Abstract—Importance of strategic planning is unquestionable. However, the practical implementation of a strategic plan faces too many obstacles. The aim of the article is explained the importance of strategic planning and to find how companies in Moravian-Silesian Region deal with strategic planning, and to introduce the model, which helps to set strategic goals in financial indicators area. This model should be part of the whole process of strategic planning and can be use to predict the future values of financial indicators of the company with regard to the factor, which influence these indicators. Keywords—Planning of Potentials, Planning of Strategic Objectives, Portfolio Planning, Significant Factors, Strategic Planning. I. INTRODUCTION S was written above, today the importance of strategic planning is, at least in the theoretical part, unquestionable, however a lot of companies do not deal with it. Managers blame the lack of time to perform this activity, the turbulent changes in the environment or they just simply fight for the survival of the company at the time of crisis. Very often operational planning figures as strategic planning, or strategic planning is based only on interim projects and ends with the termination of this goal. Ignoring the long-term well thought-out strategic planning is like a ride at the sea without map and navigating. The company does not manage its direction and does not have control mechanism to know, where it really is and what risks it may encounter, or in better case, what opportunities arise. It is necessary, that the company did not give this activity into the background, and despite the associated difficulties do it. They need to learn methods and procedures that are used in creating a strategic plan and learn to recognize the signals that show set control mechanisms. It is the only way how company can grow in the long-term, or more easily overcome the crisis period. Strategic planning should not be seen as a necessary evil, but as an opportunity to grow the company and its values. Terezie Bartusková is with the VŠB – Technical University of Ostrava, Faculty of Economics, Department of Management, Sokolská tř. 33, 701 21 Ostrava 1, Czech Republic (phone: 00-420-596992275; fax: 00-420-59110- 026; e-mail: terezie.bartuskova@vsb.cz). Jitka Baňařová is with the VŠB – Technical University of Ostrava, Faculty of Economics, Department of System Engineering, Sokolská tř. 33, 701 21 Ostrava 1, Czech Republic (e-mail: jitka.banarova@vsb.cz). Zuzana Kusnerova, is with the VŠB – Technical University of Ostrava, Faculty of Economics, Sokolská tř. 33, 701 21 Ostrava 1, Czech Republic (e- mail: zuzana.kusnerova.st@vsb.cz). II. STRATEGIC PLANNING A. Importance of Strategic Planning In the condition of the growing competition and increased globalization is the success of the company based on the most effective use of its potential. In order to succeed it must know, describe and analyze its core processes and activities, those that are directly related with the business of the company and provide value to the customer and support business processes. There must be defined inputs and outputs of these processes and the company should always strive to optimize them. To ensure that all processes are aligned and ideally lead to an increase of the value of the company, they should contribute strategic plan. It is the basic document that is based on the overall vision of the company and is also the basis for the tactical and operational plans [4]. B. Structure of Strategic Planning Based on the company’s vision, top management objectives and set framework conditions can be strategic planning characterized by this structure [2]: • The focus of strategic planning is creation of integrated programmes of production and plan of potentials. Based on this the types of produced articles, the necessary material and human potentials can be specified. The need of these potentials, or their changes, will be needed to determine in the process of planning. In a particular form it means planning of business areas, respectively their strategies and the required infrastructure, which are usually closely associated with the plan of functional areas of the company and regional strategies. • An essential part of strategic planning is also plan of managerial potentials that lies within the control system of the company and related plans of managers, their motivation and plan of information system. III. HOW COMPANIES DEAL WITH STRATEGIC PLAN A. Results of Research in Companies The research, which authors have made in October 2011 with the aim to map the level of strategic planning in the companies in the Moravian-Silesian region showed, that the determination of the strategic plan is in the current conditions rather a random activity, which does not always reflect the actual conditions both inside the company and in its surroundings. Very often the company does not reflect the importance of strategic plan and even in large-size companies the creation of strategic plan does not take place. The research survey was conducted in 20 companies, and more specifically, it was examined whether strategic planning is applied, who makes planning, whether it is done systematically, long-term oriented, who sets the criteria of strategic plans, how strategic Terezie Bartusková, Jitka Baňařová, and Zuzana Kusněřová Using Model to Plan of Strategic Objectives A World Academy of Science, Engineering and Technology International Journal of Economics and Management Engineering Vol:6, No:11, 2012 2939 International Scholarly and Scientific Research & Innovation 6(11) 2012 ISNI:0000000091950263 Open Science Index, Economics and Management Engineering Vol:6, No:11, 2012 publications.waset.org/10833/pdf