We have experienced cheerful years since the government leading by President Ahmed Mohamed Mohamoud came to office in 2010 as the progress we have noticed throughout the country has sourced festival and joyful moments for all us

In the event anyone reads neutral Somaliland media, you come to notice enormous projects whi ch are already completed and many more which its foundation has been laid down in various regi ons, districts and villages in Somaliland which has attained the hearts and the minds to Somalilan d people. The progress achieved by this government influenced in parallel our local and overseas communities and to walk up them to work with the government the shared goals that lead to soci al progress and such is born with this government which came to office in July 2010.such cooper ation was never existed in the past which means this government care its people more than any government in the past since our reclaim in 1991.We all want a better life for the people we care about. We care about the progress of our communities and our country. We like to think that we will leave a positive legacy for the generations that come after us. The progress of a nation or a community is measured by how well it moves towards set goals and values. Until recently, most of the national conversations about our progress have been focused on economic growth as the key goal for Somaliland. Human progress is increasingly being understood as much more complex than this, including the values that underpin our life together, goals that relate to our well being as individuals and as communities, and the effective and sustainable use of our resources for the well being of future generations. Social progress is the idea that societies can or do improve in terms of their social, political, and economic structures. Although progress is required since at the times of former governments, how, however, any noticeable progress was hardly to notice in Somaliland prior to this government came to office in 2010. This government came up with mass ive changes which made them to accomplish the seeds which we have already harvested its fruit s in most human developments domains of Somaliland such as education, health, water, agricultu re livestock, security, defenses, politics, growth of our budget and the fundamental facilities and systems serving a counter including the services and facilities necessary for its economy to func tion. It typically characterize technical structures such as roads bridges and so forth, and can be defined as "the physical components of interrelated systems providing commodities and services essential to enable, sustain, or enhance societal living conditions.

Progress is impossible without change, and those who cannot change their minds cannot change anything. Without a struggle, there can be no progress. Change is the parent of progress. Leaders establish the vision for the future and set the strategy for getting there this governmen t has the tools of strategic planning. The government has attained the vast progress attained its first in office by making use of certain management tools which are business plan, strategic plan, Strategic objectives, strategy and operations, strategic management, strategic management, strategy Execution and strategy goals. Each of the above tools carries specific advantages which are measurable. It’s hard to accomplish anything without productive advance plan. Whether yo u’r e coaching a football team, running a small business or intend to achieve in your country Strat egic planning is an organization process of defining its Strategy or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategy has many definitions, but generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. Management members develop a number of different types of plans for their organization and its activities.

A strategy describes how the ends goals will be achieved by the means of resources. Our senior leadership tasked with determining strategy. Strategy can be planned as a pattern of activity (emergent) as the organization adapts to its environment or competes. A strategic plan looks at all the things from government level, companies, organizations down to small business which could do and narrows it down to the things it is actually good at doing. A strategic plan also helps business leaders determine where to spend time, human capital, and money. Developing a strategic plan seems like an overwhelming process. Strategic planning involves looking at the organization as a complete entity and is concerned with its long term development.


This involves looking at where the organization is now, determining where you want to get to, an d mapping how to get there. The strategic plan should be summarized to ensure that all concerne d are clear regarding the aims of your objectives is working towards its goals. Strategic planning involves looking at the organization as a complete entity and is concerned with its long term dev elopment. Developing the plan is a process that may involve discussion with a number of different stakeholder groups and should take place over a period of time. Whilst it is important to docum ent your plan in written form to provide consistent guidance and a reference point for the organi zation, this should remain an active process. Your plans regularly reviewed to ensure that you are able to anticipate and adapt to challenges and changes in the internal and external environ ment. An operational plan outlines the activities and targets which the organization will carry out in order to work towards achieving the aims and objectives set out in the strategic plan. It provi des the framework for organizations day-to-day operations. An operational plan covers a one year period of development plan. An operational plan outlines the activities and targets which the organization will carry out in order to work towards achieving the aims and objectives set out in the strategic plan. It provides the framework for organizations day-to-day operations. An operational plan covers a one year period. Your strategic plan supported by annual operational plans. These will often be developed by senior officials but approved by top leadership of the country. There are six basic steps to reach successful strategic plan which are listed underneath.

Strategic Plan Step 1: Who should be involved .The first stage in development of a strategic plan for the organization involves determining who needs to be involved in the planning process. The leadership decides who should be involved in the strategic planning process. Generally, it involve as appropriate: those who will be implementing the plan (e.g. management members or users, etc; those who will monitor its implementation (e.g. top officials and others who can contribute to its development (e.g. community activists, funding bodies, etc). When the top officials has decid ed who will be involved, it is necessary to decide at what level and how different stakeholders will contribute to the organizations planning for the future. There are many different ways stake holders can be involved, such as: an open day with a number of workshops; a series of consulta tion meetings with specific groups; a call for written submissions; a questionnaire; and a steering group made up of a range of stakeholders. A combination of these approaches is likely to ensure that all groups/stakeholders have a say in developing the strategic plan.

Step 2: Where are we now: In order to plan for the future, you first need to reach a common un derstanding of the present circumstances and you need to focus discussions on two key areas: Having reviewed your current situation and the challenges and changes which will affect your future development, the next stage in strategic planning is to come to a common agreement regarding what the future should look like.


Stage 3: Where does the organization want to be: Identify and agree your main priorities (e.g. services and key areas of work) for the period of the strategic plan (usually 3 or 5 years). These priority areas should emerge from your SWOT analysis of your internal and external environment and their affect on your organizations future. Identify and write strategic aims (goals) for the organization. Strategic aims are broad statements of what the organization hopes to achieve and should be based limited numbers like from 1 to 10. Show clear direction which is measurable.


Step 4: How Will We Get There: The next step in developing a strategic plan is to work out how to get from where the organization is at present, to where it wants to be in the future. Creating a road map for achieving the strategic objectives will involve the management committee in: this includes setting objectives which outline how each aim will be achieved. They should be SMART which are S= Specific. M= measurable. A= achievable. R= realistic and T= Time bound

Strategic Plan Step 5: Writing your plan: Every organization have a written plan for its future de velopment, documenting the outcomes of the strategic planning process. Your plans outline how the organization plans to achieve its aims and objectives. It demonstrates that there is effective control and management of the organization by including a governance section with examples of controls. It is important that your written plan is ‘bought into’ by your full organization by involving people at the earliest stages and is not merely a paper exercise. There are a range of organizations that can guide you in deciding what type of written plan is most relevant for your organizations needs, and can assist you in developing such plans. The extent and detail of your written plan will depend on the nature and size of your group or organization, but the following are headings to guide you in structuring your strategic/business plan: A summary of the plan; you may wish to make this summary something you can promote outside the organization, to build support and keep stakeholders informed. The organization; summaries the strengths and weaknesses and their implications; make sure you cover key achievements in the previous period. Outline what the challenges are for the future (external opportunities, threats, other player potential, stakeholder needs etc.). Cover the main areas of work the organization needs to focus on for the next three years. Each objective should have key tasks and outcomes associated with it – from which you can develop annual goals and teams and individuals can develop their work plans. This is where you need to be convincing about the organizations ability to resource the plan.


Strategic Plan Step 6: Monitor and review: The final step in any planning process is to monitor and evaluate progress. The same way as you check the signposts along a road when completing a journey, it is similarly important to check that development is on track. Monitoring & reviewing your strategic plan. The management committee should use reports against its annual operation al plans to review progress towards meeting the strategic aims and objectives. Therefore, they must ensure that whoever is doing the work is keeping appropriate records so that progress can be assessed. This will involve, at the implementation stage of your plan, being clear what systems and structures are required. The things you decide to measure will give an indication of how well you’re doing, hence, the name indication or performance measures. Before completing your plan, you need to agree how and when it will be monitored and reviewed and what information the Management members needs to receive in order to review progress. When reviewing progress towards achieving the strategic aims and objectives, the Management members ensure that activities are kept within the parameters of the agreed strategic aims and objectives; ensure th at activities are consistent with organizations vision, mission and values; and keep under review internal and external changes which may require changes to the organizations strategy or affect their ability to achieve their objectives. Other types of plans: Management members develop a number of different types of plans for their organization and its activities.An operational plan outlines the activities and targets which the organization will carry out in order to work towards achieving the aims and objectives set out in the strategic plan. It provides the framework for organizations day-to-day operations. An operational plan covers a one year period. Strategic plan supported by annual operational plans. These will often be developed by senior officials be approved by the management committee. On the basis of reports against the operational plan, the top officials can then review progress towards meeting the strategic aims and objectives


A business plan is a detailed plan showing how resources will be managed to achieve the strate gic plan. It includes detailed operational and financial information such as budget projections, which indicate how the organization will resource its activities and be able to meet is objectives in the future. Business plans often cover from 1 to 5 year period. A business plan is also used to present its feasibility of a particular new initiative. A development plan is similar to a strategic plan, although it is more commonly used to outline the initial development or starting up stage of an organization. Some organizations refer to their strategic plan as a development plan, so termi nology can often be confusing. Development plans often cover a 1 to 5 year period, reviewed annually. A project plan outlines the objectives and key activities related to a specific project area to be achieved within a specified time frame. A project plan is often for a 1 to 5 year period. Difference between Strategic & Operational Objectives: Well-managed small businesses usually start their planning process with a broad mission statement or vision. While this starting point is both necessary and admirable, it usually does not become useable by management until the mission is translated into a strategic plan that is then used to guide operations. top officials gain from an understanding of the difference between strategic and operational objectives because this distinction plays a major role in the conversion of an overarching vision into concrete, specific tasks.Strategic Objectives: Strategic objectives are long-term organizational goals that help to convert a mission statement from a broad vision into more specific plans and projects. They set the major benchmarks for success and are designed to be measurable, specific and realistic translations of the mission statement that can be used by management to guide decision-making. Strategic objectives are usually developed as a part of a two- to four-year plan that identifies key strengths and weaknesses and sets out the specific expectations that will allow the company or organization to achieve its more broad-based mission or vision statement.


Operational Objectives: Operational objectives are daily, weekly or monthly project benchmarks that implement larger strategic objectives. Operational objectives, also called tactical objectives are set out with strategic objectives in mind and provide a means for management and staff to break down a larger strategic goal into workable tasks.As with strategic objectives, operational objectives also should be measurable and specific, though their focus is narrower. Important differences: The most important difference between a strategic and an operational objective is its time frame; operational objectives are short-term goals, while strategic objectives are longer-term goals. Strategic and operational objectives also function differently in practice as strategic objectives are still usually too broad to make sense as a specific set of daily tasks or weekly projects. Operational objectives, on the other hand, are specific and short term enough to be considered usable in everyday time and asset allocation. Relationship between Strategy and operations: Even though strategic and operational objectives are substantially different, it is important to recognize that they are closely related.


Strategic management: Strategic management involves the formulation and implementation of the major goals and initiatives taken by a company's top management based on consideration of resources and an assessment of the internal and external environments in which the organizat ion competes. Strategic management provides overall direction to the enterprise and involves specifying the organization's objectives, developing policies and plans designed to achieve these objectives, and then allocating resources to implement the plans. Strategic management is not static in nature; the models often include a feedback loop to monitor execution and inform the next round of planning corporate strategy involves answering a key question from a portfolio perspective: Operational management is concerned primarily with improving efficiency and contr olling costs within the boundaries set by the organization's strategy.Strategic planning is an org anizational management activity that is used to set priorities, focus energy and resources, stren gthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes results, and assess and adjust the orga nization's direction in response to a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning articul ates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful.


What is Strategic Management? What is Strategy Execution: Strategic management is the comp rehensive collection of ongoing activities and processes that organizations use to syste matically coordinate and align resources and actions with mission, vision and strategy throughout an orga nization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change. Strategy Execution is basically synonymous with Strategy Management and amounts to the systematic implementation of a strategy. There are many different frameworks and methodologies for strategic planning and management. While there are no absolute rules regarding the right framework, most follow a similar pattern and have common attributes. Many frameworks cycle through some variation on some very basic phases: 1. analysis or assessment, where an understanding of the current internal and external environments is developed. 2. Strategy formulation, where high level strategy is developed and a basic organization level strategic plan is documented. 3. Strategy execution, where the high level plan is translated into more operational planning and action items, and no 4 evaluation or sustainment management phase, where ongoing refinement and evaluation of performance, culture, communications, data reporting, and other strategic management issues occurs.

A tactic is a tool you use in pursuing an objective associated with a strategy. It would make soci al the fulcrum of my communications strategy .This goverment has adapted a series of manage ment doctrines which are listed in the above and produced successful fruits throughout the coun try. Management in business and organizations and its function is to coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. This goverment has handled wisely our avable resources and this made possible to achieve the progress noted in spot region and district in somaliland.


We have experienced cheerful years since the government leading by President Ahmed Mohamed Mohamoud came to office in 1210 as the progress we have noticed throughout the country has sourced festival and joyful moments for all us. As we cannot hide the moon, the sun and the tru th, the progress attained by this goverment is clear like crystal. Crystals are solids that form by a regular repeated pattern of molecules connecting together. In some solids, the arrangements of the building blocks (atoms and molecules) can be random or very different throughout the mat erial. In crystals, however, a collections of atoms called the Unit Cell is repeated in exactly the same arrangement over and over throughout the entire material and considering the vast prog ress notifiable every spot of somaliland, we are bound to appreciate these continuous progress which televised quite often in our media. All that is valuable in human society depends upon the opportunity for development and progress attained by this government is beyond any human denials. All growth depends upon activity. There is no development physically or intellectually without effort, and effort means work. This government worked tirelessly to achieve the success we note throughout the country. If you want to change the fruits, you will first have to change the roots. If you want to change the visible, you must first change the invisible which cannot. Give today to get better tomorrow. No one can ever change things by fighting the existing reality which has widely obvious, evident and visible every region or distract in Somaliland.


When we note progress in Somaliland, this captures our internal emotions. There are situations whereby your internal pleasure cannot be measured or expressed in a term of words. Everything can be explained to the people; on the single condition that you want them to understand and not to deny what is visible in front of us. Create with the heart; build with the mind and pleasure in the job puts perfection in the work.Measuring customer satisfaction is incredibly important for both product development as well as improving your company’s support.
A satisfied customer is one who will continue to buy from you, seldom shop around, refer other customers and in general be a superstar advocate for your business.
But measuring satisfaction can be a bit tricky. Where should you start? What should you be measuring?
Today you’ll find the answers to these questions and more as we dive into how to correctly track and improve your overall experience to create more satisfied customers. There are four fundamental a good seller can benefit from a satisfied customer which are perceived quality, loyalty, attribution satisfaction and the intention to repurchase again. Equally being a satisfied citizen, like the intention to repurchase again, the intention to re-elect the government in advance guaranteed.

Here are the top six reasons why customer satisfaction is so important: It’s a leading indicator of consumer repurchase intentions and loyalty It reduces customer churn. It increases customer lifetime value. It reduces negative word of mouth. It’s cheaper to retain customers than acquire new one .Customer satisfaction is the best indicator of how likely a customer will make a purchas e in the future. Asking customers to rate their satisfaction on a scale of 1-10 is a good way to see if they will become repeat customers or even advocates. The progress attained by this government has scored 10 point satisfaction ratings. Customer satisfaction is the metric you can use to reduce customer churn. By measuring and tracking customer satisfaction you can put new processes in place to increase the overall quality of your customer service. Therefore, it is esse ntial for businesses to effectively manage customer satisfaction. To be able do this, firms need reliable and representative measures of satisfaction and satisfied customer is the best business strategy of all. satisfied customer is the one who comes to buy for your product one again, seldom your product around, refer your product to the other customers for the intention to buy like you and in general be superstar advocate for your business and if your build a good reputation from your customers, customers will tell to each other as the word of the mouth is very powerful.Customer satisfaction is a marketing term that measures how products or services supplied by a company meet or surpass a customer’s expectation. Truth builds trust.


Your customers are responsible for your company’s reason for existing. Take good care of your customers and they will take care of your business. Service is a promise that cannot be seen, touched, or felt through any of our external senses. In conclusion, the success achieved by this government made us like a customer who purchased a good quality product from reputable seller. being a satisfied citizens, the progress attained by this governments has captured the hearts and the minds of its people. our patriotism is not measured by what your country can do for you. It's all about what you can do for your country for your own benefit and for the benefit of unborn generations. Voting is the most precious right of every citizen, and we have a moral obligation to ensure voting for this government considering what they have done since it come office in 1210. The miser is not only the one who is stingy for money, but the worst miser is the one who denies the progress which no can hide. Three things cannot be hidden, the sun, the moon and the truth.


When we are on broad traveling commercial passenger airplanes, we face two situations namely encountering air turbulence which affects the tip of the airplane wing. Turbulence or turbulent flow is a flow regime characterized by chaotic property changes and rapid variation of pressure and flow velocity in space and normal situation which the airplane on comfortable speed what made all the passengers to get sleeping after having a nice dinner served by polite and friendly air host. In the case of our oppositions parties is like come upon air turbulence whereas in case of the current government, it is the second situation where the plane is on comfortable speed. One can imagine the passenger’s feeling in either situations. Revery time we notice progress in any place in somaliland which occurs quite frequently, we feel the second situation described in the above. Finally, I am confident that, the vast majority shares with me the overall visualization listed in the above which is based on unchallengeable authentication .

Ismail Lugweyne. Rabasoro55@hotmail.co.uk