Introduction
This strategic plan has been developed by Mohammed Shams Khan in order to provide clarity and enable Westside to have a disciplined approach in their management over the next 5 years.
Background
Founded by two brothers in 1999, West side started off as a small designer store in Ealing Broadway providing exclusive high quality merchandise for local shoppers and fashion freaks. The majority of the shoppers who flocked to the quickly multiplying company were still avid Sneaker heads both men and women. Westside continued to seek out ways to bring in new customers to their store, which is one of the many reasons this Westside has continued to be popular for over 10 years and has opened its branches across London. The last 4 years has seen Westside become one of the leading designer stores offering high street fashion mixed with exclusive street wear within West London and surrounding areas.

Westside’s Management Summary

Today: Consumers need a new experience, a concept which is fresh, original and innovated for their high street and shopping centres.

Future: High impact product presentation, destination shopping for young fashionable clientele.
• A creation of interest in specialist product similar to the “Hype” in the U.S. market.

Current Status in the UK

Approach:
• Aim to establish
Westside as a leading retail footwear and clothing specialist focusing on product and store presentation not yet experience in the U.K.
Coverage:
London:
• Ealing
• Chelsea
• Brixton
• Covent Garden
• Kingston
• Croydon
• Camden Town
What are we trying to do

Ethics:
We are not in the business of imitating existing business in the market, but rather work in partnership with our suppliers to introduce new cutting edge methods to create a new market using a unique approach.
Method:
Tool for hosting monthly community events
• Product and community relevance display, POP,
Advertising and Marketing. How will this be achieved

Westside’s Scopes & Objectives

Their vision as a company serves as the structure for their roadmap and guides each and every aspect of their business by describing what they need to achieve in order to continue achieving sustainable, quality and growth in the business. They have used the form of 6 P’s to display their vision statement, people, portfolio, partners, planet, profit and productivity.

In terms of people, they want the company to be a great place to work where people are inspired to be the best they can be. They intend to bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs. By partners they want to nurture a winning network of customers and suppliers, together we create mutual, enduring value. They want to be a responsible citizen that makes a difference by helping build and support sustainable communities across the planet. Maximize long-term profits to shareowners while being mindful of our overall responsibilities. Be a highly effective, lean and fast-moving organization in order to enhance productivity.

In the light of its vision and mission and in full cognisance of its current position in the market, the college aims to develop a strategy that will bolster its position and place the establishment on a firm footing that will propel its growth, help steer it through a volatile and hostile environment, while it continues to fulfil its business obligations and meet the needs and expectations of its stakeholders.

Over the past five years since its inception Manor Park International College has weathered many storms, occasioned, in part, by the large degree of volatility in the British private education sector which has seen more than a thousand private colleges go down in a space of three years between 2010 and 2012. For its continued survival and steady growth, the college has no option but to develop a viable strategy plan for implementation at the beginning of the academic year in January 2013. In the light of its vision and mission and in full cognisance of its current position in the market, the college aims to develop a strategy that will bolster its position and place the establishment on a firm footing that will propel its growth, help steer it through a volatile and hostile environment, while it continues to fulfil its business obligations and meet the needs and expectations of its stakeholders.

Dolce & Gabbana ) is an Italian luxury industry fashion house.[1] The company was started by Italian designers Domenico Dolce (born 13 August 1958 in Polizzi Generosa, Sicily) and Stefano Gabbana (born 14 November 1962 in Venice). By 2005 their turnover was €597 million.[2] The two met in Milan in 1980 and worked for the same fashion house. In 1982 they established a designer consulting studio; in time it grew to become “Dolce & Gabbana”. They presented their first women’s collection in 1985[3] in Milan, where a year later their store would open its doors. (Dolce & Gabbana 2011).
Two years later they launched their leotard line, and in 1989 they began designing underwear and swimming costumes (Domenico). Dolce and Gabbana started to export their products to Japan and other countries like the U.S., where they founded their own showroom in 1990 (Gabbana, Stephano 2011). In 1992, the same year they presented their men’s collection, they also launched their first perfume Dolce & Gabbana (Dolce & Gabbana 2011). They won the Woolmark award in 1991, and the prize “most feminine flavor of the year” in 1993 (Dolce & Gabbana 2007). They won an Oscar for best male perfume in 1996. Towards the end of the 1990s their sales were around 500 million dollars and in 2003 alone their revenue reached 633.2 million dollars (Gabbana, Stephano 2011).

The company was founded by Renzo Rosso in 1978. Renzo said that they learned marketing from the US, creativity from Italy and systems from Germany.[1]
In February 2007, the company launched a major intimates and beachwear division for men and women that is carried in the retail and department stores. Diesel Black Gold was announced in November 2007. The company has around 6,000 employees in 18 subsidiaries across Europe, Asia and the Americas. Its products are available in 5000 retail outlets, of which 400 are Diesel-branded stores. Annual sales were approximately €1.2 billion in 2005, and €1.3 billion in 2009. Revenue is largely derived from denim sales, but also extremely successful and influential ranges of accessories and children's wear - Diesel Kid. Production of denim jeans is based mainly in Italy. The biggest store is located in Milan, Italy.

Contemplate your organization’s vision
Manor Park International College aspires to establish itself as one of the most prominent private colleges in the United Kingdom operating alongside renowned and successful universities and providing to both local and international students world-class education and training in the fields of Marketing, Business Management, IT Training and Tourism and Hospitality Management at cost effective prices which promotes its competitiveness.

Write a mission statement
Manor Park International College believes in channelling a large portion of its financial budget towards acquiring top range physical resources and hiring highly qualified and motivated experts in the fields of its specialisation with a view to creating a safe, conducive and nurturing learning environment in which both the learners and teachers engage in research, provide practical solutions to real problems, and contribute towards ongoing growth and development of the college.

Evaluate your organization's current standing
Having engaged in a thorough and robust process of SWOT Analysis the college came up with the following findings:

1. STRENGTHS * Adequate facilities * Well qualified academic staff * Modern IT system * Safe working environment * Accessible transport network * Supportive local Council * Healthy internal relations among staff * Well balanced portfolio of stakeholders 2. WEAKNESSES * Large % of students from only the same country – lack of diversity among the student body * Government laws prevent students from working – unable to pay fees * Poor attendance rate * Low completion rate * Large majority of students have a low proficiency of the English Language

3. OPPORTUNITIES FOR GROWTH * Positive reports on the college’s operations from authorities * Increase in the number of applicants as a result of closures or suspended colleges * Positive response from EdExcel application for accreditation * Increasing number of students whose Residence Permits grants them Work Placement * Local business may serve as potential employers * Prospect of recruiting local students for short courses

4. THREATS * High Business Rates * Formidable competitors within a short distance * Ever-changing Government laws that impacting negatively on the college * Competition from public-funded institutions List factors necessary for success. Strategic plans must include specifics about the types of circumstances that will lead to the accomplishment of goals.

(1) FINANCIAL GOALS i. Step-by-step plan: ii. Timeframe: iii. Amount:

(2) CUSTOMER RELATIONS i. Step-by-step plan: ii. Timeframe: iii. Amount:

(3) OPERATIONAL METHODS i. Step-by-step plan: ii. Timeframe: iii. Amount:

(4) ORGANISATION MEMBERS i. Step-by-step plan: ii. Timeframe: iii. Amount:

(5) CRITICAL SUCCESS FACTORS
The following are the critical success factors: * Identify, appoint and train agents and consultants who represent various regions / countries * Offer competitive fees and benefits to students * Implement an effective Quality Assurance system across all areas of the organisation * Hire a diverse, well qualified and highly motivated team of tutors/ specialists * Implement a stringent and robust admissions system that lays a heavy premium on quality as opposed to quantity * Strike a balance between the Academic and Administrative departments/sections * Implement a clear system of organisation (allocation of duties, responsibilities) and utilize HRM to full potential

Develop a strategy for accomplishing each success factor. This should be in the form of a step-by-step plan, and should outline exactly what needs to be done, in what time frame, for how much of an investment and by which responsible party.

Prioritize your strategies according to viability and growth goals. Taking into account all of the steps that are necessary to achieving each of your goals, as well as the order of importance in reaching those goals, itemize your strategic plan chronologically.
Conclusion
The conclusion summarizes the whole plan, brings all the threads together, and gives an indication of the way forward.

References
Give an indication of the material you have referred to in your Strategic Plan.

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