., including an analysis of the internal and external environment and the stipulation of strategies, goals and plans based on these analyses), comprehensiveness (i.e., producing many strategic options before selecting the course to follow) and careful stakeholder management (i.e., thinking carefully about whom to involve during the different steps of the strategic planning process, how, when and why).
Strategic Plans as Tools to Communicate and Control
Henry Mintzberg
Henry Mintzberg (born September 2, 1939) is a Canadian academic and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, Quebec, ...
in the article “The Fall and Rise of Strategic Planning” (1994),
argued that the lesson that should be accepted is that managers will never be able to take charge of strategic planning through a formalized process. Therefore, he underscored the role of plans as tools to communicate and control. It ensures that there is coordination wherein everyone in the organization is moving toward the same direction. The plans are the prime media communicating the management's strategic intentions, thereby promoting a common direction instead of individual discretion. It is also the tool to get the support of the organization's external sphere, such as financiers, suppliers or government agencies, who are helping achieve the organization's plans and goals.
The strategic plan genre of communication
Cornut, et al (2012)
studied the particular features of the strategic plan genre of communication by examining a corpus of strategic plans from public and non-profit organizations. They defined strategic plans as the "key material manifestation" of organizations' strategies and argued that, even though strategic plans are specific to an organization, there is a generic quality that draws on shared institutional understanding on the substance, form and communicative purposes of the strategic plan. Hence, they posit that strategic plan is a genre of organizational communication (Bhatia, 2004; Yates and Orlikowski, 1992 as cited in Cornut et al., 2012).
In this sense, genre is defined as the "conventionalized discursive actions in which participating individuals or institutions have shared perceptions of communicative purposes as well as those of constraints operating their construction, interpretation and conditions of use" (Bhatia, 2004: 87; see also Frow, 2005; Swales, 1990 as cited in Cornut et al., 2012).
The authors compared the corpus of strategic plans with nine other corpora. This included annual reports from the public sector and nongovernment organizations, research articles, project plans, executive speeches, State of the Union addresses, horoscopes, religious sermons, business magazine articles and annual reports for-profit corporations included in the Standard & Poor’s 500 largest companies (S&P 500).
The authors used textual analysis, including
content analysis
Content analysis is the study of documents and communication artifacts, which might be texts of various formats, pictures, audio or video. Social scientists use content analysis to examine patterns in communication in a replicable and systematic ...
and
corpus linguistics.
Content analysis
Content analysis is the study of documents and communication artifacts, which might be texts of various formats, pictures, audio or video. Social scientists use content analysis to examine patterns in communication in a replicable and systematic ...
was used to identify themes and concepts, such as values and cognition; while
corpus linguistics was used to identify naturally occurring texts and patterns (Biber, et al, 1998 as cited in Cornut et al., 2012).
Taking a stance
The strategic plans showed significantly less self-reference than all other corpora, with the exemption of project plans and S&P 500 annual reports. The results indicated that strategic plans have more moderate verbs of deontic value. This was interpreted as an indication that “commands and commitments are not overtly hedged, but neither are they particularly strong”.
Guidance on the sections of a strategic plan abound but there are few studies about the nature of language used for these documents. Cornut, et al’s (2012)
study showed that writers of strategic plans have a shared understanding of what is the appropriate language. Thus, the authors argued, a true strategist is one who is able to instantiate the genre strategic plan through appropriate application of language.
Strategic Planning as Communicative Process
Spee, et. al. (2011) explored the strategic planning as communicative process based on Ricoeur’s concepts of decontextualization and recontextualization, they conceptualize strategic planning activities as being constituted through the iterative and recursive relationship of talk and text, this elaborate the construction of a strategic plan as a communicative process.
This study sightsee at the way that texts within the planning process, such as PowerPoint presentations, planning documents and targets that are part of a strategic plan, are constructed in preparation, through a series of communicative interface. Throughout the process, strategy documents were essential in detaining the developing strategy as they were constantly revised up until an ultimate plan was accepted.
The book edited by Mandeville-Gamble (2015) sees the roles of managers as important in terms of communicating the strategic vision of the organization. Many of the authors in the book by Mandeville-Gamble agree that a strategic plan is merely an unrealized vision unless it is widely shared and sparks the willingness to change within individuals in the organization. Similarly, Goodman in 2017
emphasized that the advent of the internet and social media has become one of the most important vehicle to which corporate strategic plan can be distributed to an organizations internal and external stakeholders. This distribution of knowledge allows for staff of organization to access and share the institutional thinking this able to reformulate it in their own words.
Strategic Planning Through Control Mechanisms
Strategic planning through control mechanisms (mostly by the way of a communication program) is set in the hopes of coming to desired outcomes that reflect company or organizational goals. As further supplement to this idea, controls can also be realized in both measurable and intangible controls, specifically output controls, behavioural controls, and clan controls. By way of simple definition, output controls work toward to tangible and quantifiable results; behavioural controls are geared toward behaviours of people in an organization; and clan controls are dependent and are executed while keeping in mind norms, traditions, and organizational culture. All these three are implemented in order to keep systems and strategies running and focused toward desired results (n.d.).
Strategic Planning, Learning Organizations, and Communication
Strategic planning is both the impetus for and result of critical thinking, optimization, and motivation for the growth and development of organizations. The core disciplines, which are inherent in systems thinking, personal and organizational mastery, mental models, building a shared vision, and team learning. In a time of machine learning and data analytics, these core disciplines remain to be relevant in so far as having human resource and human interest become the driving force behind organizations.
Moreover, it cannot be denied that communication plays a role in the realization of learning organizations and strategic planning. In a study by Barker and Camarata (1998),
the authors noted that there are theories that could explain the invaluable role of communication, and these are from Rational Choice Theory to Social Exchange Theory where costs, rewards, and outcomes are valued in maintaining communication and thus relationships to serve the ends of an organization and its members. Thus, while many organizations and companies try their best to become learning organizations and exercise strategic planning, without communication, relationships fail and the core disciplines are never truly met (Barker & Camarata, 1998).
See also
*
Business strategy mapping
*
Chief strategy officer A chief strategy officer (CSO) is an executive that usually reports to the CEO and has primary responsibility for strategy formulation and management, including developing the corporate vision and strategy, overseeing strategic planning, and leading ...
*
Decision making software
Decision may refer to:
Law and politics
*Judgment (law), as the outcome of a legal case
*Landmark decision, the outcome of a case that sets a legal precedent
* ''Per curiam'' decision, by a court with multiple judges
Books
* ''Decision'' (novel ...
*
Enterprise planning systems An enterprise planning system covers the methods of planning for the internal and external factors that affect an enterprise.
These factors generally fall under PESTLE. PESTLE refers to political, economic, social, technological, legal and environm ...
*
Francis J. Aguilar
*
Growth planning Growth planning is a strategic business activity that enables business owners to plan and track organic growth in their revenue. It allows businesses to allocate their limited resources toward a centered effort to adapt to changes in the industry dr ...
*
Hoshin Kanri Hoshin Kanri (Japanese: 方針管理, "policy management") is a 7-step process used in strategic planning in which strategic goals are communicated throughout the company and then put into action. The Hoshin Kanri strategic planning system originate ...
*
Integrated business planning
Integrated business planning (IBP) is a process for translating desired business outcomes into financial and operational resource requirements, with the overarching objective of maximizing profit and / or cash flow, while minimizing risk. The bu ...
*
Marketing strategy
Marketing strategy allows organizations to focus limited resources on best opportunities to increase sales and achieve a competitive advantage in the market.
Strategic marketing emerged in the 1970s/80s as a distinct field of study, further buil ...
*
Military strategy and ''
The Art of War
''The Art of War'' () is an ancient Chinese military treatise dating from the Late Spring and Autumn Period (roughly 5th century BC). The work, which is attributed to the ancient Chinese military strategist Sun Tzu ("Master Sun"), is com ...
'' for the origins
*
Operational planning
Operational planning (OP) is the process of planning strategic goals and objectives to technical goals and objectives. It describes milestones, conditions for success and explains how, or what portion of, a strategic plan will be put into operat ...
*
Situational analysis
Situational logic (also situational analysis) is a concept advanced by Karl Popper in his ''The Poverty of Historicism''. Situational logic is a process by which a social scientist tries to reconstruct the problem situation confronting an agent in ...
*
Strategic planning software
Strategic planning software is a category of software that covers a wide range of strategic topics, methodologies, modeling and reporting.
Types
Loosely speaking, the software can be categorized into the following types:
* Small business orien ...
*
Strategy Markup Language
{{primary sources, date=April 2017
Strategy Markup Language (StratML) is an XML-based standard vocabulary and schema for the information commonly contained in strategic and performance plans and reports. StratML Part 1 specifies the elements of st ...
(StratML)
*
U.S. Army Strategist
References
Further reading
* Michael Allison and Jude Kaye (2005). ''Strategic Planning for Nonprofit Organizations''. Second Edition.
John Wiley and Sons
John Wiley & Sons, Inc., commonly known as Wiley (), is an American multinational publishing company founded in 1807 that focuses on academic publishing and instructional materials. The company produces books, journals, and encyclopedias, in p ...
.
* John Argenti (1968). ''Corporate Planning – A Practical Guide''. Allen & Unwin.
* John Argenti (1974). ''Systematic Corporate Planning''. Wiley.
* Bradford and Duncan (2000). ''Simplified Strategic Planning''. Chandler House.
* Patrick J. Burkhart and Suzanne Reuss (1993). ''Successful Strategic Planning: A Guide for Nonprofit Agencies and Organizations''. Newbury Park: Sage Publications.
* L. Fahey and V. K. Narayman (1986). ''Macroenvironmental Analysis for Strategic Management''. West Publishing.
*
Stephen G. Haines (2004). ''ABCs of strategic management: an executive briefing and plan-to-plan day on strategic management in the 21st century''.
* T. Kono (1994) "Changing a Company's Strategy and Culture", Long Range Planning, 27, 5 (October 1994), pp. 85–97
*
Philip Kotler
Philip Kotler (born May 27, 1931) is an American marketing author, consultant, and professor emeritus; the S. C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management at Northwestern University ...
(1986), "Megamarketing" In: ''Harvard Business Review''. (March–April 1986)
*
Theodore Levitt
Theodore Levitt (March 1, 1925 – June 28, 2006) was a German-born American economist and a professor at the Harvard Business School. He was editor of the ''Harvard Business Review'', noted for increasing the Review's circulation and popularizi ...
(1960) "Marketing myopia", In: ''Harvard Business Review'', (July–August 1960)
* M. Lorenzen (2006). "Strategic Planning for Academic Library Instructional Programming." In: ''Illinois Libraries'' 86, no. 2 (Summer 2006): 22–29.
* R. F. Lusch and V. N. Lusch (1987). ''Principles of Marketing''. Kent Publishing,
*
Max Mckeown (2012), ''The Strategy Book'', FT Prentice Hall.
*
John Naisbitt
John Naisbitt (January 15, 1929 – April 8, 2021) was an American author and public speaker in the area of futures studies. His first book '' Megatrends: Ten New Directions Transforming Our Lives'' was published in 1982. It was the result of alm ...
(1982). ''Megatrends: Ten New Directions Transforming our Lives''. Macdonald.
* Erica Olsen (2012). ''Strategic Planning Kit for Dummies, 2nd Edition''.
John Wiley & Sons
John Wiley & Sons, Inc., commonly known as Wiley (), is an American multinational publishing company founded in 1807 that focuses on academic publishing and instructional materials. The company produces books, journals, and encyclopedias, in p ...
, Inc.
* Brian Tracy (2000). ''The 100 Absolutely Unbreakable Laws of Business Success''. Berrett, Koehler Publishers.
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