It is not sufficient that we are interested only in managing our present. It is much more significant that we keep our eyes open, minds active to know about the future and continue to enrich our potentials to manage the future. The organizations not managing the future fail in managing the demand and supply position, make it difficult to optimize the development of marketing resources to cope with the changing requirements, make possible a contraction in their resistance power and both on quantitative and qualitative fronts, we find them moving backward. By capacity planning, our emphasis is on the management of strength.
Capacity planning is known as planning the capacity in the face of future. This throws light on both the aspects-first, the organizations are supposed to know the demand position so that the potentials are enriched to increase the quantity or capacity of generating the services and second, the organizations are also required to know about the likes and dislikes, preferences, expectations, attitudes which make an advocacy in favor of quality generation. If the users expect sophistication in services, the organizations need to use sophisticated technologies to fulfill their expectations and this is not possible unless we think in favor capacity planning.
The strategic plan would make the ways for the mobilization of financial resources to cater to their increasing requirements. We can’t deny the fact that if an organization succeeds in maintaining the process of profit generation, the financial health of that organization becomes so sound that the task of satisfying the employees and investors is simplified considerably. If an organization is strong, the task of facing the challenges and threats in the markets is simplified considerably. It is against this background that strategic planning assumes a place of outstanding significance. When we talk about capacity planning, our prime focus is on strategic planning since the process of enriching strength can’t be made possible within a couple of days.
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