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I was so impressed by [Mr. Baldwin’s] presentation that we contracted for him to guide us through a complete strategic planning process... The results far exceeded our expectations.
Gerald Lacey, General Manager - Farmers Telephone Cooperative, Inc.

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“Very high quality – good information – good presenter – good participation.”
Susan Miller, Manager, Control Data Systems

“Great presenter.”
James Thibert, VP Operations & Finance, Red River Manufacturing, Inc.

“Dana is an excellent leader. The real-life examples complemented the theory. He created an excellent atmosphere for learning that helped draw us out of our shells and created a fun learning environment...”
Steve Dolbey. V.P. Engineering, Analex Corp.

“Very good at explaining the details of Strategic Planning. I am very happy that my company came...”
Rick Mitchell, Controller, Charleston Metal Products, Inc.


Dana Baldwin - Professional Speaker

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A very effective speaker, Dana brings a unique combination of theoretical and practical knowledge as well as humorous insight to his programs. Many clients engage Dana Baldwin to learn from his ever-growing experience in strategy that works. Dana leaves each audience with practical, "how-to" steps that they can apply to facilitate their learning. Dana’s programs resonate with business audiences because they are built upon years of real-world experiences.

Dana Baldwin has managed two different machine tool companies over a 30+ year career, starting up through the ranks from a beginning engineer to become Chairman, President and CEO of one company. He then joined a startup company that had purchased a product line from his original company. He was instrumental in establishing the new firm as a leader in the market place, and he led the company through the process of establishing a brand new manufacturing facility, starting with a green field, and building a completely functioning manufacturing facility, with design, production control, MIS, accounting, sales and administration capabilities. He has been active in his industry trade association, including leadership roles on the Board of Directors culminating in becoming President. In addition, he served as a director of the fifth largest industrial trade show in the US, including six years on the executive committee and two years as Chairman of the Board. The skills and knowledge gained over this extensive experience are now focused on his practice as a consultant with the Center For Simplified Strategic Planning, Inc.

Dana actively leads strategic planning in dozens of companies in a wide variety of industries with consistently good results. Clients include regional telephone companies, a chemical recycler, a logistics company, a multi-national institutional furniture company, a multi-division plastics company, a multi-national industrial pump company, a community college and a wide variety of other clients. His real-world management experience, together with his engineering background and Kellogg MM, enable Dana to bring real-life practical strategic thinking into every presentation.

“Mr. Baldwin is a very likeable fellow, who comes across in an easy to follow manner.”
Greg Tweed, Executive VP & COO, Nortech Systems, Inc.


Center for Simplified Strategic Planning Programs Include:

  • Strategic Planning
  • Succession Planning
  • ‘Free, Perfect and Now!’ (What customers want, and what you can’t afford to give them, or to ignore)
  • Strategies for a Changing Economy
  • Revolving (Situational) Leadership and why this could be good for your business

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Articles

Is There a Reason Why Your Team’s Good Ideas for New Products or Services Don’t Get Implemented?
Why You Should Use an Outside Leader for Your Strategic Planning
Strategic plan not complete?  Why not?  Here are some frequent sources of roadblocks
When Strategies Go Bad - Part Five -Summary
When Strategies Go Bad - Part 4 - Tyco
When Strategies Go Bad - Part 3
Could You Lose Your Way in the Marketplace?
When Strategies Go Bad - Part 2 - Global Crossing
When Strategies Go Bad - Part 1 - IBM
Communication: A Key Element of Building Trust
Team Building at the Executive Level
Marketing: A Key to Long Term Success Part Six
Marketing: A Key to Long Term Success Part Five
Marketing: A Key to Long Term Success Part Four
Marketing: A Key to Long Term Success Part Three
Marketing: A Key to Long Term Success Part Two
Marketing: A Key to Long Term Success Part One
Do You Listen to Your Marketplace?
Customer Service - Thinking Outside the Box
Dana Baldwin reviews Kumar's book Marketing as Strategy
Unintended Consequences of Well-intentioned Actions
Another Look at What Makes Good Customer Service
Why Don’t Companies Plan?
Improve Morale Part 7 - Strategic Thinking Points
Improve Morale — Increase Motivation! Part Six
Improve Morale — Increase Motivation! Part Five
Improve Morale - Increase Motivation Part 4: Why managers don't delegate
What is a “SMART” Objective?
Improve Morale — Increase Motivation! Part Three - Effective Delegation
Improve Morale — Increase Motivation! Part Two
Improve Morale — Increase Motivation! Part One
OBJECTIVITY - A Key to Good Planning
Assumptions and Uncertainty
STRENGTHS AND WEAKNESSES - Part Five
STRENGTHS AND WEAKNESSES - Part Four
Using Multiple Channels Can Dilute Market Image - Lessons Learned from Goodyear
STRENGTHS AND WEAKNESSES - Part Three
STRENGTHS AND WEAKNESSES - Part Two
Strengths and Weaknesses - Part One
Market Segmentation - Starting with the Basics
Focus
When Your Strategic Plan Execution Stalls
Strategic Planning - Only for Corporate?
Competing with a Low Cost Competitor
Dealing with a Low Cost Competitor
How Engaged are You as a Leader?
Execution - Why Good Plans Can Fail
Value or Low Price?
Strategic Planning Team - What Company Functions Should Be Represented?
Customer Loyalty -- Is it Your Company's Priority?
What is Focus?
Is Your Marketing Working for You?
Follow-through -- The Key to Strategic Planning Success
Why don't some organizations do strategic planning?
Hire Well to Sustain a Positive Work Environment
Strategy: Low Cost or Differentiation
Market Segmentation - Starting with the Basics
Is Your Marketing Working For You?
What do you need to start strategic planning?
LEADERSHIP CHARACTERISTICS - ARE YOU A GOOD LEADER?
Strategy and Culture - How do they interact?
Employee Engagement: Key to Your Company’s Profitability - A Case Study
Making the Case: Employee Engagement
Professionalism - Do Your Customers Believe You Have It?
Succession Planning in a Family Business
Why Do Your Customers Buy From Your Company?
Is an Executive Coach Worth the Time and Cost?
TEAM-BUILDING A GREAT STRATEGY OR FLUFF?
STRATEGIES FOR EFFECTIVE B2B SELLING
Don’t Let Success Spoil Your Future! Steps Your Company Needs to Take to Avoid Obsolescence
Monitoring Your Strategic Plan--Quarterly Reviews and Annual Updates
Sustainable Strategic Advantage
Is Your Company a Good Supplier?
How Do You Handle Under-performers?
What Kind of Leader Are You?
How To Provide High Value In Competitive Industries
How Has The "Great Recession" Impacted Your Company?
Final Steps: Follow-through and Monitoring
Strategy Analysis 2: Maintain Strategy
Is Success Your Worst Enemy?
How Agile is Your Company?
Strategy Analysis: Expand
Next Steps: Will we be ready to take advantage of the improving economy as it arrives?
Time to Start Planning for Growth - Step One: Analysis
Here We Go Again - The End of Strategic Planning is Forecast - Again
IS YOUR PRICING STRATEGY RIGHT?
Is your New Product Development Process Complete?
What is the Difference Between a Business Plan and a Strategic Plan?
Are You Promoting Your People Wisely?
IS YOUR COMPANY TAKING ADVANTAGE OF THE SLOW ECONOMY?
Internal Communications for Effective Strategic Implementation
Retaining Your Customers
Strategic Planning: To Do or Not To Do - That is the Question
Follow-through -- the Key to Strategic Planning Success
Is Your Marketing Working for You?
Mentoring--Art or Science?
Customer Loyalty -- Is it Your Company's Priority?
Competing with a Low Cost Competitor
Dealing with a Low Cost Competitor
Execution - Why Good Plans Can Fail
Market Segmentation -- Starting with the Basics
Focus
Strengths and Weaknesses
Addressing the Challenge of China's Labor Cost Advantages
Who are the Experts?
When Strategies Go Bad
The Strategies of the Innovation Process
Creating an Environment for Innovation
Marketing: A Key to Long Term Success
Strategies and Processes for a Changing Economy
The Strategy of Succession Planning

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Dana's Contact Information:

Center for Simplified Strategic Planning, inc.

To arrange a discussion with Dana about a possible speaking engagement, please send him this email.

M. Dana Baldwin, II
Center for Simplified Strategic Planning, Inc.
5075 Spring Ridge Drive
Ada, MI 49301
Phone: 616-575-3193
Fax: 616-575-3194

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M. Dana Baldwin

Some Clients

National Association of Telephone Cooperatives

Michigan State University

Association for Manufacturing Technology

Illinois Association of Mortgage Brokers

ASW Inc.

ENMR-Plateau Telecommunications, Inc.


“...Very valuable... Not a typical feel-good meeting.”
Jack Dennis, Industrial Service Manager, TD Industries, Inc.

“(Dana) is an intense, yet humorous, speaker, easily involving everyone in the subject matter, explaining concepts well, using compelling examples and bringing everyone to effective conclusions in an efficient, capable manner.”
Gregory V. Berberich, CEO, Matanuska Telephone Association, Inc.