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10 Years Business Plan For Winery

Strategy map
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A strategy map is a visual representation of the strategy of an organization. It illustrates how the organization plans to achieve its mission and vision by means of a linked chain of continuous improvements.
For a commercial business, the strategy map illustrates the long-term game plan or competitive strategy to achieve increased profitability. For a nonprofit or governmental organization, it illustrates the plan by which the organization intends to improve performance of its mission. In either case it illustrates the cause-and-effect relationships between different strategic objectives and their measures, or key performance indicators (KPIs) that are included in a balanced scorecard.
The concept of strategy maps was introduced to the business world in 2001 by Robert S. Kaplan and David P. Norton as a means to illustrate and elaborate their earlier concept, the balanced scorecard. The standard reference for the strategy map is their book The Strategy-focused Organization.[1]. A further standard reference is their third book Strategy Maps, which provides numerous examples of the use of strategy maps in various organizations.
Kaplan and Norton introduced the balanced scorecard performance management concept in a paper, "The Balanced Scorecard: Measures that Drive Performance" in the January 1992 edition of Harvard Business Review[2]. The focus of the balanced scorecard is to provide organizations with a "balanced" range of metrics against which to measure their performance. "Balance" implied that organizations can gain a broader view of leading indicators of performance by including non-financial metrics (e.g. learning and growth of employees, efficiency of internal business processes, and customer satisfaction).
Based on continued experience with organizations that successfully implemented the balanced scorecard, Kaplan and Norton came to realize that there were...