strategic research examples

How to write a research plan: Step-by-step guide

Last updated

30 January 2024

Reviewed by

Short on time? Get an AI generated summary of this article instead

Today’s businesses and institutions rely on data and analytics to inform their product and service decisions. These metrics influence how organizations stay competitive and inspire innovation. However, gathering data and insights requires carefully constructed research, and every research project needs a roadmap. This is where a research plan comes into play.

Read this step-by-step guide for writing a detailed research plan that can apply to any project, whether it’s scientific, educational, or business-related.

• What is a research plan?

A research plan is a documented overview of a project in its entirety, from end to end. It details the research efforts, participants, and methods needed, along with any anticipated results. It also outlines the project’s goals and mission, creating layers of steps to achieve those goals within a specified timeline.

Without a research plan, you and your team are flying blind, potentially wasting time and resources to pursue research without structured guidance.

The principal investigator, or PI, is responsible for facilitating the research oversight. They will create the research plan and inform team members and stakeholders of every detail relating to the project. The PI will also use the research plan to inform decision-making throughout the project.

• Why do you need a research plan?

Create a research plan before starting any official research to maximize every effort in pursuing and collecting the research data. Crucially, the plan will model the activities needed at each phase of the research project .

Like any roadmap, a research plan serves as a valuable tool providing direction for those involved in the project—both internally and externally. It will keep you and your immediate team organized and task-focused while also providing necessary definitions and timelines so you can execute your project initiatives with full understanding and transparency.

External stakeholders appreciate a working research plan because it’s a great communication tool, documenting progress and changing dynamics as they arise. Any participants of your planned research sessions will be informed about the purpose of your study, while the exercises will be based on the key messaging outlined in the official plan.

Here are some of the benefits of creating a research plan document for every project:

Project organization and structure

Well-informed participants

All stakeholders and teams align in support of the project

Clearly defined project definitions and purposes

Distractions are eliminated, prioritizing task focus

Timely management of individual task schedules and roles

Costly reworks are avoided

• What should a research plan include?

The different aspects of your research plan will depend on the nature of the project. However, most official research plan documents will include the core elements below. Each aims to define the problem statement , devising an official plan for seeking a solution.

Specific project goals and individual objectives

Ideal strategies or methods for reaching those goals

Required resources

Descriptions of the target audience, sample sizes , demographics, and scopes

Key performance indicators (KPIs)

Project background

Research and testing support

Preliminary studies and progress reporting mechanisms

Cost estimates and change order processes

Depending on the research project’s size and scope, your research plan could be brief—perhaps only a few pages of documented plans. Alternatively, it could be a fully comprehensive report. Either way, it’s an essential first step in dictating your project’s facilitation in the most efficient and effective way.

• How to write a research plan for your project

When you start writing your research plan, aim to be detailed about each step, requirement, and idea. The more time you spend curating your research plan, the more precise your research execution efforts will be.

Account for every potential scenario, and be sure to address each and every aspect of the research.

Consider following this flow to develop a great research plan for your project:

Define your project’s purpose

Start by defining your project’s purpose. Identify what your project aims to accomplish and what you are researching. Remember to use clear language.

Thinking about the project’s purpose will help you set realistic goals and inform how you divide tasks and assign responsibilities. These individual tasks will be your stepping stones to reach your overarching goal.

Additionally, you’ll want to identify the specific problem, the usability metrics needed, and the intended solutions.

Know the following three things about your project’s purpose before you outline anything else:

What you’re doing

Why you’re doing it

What you expect from it

Identify individual objectives

With your overarching project objectives in place, you can identify any individual goals or steps needed to reach those objectives. Break them down into phases or steps. You can work backward from the project goal and identify every process required to facilitate it.

Be mindful to identify each unique task so that you can assign responsibilities to various team members. At this point in your research plan development, you’ll also want to assign priority to those smaller, more manageable steps and phases that require more immediate or dedicated attention.

Select research methods

Once you have outlined your goals, objectives, steps, and tasks, it’s time to drill down on selecting research methods . You’ll want to leverage specific research strategies and processes. When you know what methods will help you reach your goals, you and your teams will have direction to perform and execute your assigned tasks.

Research methods might include any of the following:

User interviews : this is a qualitative research method where researchers engage with participants in one-on-one or group conversations. The aim is to gather insights into their experiences, preferences, and opinions to uncover patterns, trends, and data.

Field studies : this approach allows for a contextual understanding of behaviors, interactions, and processes in real-world settings. It involves the researcher immersing themselves in the field, conducting observations, interviews, or experiments to gather in-depth insights.

Card sorting : participants categorize information by sorting content cards into groups based on their perceived similarities. You might use this process to gain insights into participants’ mental models and preferences when navigating or organizing information on websites, apps, or other systems.

Focus groups : use organized discussions among select groups of participants to provide relevant views and experiences about a particular topic.

Diary studies : ask participants to record their experiences, thoughts, and activities in a diary over a specified period. This method provides a deeper understanding of user experiences, uncovers patterns, and identifies areas for improvement.

Five-second testing: participants are shown a design, such as a web page or interface, for just five seconds. They then answer questions about their initial impressions and recall, allowing you to evaluate the design’s effectiveness.

Surveys : get feedback from participant groups with structured surveys. You can use online forms, telephone interviews, or paper questionnaires to reveal trends, patterns, and correlations.

Tree testing : tree testing involves researching web assets through the lens of findability and navigability. Participants are given a textual representation of the site’s hierarchy (the “tree”) and asked to locate specific information or complete tasks by selecting paths.

Usability testing : ask participants to interact with a product, website, or application to evaluate its ease of use. This method enables you to uncover areas for improvement in digital key feature functionality by observing participants using the product.

Live website testing: research and collect analytics that outlines the design, usability, and performance efficiencies of a website in real time.

There are no limits to the number of research methods you could use within your project. Just make sure your research methods help you determine the following:

What do you plan to do with the research findings?

What decisions will this research inform? How can your stakeholders leverage the research data and results?

Recruit participants and allocate tasks

Next, identify the participants needed to complete the research and the resources required to complete the tasks. Different people will be proficient at different tasks, and having a task allocation plan will allow everything to run smoothly.

Prepare a thorough project summary

Every well-designed research plan will feature a project summary. This official summary will guide your research alongside its communications or messaging. You’ll use the summary while recruiting participants and during stakeholder meetings. It can also be useful when conducting field studies.

Ensure this summary includes all the elements of your research project . Separate the steps into an easily explainable piece of text that includes the following:

An introduction: the message you’ll deliver to participants about the interview, pre-planned questioning, and testing tasks.

Interview questions: prepare questions you intend to ask participants as part of your research study, guiding the sessions from start to finish.

An exit message: draft messaging your teams will use to conclude testing or survey sessions. These should include the next steps and express gratitude for the participant’s time.

Create a realistic timeline

While your project might already have a deadline or a results timeline in place, you’ll need to consider the time needed to execute it effectively.

Realistically outline the time needed to properly execute each supporting phase of research and implementation. And, as you evaluate the necessary schedules, be sure to include additional time for achieving each milestone in case any changes or unexpected delays arise.

For this part of your research plan, you might find it helpful to create visuals to ensure your research team and stakeholders fully understand the information.

Determine how to present your results

A research plan must also describe how you intend to present your results. Depending on the nature of your project and its goals, you might dedicate one team member (the PI) or assume responsibility for communicating the findings yourself.

In this part of the research plan, you’ll articulate how you’ll share the results. Detail any materials you’ll use, such as:

Presentations and slides

A project report booklet

A project findings pamphlet

Documents with key takeaways and statistics

Graphic visuals to support your findings

• Format your research plan

As you create your research plan, you can enjoy a little creative freedom. A plan can assume many forms, so format it how you see fit. Determine the best layout based on your specific project, intended communications, and the preferences of your teams and stakeholders.

Find format inspiration among the following layouts:

Written outlines

Narrative storytelling

Visual mapping

Graphic timelines

Remember, the research plan format you choose will be subject to change and adaptation as your research and findings unfold. However, your final format should ideally outline questions, problems, opportunities, and expectations.

• Research plan example

Imagine you’ve been tasked with finding out how to get more customers to order takeout from an online food delivery platform. The goal is to improve satisfaction and retain existing customers. You set out to discover why more people aren’t ordering and what it is they do want to order or experience. 

You identify the need for a research project that helps you understand what drives customer loyalty . But before you jump in and start calling past customers, you need to develop a research plan—the roadmap that provides focus, clarity, and realistic details to the project.

Here’s an example outline of a research plan you might put together:

Project title

Project members involved in the research plan

Purpose of the project (provide a summary of the research plan’s intent)

Objective 1 (provide a short description for each objective)

Objective 2

Objective 3

Proposed timeline

Audience (detail the group you want to research, such as customers or non-customers)

Budget (how much you think it might cost to do the research)

Risk factors/contingencies (any potential risk factors that may impact the project’s success)

Remember, your research plan doesn’t have to reinvent the wheel—it just needs to fit your project’s unique needs and aims.

Customizing a research plan template

Some companies offer research plan templates to help get you started. However, it may make more sense to develop your own customized plan template. Be sure to include the core elements of a great research plan with your template layout, including the following:

Introductions to participants and stakeholders

Background problems and needs statement

Significance, ethics, and purpose

Research methods, questions, and designs

Preliminary beliefs and expectations

Implications and intended outcomes

Realistic timelines for each phase

Conclusion and presentations

How many pages should a research plan be?

Generally, a research plan can vary in length between 500 to 1,500 words. This is roughly three pages of content. More substantial projects will be 2,000 to 3,500 words, taking up four to seven pages of planning documents.

What is the difference between a research plan and a research proposal?

A research plan is a roadmap to success for research teams. A research proposal, on the other hand, is a dissertation aimed at convincing or earning the support of others. Both are relevant in creating a guide to follow to complete a project goal.

What are the seven steps to developing a research plan?

While each research project is different, it’s best to follow these seven general steps to create your research plan:

Defining the problem

Identifying goals

Choosing research methods

Recruiting participants

Preparing the brief or summary

Establishing task timelines

Defining how you will present the findings

Should you be using a customer insights hub?

Do you want to discover previous research faster?

Do you share your research findings with others?

Do you analyze research data?

Start for free today, add your research, and get to key insights faster

Editor’s picks

Last updated: 18 April 2023

Last updated: 27 February 2023

Last updated: 22 August 2024

Last updated: 5 February 2023

Last updated: 16 August 2024

Last updated: 9 March 2023

Last updated: 30 April 2024

Last updated: 12 December 2023

Last updated: 11 March 2024

Last updated: 4 July 2024

Last updated: 6 March 2024

Last updated: 5 March 2024

Last updated: 13 May 2024

Latest articles

Related topics, .css-je19u9{-webkit-align-items:flex-end;-webkit-box-align:flex-end;-ms-flex-align:flex-end;align-items:flex-end;display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-flex-direction:row;-ms-flex-direction:row;flex-direction:row;-webkit-box-flex-wrap:wrap;-webkit-flex-wrap:wrap;-ms-flex-wrap:wrap;flex-wrap:wrap;-webkit-box-pack:center;-ms-flex-pack:center;-webkit-justify-content:center;justify-content:center;row-gap:0;text-align:center;max-width:671px;}@media (max-width: 1079px){.css-je19u9{max-width:400px;}.css-je19u9>span{white-space:pre;}}@media (max-width: 799px){.css-je19u9{max-width:400px;}.css-je19u9>span{white-space:pre;}} decide what to .css-1kiodld{max-height:56px;display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-align-items:center;-webkit-box-align:center;-ms-flex-align:center;align-items:center;}@media (max-width: 1079px){.css-1kiodld{display:none;}} build next, decide what to build next, log in or sign up.

Get started for free

How to formulate a research strategy?

A research strategy refers to a step-by-step plan of action that gives direction to the researcher’s thought process. It enables a researcher to conduct the research systematically and on schedule. The main purpose is to introduce the principal components of the study such as the research topic, areas, major focus, research design and finally the research methods.

An appropriate strategy has to be selected on the basis of the following:

• Research questions.
• Research objectives.
• Amount of time available.
• Resources at the researcher’s disposal.
• Philosophical underpinnings of the researcher.

Types of research strategies

Research strategy helps a researcher choose the right data collection and analysis procedure. Thus, it is of utmost importance to choose the right strategy while conducting the research. The following section will focus on the different types of strategies that can be used.

• Qualitative: This strategy is generally used when to understand the underlying reasons or the opinion of the people on certain facts or a problem. It does not involve numerical data. It provides insights into the research problem and hence helps in achieving the research objectives. Various methods that can be used include interviews, observations, open-ended surveys and focus group discussions.
• Quantitative: It involves the collection of primary or secondary data which is in numerical form. Under this strategy, the researcher can collect the data by using questionnaires, polls and surveys or through secondary sources. This strategy mainly focuses on when, where, what and how often a specific phenomenon occurs.
• Descriptive: This is generally used when the researcher wants to describe a particular situation. This involves observing and describing the behaviour patterns of either an individual, community or any group. One thing that distinguishes it from other forms of research strategies is that subjects are observed in a completely unchanged environment. Under this approach surveys, observations and case studies are mainly used to collect the data and to understand the specific set of variables.
• Analytical: This involves the use of already available information. Here the researcher in an attempt to understand the complex problem set, studies and analyses the available data. It majorly concerns the cause-and-effect relationship. The scientifically based problem-solving approaches mainly use this strategy.
• Action: This strategy aims at finding solutions to an immediate problem. It is generally applied by an agency, company or by government in order to address a particular problem and find possible solutions to it. For example, finding which strategy could best work out to motivate physically challenged students.
• Basic: According to this strategy no generalizations are made in order to understand the subject in a better and more precise way. Thus, it involves investigation and the analysis of a phenomenon. Although their findings are not directly applicable in the real world, they work towards enhancing the knowledge base.  
• Critical: It works towards analyzing the claims regarding a particular society. For example, a researcher can focus on any conclusion or theory made regarding a particular society or culture and test it empirically through a survey or experiment.  
• Interpretive: this strategy is similar to the qualitative research strategy. However, rather than using hypothesis testing, interpretation is done through the sense-making process. In simple terms, this strategy uses human experience in order to understand the phenomena.
• Exploratory: It is mainly used to gain insights into the problem or regarding certain situations but does work towards providing the solution to the research problem. This research strategy is generally undertaken when there is very little or no earlier study on the research topic.
• Predictive: It deals with developing an understanding of the future of the research problem and has its foundation based on probability. This is generally very popular among companies and organizations.

Difference between the types of research strategy

How to write a research strategy

The main components of a research strategy include the research paradigm, research design, research method and sampling strategy. It should be in a form such that your research paradigm should guide your research design. Which in turn should lead to the appropriate selection of the research methods along with the correct sampling strategy. It is applicable to different kinds of research such as exploratory, explanatory and descriptive.

Step1: Defining the research paradigm

This involves a basic set of beliefs that guides the researcher regarding the way of performing the research. There are various types of research paradigms, including positivism, post-positivism or constructivism.

Step 2: Defining the research design

The research paradigm and the type of research mainly guide the choice of research design. For example, some researches that include experiments lean quantitative research design. On the other hand, exploratory research in social sciences often uses a qualitative research design. This must be done very carefully because the research design will eventually impact the choice of research method and sampling strategy.

Step 3: Defining research methods

This step helps the researcher to explain the potential methods that can be used for carrying out the research. The choice here also depends on the research paradigm and research design selected in the above steps. For example, if a researcher followed a constructivist paradigm using a qualitative research design, then the data collection method can be interviews, observation or focus group discussions.

Step 4: Defining the sampling strategy

This step involves specifying the population, sample size and sampling type for a study. In the population, the researcher defines the profile of respondents and justifies their suitability for the study. For defining the sample size , a specific formula can be applied.  Finally, there are many sampling types for a researcher to choose from.

Things to keep in mind while writing research strategies

As there exist different types of research strategies, for the researcher, order to embark according to the study needs he or must identify the three main questions in order to write an appropriate strategy.

Is it suitable for the research aim?

As shown in the figure above the first thing that needs to be kept in mind is that the strategy should be suitable with respect to the purpose of the study i.e. it should rather support the researcher in finding the answers to the research questions which are under the consideration.

For example, a case study may be considered the right choice when investigating the social relationship in some specific setting, while it might be probably inappropriate when it comes to measuring the attitude of a large population.

Feasibility as per available sources

The second point that needs to be considered, is that it should be feasible from the practical point of view. The researcher should formulate the strategy so that he or she had complete access to data sources. Also, some of the research strategies like action research which are generally highly time-consuming, thus the researcher must consider all these aspects while preparing the strategy.

Ethical considerations

Also, another point that needs to be considered, is that the researcher should ensure that the strategy chosen must be followed in a responsible way. For example, in social science research participants of the study should be allowed to remain anonymous.

• Priya Chetty
• Ashni walia

I am a management graduate with specialisation in Marketing and Finance. I have over 12 years' experience in research and analysis. This includes fundamental and applied research in the domains of management and social sciences. I am well versed with academic research principles. Over the years i have developed a mastery in different types of data analysis on different applications like SPSS, Amos, and NVIVO. My expertise lies in inferring the findings and creating actionable strategies based on them. 

Over the past decade I have also built a profile as a researcher on Project Guru's Knowledge Tank division. I have penned over 200 articles that have earned me 400+ citations so far. My Google Scholar profile can be accessed here . 

I now consult university faculty through Faculty Development Programs (FDPs) on the latest developments in the field of research. I also guide individual researchers on how they can commercialise their inventions or research findings. Other developments im actively involved in at Project Guru include strengthening the "Publish" division as a bridge between industry and academia by bringing together experienced research persons, learners, and practitioners to collaboratively work on a common goal. 

I am a master's in Economics from Amity university. Besides my keen interest in Economics i have been an active member of the team Enactus. Apart from the academics i love reading fictions. 

• Click to share on Twitter (Opens in new window)
• Click to share on Facebook (Opens in new window)
• Click to share on LinkedIn (Opens in new window)
• Click to share on WhatsApp (Opens in new window)
• Click to share on Telegram (Opens in new window)

Notify me of follow-up comments by email.

proofreading

How to Conduct a Strategic Research Project

The best way to reach the goals you set for your business is to implement corresponding strategies. While you can easily set ambitious objectives, working out the details of how to achieve them requires research into your business environment. A strategic research project aimed at exploring possible strategies and their chances for success is an effective approach. It can match your strengths and capabilities to the opportunities presented by your market to show you how best to proceed.

Find Reliable Sources of Information

Three factors that affect the success of possible strategies are the attitudes of your customers, the actions of your competitors and any regulatory or legal restrictions you may encounter. You can find out what customers think about your company, your products and your competitors by carrying out customer surveys and by asking your sales and service staff what customer feedback they have received. You can obtain information about other companies through their websites and their annual reports. Government publications and websites tell you whether there are regulations and legal constraints that apply to your area of activity. You can focus your strategic research on the direction you want to take, or you can gather general information to guide you in finding an effective strategy.

Advertisement

Article continues below this ad

More For You

How to increase company growth, what should an objective statement of a company describe, difference between qualitative & quantitative analysis for managerial decision making, how to analyze the effects of channel management, product diversification strategy, quantitative and qualitative data.

The information you obtain is both qualitative and quantitative, and you have to separate the two kinds of data to analyze them independently. For example, interviews with customers yield qualitative data based on what your customers are saying. You might find out that your customers think highly of your company, like one of your products, think another one is of poor quality and like the service of a competitor. You can use quantitative data to check whether your information is correct. For example, if the poor-quality product has high rates of return and high warranty claims, that's quantitative data that backs up the information from your interviews.

Explore Company Relationships

Implementing a new strategy sometimes involves other organizations with which you have relationships. You should talk with your bank, because your strategy might need additional financing. If your new strategy could lead to rapid expansion of a particular product line, explore whether your major suppliers can handle the extra business. Look at forming new partnerships with successful businesses in areas that complement your own. Evaluating existing business relationships and researching new opportunities may influence your strategic direction.

Use Goals to Guide Strategy

You can complete your project by evaluating how the research you have done supports company goals. Your research shows you what your company does well, where your business can improve and where in your business environment you should focus your strategic efforts. For example, if your customers don't like one of your products, a strategy to promote it makes no sense. Instead, you can implement a strategy to improve the product, replace it, or promote another, more popular product. Which of these strategies you choose depends on your company's goals. If you want to increase sales, you have to improve the product or promote another one. If your goal is to be known for high-quality products, you should drop the product or replace it.

• Corporate Research Project: How to Do Corporate Research
• Blackwell's: Business Research Strategies
• Texas A&M Transportation Institute: Innovative Finance - Strategic Research Project

Bert Markgraf is a freelance writer with a strong science and engineering background. He started writing technical papers while working as an engineer in the 1980s. More recently, after starting his own business in IT, he helped organize an online community for which he wrote and edited articles as managing editor, business and economics. He holds a Bachelor of Science degree from McGill University.

Writing a Research Strategy

This page is focused on providing practical tips and suggestions for preparing The Research Strategy, the primary component of an application's Research Plan along with the Specific Aims. The guidance on this page is primarily geared towards an R01-style application, however, much of it is useful for other grant types as well.

Developing the Research Strategy

The primary audience for your application is your peer review group. When writing your Research Strategy, your goal is to present a well-organized, visually appealing, and readable description of your proposed project and the rationale for pursuing it. Your writing should be streamlined and organized so your reviewers can readily grasp the information. If it's a key point, repeat it, then repeat it again. Add more emphasis by putting the text in bold , or bold italics . If writing is not your forte, get help. For more information, please visit  W riting For Reviewers .

How to Organize the Research Strategy Section

How to organize a Research Strategy is largely up to the applicant. Start by following the NIH application instructions and guidelines for formatting attachments such as the research plan section.

It is generally structured as follows:

Significance

For Preliminary Studies (for new applications) or a Progress Report (for renewal and revision applications).

• You can either include preliminary studies or progress report information as a subsection of Approach or integrate it into any or all of the three main sections.
• If you do the latter, be sure to mark the information clearly, for example, with a bold subhead.

 Helpful tips to consider when formatting:

• Organize using bold headers or an outline or numbering system—or both—that are used consistently throughout.
• Start each section with the appropriate header: Significance, Innovation, or Approach.
• Organize the Approach section around the Specific Aims.

For most applications, you need to address Rigor ous Study Design  by describing the experimental design and methods you propose and how they will achieve robust and unbiased results. See the NIH guidance for elaboration on the 4 major areas of rigor and transparency emphasized in grant review. These requirements apply to research grant, career development, fellowship, and training applications.

Tips for Drafting Sections of the Research Strategy

Although you will emphasize your project's significance throughout the application, the Significance section should give the most details. The farther removed your reviewers are from your field, the more information you'll need to provide on basic biology, importance of the area, research opportunities, and new findings. Reviewing the potentially relevant study section rosters may give you some ideas as to general reviewer expertise. You will also need to describe the prior and preliminary studies that provide a strong scientific rationale for pursuing the proposed studies, emphasizing the strengths and weaknesses in the rigor and transparency of these key studies.

This section gives you the chance to explain how your application is conceptually and/or technically innovative. Some examples as to how you might do this could include but not limited to:

• Demonstrate the proposed research is new and unique, e.g., explores new scientific avenues, has a novel hypothesis, will create new knowledge.
• Explain how the proposed work can refine, improve, or propose a new application of an existing concept or method.

If your proposal is paradigm-shifting or challenges commonly held beliefs, be sure that you include sufficient evidence in your preliminary data to convince reviewers, including strong rationale, data supporting the approach, and clear feasibility. Your job is to make the reviewers feel confident that the risk is worth taking.

For projects predominantly focused on innovation and outside-the-box research, investigators may wish to consider mechanisms other than R01s for example (e.g., exploratory/developmental research (R21) grants, NIH Director's Pioneer Award Program (DP1), and NIH Director's New Innovator Award Program (DP2).

The Approach section is where the experimental design is described. Expect your assigned reviewers to scrutinize your approach: they will want to know what you plan to do, how you plan to do it, and whether you can do it. NIH data show that of the peer review criteria, approach has the highest correlation with the overall impact score. Importantly, elements of rigorous study design should be addressed in this section, such as plans for minimization of bias (e.g. methods for blinding and treatment randomization) and consideration of relevant biological variables. Likewise, be sure to lay out a plan for alternative experiments and approaches in case you get uninterpretable or surprising results, and also consider limitations of the study and alternative interpretations. Point out any procedures, situations, or materials that may be hazardous to personnel and precautions to be exercised. A full discussion on the use of select agents should appear in the Select Agent Research attachment. Consider including a timeline demonstrating anticipated completion of the Aims. 

Here are some pointers to consider when organizing your Approach section:

• Enter a bold header for each Specific Aim.
• Under each aim, describe the experiments.
• If you get result X, you will follow pathway X; if you get result Y, you will follow pathway Y.
• Consider illustrating this with a flowchart.

Preliminary Studies

If submitting a new application to a NOFO that allows preliminary data, it is strongly encouraged to include preliminary studies. Preliminary studies demonstrate competency in the methods and interpretation. Well-designed and robust preliminary studies also serve to provide a strong scientific rationale for the proposed follow-up experiments. Reviewers also use preliminary studies together with the biosketches to assess the investigator review criterion, which reflects the competence of the research team. Provide alternative interpretations to your data to show reviewers you've thought through problems in-depth and are prepared to meet future challenges. As noted above, preliminary data can be put anywhere in the Research Strategy, but just make sure reviewers will be able to distinguish it from the proposed studies. Alternatively, it can be a separate section with its own header.

Progress Reports

If applying for a renewal or a revision (a competing supplement to an existing grant), include a progress report for reviewers.

Create a header so reviewers can easily find it and include the following information:

• Project period beginning and end dates.
• Summary of the importance and robustness of the completed findings in relation to the Specific Aims.
• Account of published and unpublished results, highlighting progress toward achieving your Specific Aims.

Other Helpful Tips

Referencing publications.

References show breadth of knowledge of the field and provide a scientific foundation for your application. If a critical work is omitted, reviewers may assume the applicant is not aware of it or deliberately ignoring it.

Throughout the application, reference all relevant publications for the concepts underlying your research and your methods. Remember the strengths and weaknesses in the rigor of the key studies you cite for justifying your proposal will need to be discussed in the Significance and/or Approach sections.

Read more about Bibliography and References Cited at Additional Application Elements .

Graphics can illustrate complex information in a small space and add visual interest to your application. Including schematics, tables, illustrations, graphs, and other types of graphics can enhance applications. Consider adding a timetable or flowchart to illustrate your experimental plan, including decision trees with alternative experimental pathways to help your reviewers understand your plans.

Video may enhance your application beyond what graphics alone can achieve. If you plan to send one or more videos, you'll need to meet certain requirements and include key information in your Research Strategy. State in your cover letter that a video will be included in your application (don't attach your files to the application). After you apply and get assignment information from the Commons, ask your assigned Scientific Review Officer (SRO) how your business official should send the files. Your video files are due at least one month before the peer review meeting.

However, you can't count on all reviewers being able to see or hear video, so you'll want to be strategic in how you incorporate it into your application by taking the following steps:

• Caption any narration in the video.
• Include key images from the video
• Write a description of the video, so the text would make sense even without the video.

Tracking for Your Budget

As you design your experiments, keep a running tab of the following essential data:

• Who. A list of people who will help (for the Key Personnel section later).
• What. A list of equipment and supplies for the experiments
• Time. Notes on how long each step takes. Timing directly affects the budget as well as how many Specific Aims can realistically be achieved.

Jotting this information down will help when Creating a Budget  and complete other sections later.

Review and Finalize Your Research Plan

Critically review the research plan through the lens of a reviewer to identify potential questions or weak spots.

Enlist others to review your application with a fresh eye. Include people who aren't familiar with the research to make sure the proposed work is clear to someone outside the field.

When finalizing the details of the Research Strategy, revisit and revise the Specific Aims as needed. Please see Writing Specific Aims . 

Want to contact NINDS staff? Please visit our Find Your NINDS Program Officer page to learn more about contacting Program Officer, Grants Management Specialists, Scientific Review Officers, and Health Program Specialists. Find NINDS Program Officer

Strategic Analysis

The process of conducting research on a company and its operating environment to formulate a strategy

What is Strategic Analysis?

Strategic analysis refers to the process of conducting research on a company and its operating environment to formulate a strategy. The definition of strategic analysis may differ from an academic or business perspective, but the process involves several common factors:

• Identifying and evaluating data relevant to the company’s strategy
• Defining the internal and external environments to be analyzed
• Using several analytic methods such as Porter’s five forces analysis, SWOT analysis , and value chain analysis

What is Strategy?

A strategy is a plan of actions taken by managers to achieve the company’s overall goal and other subsidiary goals. It often determines the success of a company. In strategy, a company is essentially asking itself, “Where do you want to play and how are you going to win?” The following guide gives a high-level overview of business strategy, its implementation, and the processes that lead to business success.

Vision, Mission, and Values

To develop a business strategy, a company needs a very well-defined understanding of what it is and what it represents. Strategists need to look at the following:

• Vision – What it wants to achieve in the future (5-10 years)
• Mission Statement – What business a company is in and how it rallies people
• Values – The fundamental beliefs of an organization reflecting its commitments and ethics

After gaining a deep understanding of the company’s vision, mission, and values, strategists can help the business undergo a strategic analysis. The purpose of a strategic analysis is to analyze an organization’s external and internal environment, assess current strategies, and generate and evaluate the most successful strategic alternatives.

Strategic Analysis Process

The following infographic demonstrates the strategic analysis process:

1. Perform an environmental analysis of current strategies

Starting from the beginning, a company needs to complete an environmental analysis of its current strategies. Internal environment considerations include issues such as operational inefficiencies, employee morale, and constraints from financial issues. External environment considerations include political trends, economic shifts, and changes in consumer tastes.

2. Determine the effectiveness of existing strategies

A key purpose of a strategic analysis is to determine the effectiveness of the current strategy amid the prevailing business environment. Strategists must ask themselves questions such as: Is our strategy failing or succeeding? Will we meet our stated goals? Does our strategy align with our vision, mission, and values?

3. Formulate plans

If the answer to the questions posed in the assessment stage is “No” or “Unsure,” we undergo a planning stage where the company proposes strategic alternatives. Strategists may propose ways to keep costs low and operations leaner. Potential strategic alternatives include changes in capital structure, changes in supply chain management, or any other alternative to a business process.

4. Recommend and implement the most viable strategy

Lastly, after assessing strategies and proposing alternatives, we reach a recommendation. After assessing all possible strategic alternatives, we choose to implement the most viable and quantitatively profitable strategy. After producing a recommendation, we iteratively repeat the entire process. Strategies must be implemented, assessed, and re-assessed. They must change because business environments are not static.

Levels of Strategy

Strategic plans involve three levels in terms of scope:

1. Corporate-level (Portfolio)

At the highest level, corporate strategy involves high-level strategic decisions that will help a company sustain a competitive advantage and remain profitable in the foreseeable future. Corporate-level decisions are all-encompassing of a company.

2. Business-level

At the median level of strategy are business-level decisions. The business-level strategy focuses on market position to help the company gain a competitive advantage in its own industry or other industries.

3. Functional-level

At the lowest level are functional-level decisions. They focus on activities within and between different functions, aimed at improving the efficiency of the overall business. These strategies are focused on particular functions and groups.

Related Readings

Thank you for reading CFI’s guide to Strategic Analysis. To keep learning and advancing your career, the following CFI resources will be helpful:

• Business Life Cycle
• Competitive Advantage
• Industry Analysis
• Types of Financial Analysis
• See all management & strategy resources
• Share this article

Create a free account to unlock this Template

Access and download collection of free Templates to help power your productivity and performance.

Already have an account? Log in

Supercharge your skills with Premium Templates

Take your learning and productivity to the next level with our Premium Templates.

Upgrading to a paid membership gives you access to our extensive collection of plug-and-play Templates designed to power your performance—as well as CFI's full course catalog and accredited Certification Programs.

Already have a Self-Study or Full-Immersion membership? Log in

Access Exclusive Templates

Gain unlimited access to more than 250 productivity Templates, CFI's full course catalog and accredited Certification Programs, hundreds of resources, expert reviews and support, the chance to work with real-world finance and research tools, and more.

Already have a Full-Immersion membership? Log in

Have a language expert improve your writing

Run a free plagiarism check in 10 minutes, automatically generate references for free.

• Knowledge Base
• Methodology

Research Design | Step-by-Step Guide with Examples

Published on 5 May 2022 by Shona McCombes . Revised on 20 March 2023.

A research design is a strategy for answering your research question  using empirical data. Creating a research design means making decisions about:

• Your overall aims and approach
• The type of research design you’ll use
• Your sampling methods or criteria for selecting subjects
• Your data collection methods
• The procedures you’ll follow to collect data
• Your data analysis methods

A well-planned research design helps ensure that your methods match your research aims and that you use the right kind of analysis for your data.

Table of contents

Step 1: consider your aims and approach, step 2: choose a type of research design, step 3: identify your population and sampling method, step 4: choose your data collection methods, step 5: plan your data collection procedures, step 6: decide on your data analysis strategies, frequently asked questions.

• Introduction

Before you can start designing your research, you should already have a clear idea of the research question you want to investigate.

There are many different ways you could go about answering this question. Your research design choices should be driven by your aims and priorities – start by thinking carefully about what you want to achieve.

The first choice you need to make is whether you’ll take a qualitative or quantitative approach.

Qualitative research designs tend to be more flexible and inductive , allowing you to adjust your approach based on what you find throughout the research process.

Quantitative research designs tend to be more fixed and deductive , with variables and hypotheses clearly defined in advance of data collection.

It’s also possible to use a mixed methods design that integrates aspects of both approaches. By combining qualitative and quantitative insights, you can gain a more complete picture of the problem you’re studying and strengthen the credibility of your conclusions.

Practical and ethical considerations when designing research

As well as scientific considerations, you need to think practically when designing your research. If your research involves people or animals, you also need to consider research ethics .

• How much time do you have to collect data and write up the research?
• Will you be able to gain access to the data you need (e.g., by travelling to a specific location or contacting specific people)?
• Do you have the necessary research skills (e.g., statistical analysis or interview techniques)?
• Will you need ethical approval ?

At each stage of the research design process, make sure that your choices are practically feasible.

Prevent plagiarism, run a free check.

Within both qualitative and quantitative approaches, there are several types of research design to choose from. Each type provides a framework for the overall shape of your research.

Types of quantitative research designs

Quantitative designs can be split into four main types. Experimental and   quasi-experimental designs allow you to test cause-and-effect relationships, while descriptive and correlational designs allow you to measure variables and describe relationships between them.

With descriptive and correlational designs, you can get a clear picture of characteristics, trends, and relationships as they exist in the real world. However, you can’t draw conclusions about cause and effect (because correlation doesn’t imply causation ).

Experiments are the strongest way to test cause-and-effect relationships without the risk of other variables influencing the results. However, their controlled conditions may not always reflect how things work in the real world. They’re often also more difficult and expensive to implement.

Types of qualitative research designs

Qualitative designs are less strictly defined. This approach is about gaining a rich, detailed understanding of a specific context or phenomenon, and you can often be more creative and flexible in designing your research.

The table below shows some common types of qualitative design. They often have similar approaches in terms of data collection, but focus on different aspects when analysing the data.

Your research design should clearly define who or what your research will focus on, and how you’ll go about choosing your participants or subjects.

In research, a population is the entire group that you want to draw conclusions about, while a sample is the smaller group of individuals you’ll actually collect data from.

Defining the population

A population can be made up of anything you want to study – plants, animals, organisations, texts, countries, etc. In the social sciences, it most often refers to a group of people.

For example, will you focus on people from a specific demographic, region, or background? Are you interested in people with a certain job or medical condition, or users of a particular product?

The more precisely you define your population, the easier it will be to gather a representative sample.

Sampling methods

Even with a narrowly defined population, it’s rarely possible to collect data from every individual. Instead, you’ll collect data from a sample.

To select a sample, there are two main approaches: probability sampling and non-probability sampling . The sampling method you use affects how confidently you can generalise your results to the population as a whole.

Probability sampling is the most statistically valid option, but it’s often difficult to achieve unless you’re dealing with a very small and accessible population.

For practical reasons, many studies use non-probability sampling, but it’s important to be aware of the limitations and carefully consider potential biases. You should always make an effort to gather a sample that’s as representative as possible of the population.

Case selection in qualitative research

In some types of qualitative designs, sampling may not be relevant.

For example, in an ethnography or a case study, your aim is to deeply understand a specific context, not to generalise to a population. Instead of sampling, you may simply aim to collect as much data as possible about the context you are studying.

In these types of design, you still have to carefully consider your choice of case or community. You should have a clear rationale for why this particular case is suitable for answering your research question.

For example, you might choose a case study that reveals an unusual or neglected aspect of your research problem, or you might choose several very similar or very different cases in order to compare them.

Data collection methods are ways of directly measuring variables and gathering information. They allow you to gain first-hand knowledge and original insights into your research problem.

You can choose just one data collection method, or use several methods in the same study.

Survey methods

Surveys allow you to collect data about opinions, behaviours, experiences, and characteristics by asking people directly. There are two main survey methods to choose from: questionnaires and interviews.

Observation methods

Observations allow you to collect data unobtrusively, observing characteristics, behaviours, or social interactions without relying on self-reporting.

Observations may be conducted in real time, taking notes as you observe, or you might make audiovisual recordings for later analysis. They can be qualitative or quantitative.

Other methods of data collection

There are many other ways you might collect data depending on your field and topic.

If you’re not sure which methods will work best for your research design, try reading some papers in your field to see what data collection methods they used.

Secondary data

If you don’t have the time or resources to collect data from the population you’re interested in, you can also choose to use secondary data that other researchers already collected – for example, datasets from government surveys or previous studies on your topic.

With this raw data, you can do your own analysis to answer new research questions that weren’t addressed by the original study.

Using secondary data can expand the scope of your research, as you may be able to access much larger and more varied samples than you could collect yourself.

However, it also means you don’t have any control over which variables to measure or how to measure them, so the conclusions you can draw may be limited.

As well as deciding on your methods, you need to plan exactly how you’ll use these methods to collect data that’s consistent, accurate, and unbiased.

Planning systematic procedures is especially important in quantitative research, where you need to precisely define your variables and ensure your measurements are reliable and valid.

Operationalisation

Some variables, like height or age, are easily measured. But often you’ll be dealing with more abstract concepts, like satisfaction, anxiety, or competence. Operationalisation means turning these fuzzy ideas into measurable indicators.

If you’re using observations , which events or actions will you count?

If you’re using surveys , which questions will you ask and what range of responses will be offered?

You may also choose to use or adapt existing materials designed to measure the concept you’re interested in – for example, questionnaires or inventories whose reliability and validity has already been established.

Reliability and validity

Reliability means your results can be consistently reproduced , while validity means that you’re actually measuring the concept you’re interested in.

For valid and reliable results, your measurement materials should be thoroughly researched and carefully designed. Plan your procedures to make sure you carry out the same steps in the same way for each participant.

If you’re developing a new questionnaire or other instrument to measure a specific concept, running a pilot study allows you to check its validity and reliability in advance.

Sampling procedures

As well as choosing an appropriate sampling method, you need a concrete plan for how you’ll actually contact and recruit your selected sample.

That means making decisions about things like:

• How many participants do you need for an adequate sample size?
• What inclusion and exclusion criteria will you use to identify eligible participants?
• How will you contact your sample – by mail, online, by phone, or in person?

If you’re using a probability sampling method, it’s important that everyone who is randomly selected actually participates in the study. How will you ensure a high response rate?

If you’re using a non-probability method, how will you avoid bias and ensure a representative sample?

Data management

It’s also important to create a data management plan for organising and storing your data.

Will you need to transcribe interviews or perform data entry for observations? You should anonymise and safeguard any sensitive data, and make sure it’s backed up regularly.

Keeping your data well organised will save time when it comes to analysing them. It can also help other researchers validate and add to your findings.

On their own, raw data can’t answer your research question. The last step of designing your research is planning how you’ll analyse the data.

Quantitative data analysis

In quantitative research, you’ll most likely use some form of statistical analysis . With statistics, you can summarise your sample data, make estimates, and test hypotheses.

Using descriptive statistics , you can summarise your sample data in terms of:

• The distribution of the data (e.g., the frequency of each score on a test)
• The central tendency of the data (e.g., the mean to describe the average score)
• The variability of the data (e.g., the standard deviation to describe how spread out the scores are)

The specific calculations you can do depend on the level of measurement of your variables.

Using inferential statistics , you can:

• Make estimates about the population based on your sample data.
• Test hypotheses about a relationship between variables.

Regression and correlation tests look for associations between two or more variables, while comparison tests (such as t tests and ANOVAs ) look for differences in the outcomes of different groups.

Your choice of statistical test depends on various aspects of your research design, including the types of variables you’re dealing with and the distribution of your data.

Qualitative data analysis

In qualitative research, your data will usually be very dense with information and ideas. Instead of summing it up in numbers, you’ll need to comb through the data in detail, interpret its meanings, identify patterns, and extract the parts that are most relevant to your research question.

Two of the most common approaches to doing this are thematic analysis and discourse analysis .

There are many other ways of analysing qualitative data depending on the aims of your research. To get a sense of potential approaches, try reading some qualitative research papers in your field.

A sample is a subset of individuals from a larger population. Sampling means selecting the group that you will actually collect data from in your research.

For example, if you are researching the opinions of students in your university, you could survey a sample of 100 students.

Statistical sampling allows you to test a hypothesis about the characteristics of a population. There are various sampling methods you can use to ensure that your sample is representative of the population as a whole.

Operationalisation means turning abstract conceptual ideas into measurable observations.

For example, the concept of social anxiety isn’t directly observable, but it can be operationally defined in terms of self-rating scores, behavioural avoidance of crowded places, or physical anxiety symptoms in social situations.

Before collecting data , it’s important to consider how you will operationalise the variables that you want to measure.

The research methods you use depend on the type of data you need to answer your research question .

• If you want to measure something or test a hypothesis , use quantitative methods . If you want to explore ideas, thoughts, and meanings, use qualitative methods .
• If you want to analyse a large amount of readily available data, use secondary data. If you want data specific to your purposes with control over how they are generated, collect primary data.
• If you want to establish cause-and-effect relationships between variables , use experimental methods. If you want to understand the characteristics of a research subject, use descriptive methods.

Cite this Scribbr article

If you want to cite this source, you can copy and paste the citation or click the ‘Cite this Scribbr article’ button to automatically add the citation to our free Reference Generator.

McCombes, S. (2023, March 20). Research Design | Step-by-Step Guide with Examples. Scribbr. Retrieved 3 September 2024, from https://www.scribbr.co.uk/research-methods/research-design/

Is this article helpful?

Shona McCombes

Research Strategies and Methods

• First Online: 22 July 2021

Cite this chapter

• Paul Johannesson 3 &
• Erik Perjons 3  

3129 Accesses

Researchers have since centuries used research methods to support the creation of reliable knowledge based on empirical evidence and logical arguments. This chapter offers an overview of established research strategies and methods with a focus on empirical research in the social sciences. We discuss research strategies, such as experiment, survey, case study, ethnography, grounded theory, action research, and phenomenology. Research methods for data collection are also described, including questionnaires, interviews, focus groups, observations, and documents. Qualitative and quantitative methods for data analysis are discussed. Finally, the use of research strategies and methods within design science is investigated.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Subscribe and save.

• Get 10 units per month
• Download Article/Chapter or eBook
• 1 Unit = 1 Article or 1 Chapter
• Cancel anytime
• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info
• Durable hardcover edition

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Bhattacherjee A (2012) Social science research: principles, methods, and practices, 2 edn. CreateSpace Independent Publishing Platform, Tampa, FL

Google Scholar  

Blake W (2012) Delphi complete works of William Blake, 2nd edn. Delphi Classics

Bradburn NM, Sudman S, Wansink B (2004) Asking questions: the definitive guide to questionnaire design – for market research, political polls, and social and health questionnaires, revised edition. Jossey-Bass, San Francisco

Bryman A (2016) Social research methods, 5th edn. Oxford University Press, Oxford

Charmaz K (2014) Constructing grounded theory, 2nd edn. SAGE Publications, Thousand Oaks, CA

Coghlan D (2019) Doing action research in your own organization, 5th edn. SAGE Publications, Thousand Oaks, CA

Creswell JW, Creswell JD (2017) Research design: qualitative, quantitative, and mixed methods approaches, 5th edn. SAGE Publications, Thousand Oaks, CA

MATH   Google Scholar  

Denscombe M (2017) The good research guide, 6th edn. Open University Press, London

Dey I (2003) Qualitative data analysis: a user friendly guide for social scientists. Routledge, London

Book   Google Scholar  

Fairclough N (2013) Critical discourse analysis: the critical study of language, 2 edn. Routledge, London

Field A, Hole GJ (2003) How to design and report experiments, 1st edn. Sage Publications, Thousand Oaks, CA

Fowler FJ (2013) Survey research methods, 5th edn. SAGE Publications, Thousand Oaks, CA

Glaser B, Strauss A (1999) The discovery of grounded theory: strategies for qualitative research. Routledge, London

Kemmis S, McTaggart R, Nixon R (2016) The action research planner: doing critical participatory action research, 1st edn. Springer, Berlin

Krippendorff K (2018) Content analysis: an introduction to its methodology, 4th edn. SAGE Publications, Thousand Oaks, CA

LeCompte MD, Schensul JJ (2010) Designing and conducting ethnographic research: an introduction, 2nd edn. AltaMira Press, Lanham, MD

McNiff J (2013) Action research: principles and practice, 3rd edn. Routledge, London

Oates BJ (2006) Researching information systems and computing. SAGE Publications, Thousand Oaks, CA

Peterson RA (2000) Constructing effective questionnaires. Sage Publications, Thousand Oaks

Prior L (2008) Repositioning documents in social research. Sociology 42(5):821–836

Article   Google Scholar  

Seidman I (2019) Interviewing as qualitative research: a guide for researchers in education and the social sciences, 5th edn. Teachers College Press, New York

Silverman D (2018) Doing qualitative research, 5th edn. SAGE Publications, Thousand Oaks, CA

Stephens L (2004) Advanced statistics demystified, 1st edn. McGraw-Hill Professional, New York

Urdan TC (2016) Statistics in plain English, 4th ed. Routledge, London

Yin RK (2017) Case study research and applications: design and methods, 6th edn. SAGE Publications, Thousand Oaks, CA

Download references

Author information

Authors and affiliations.

Stockholm University, Kista, Sweden

Paul Johannesson & Erik Perjons

You can also search for this author in PubMed   Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2021 Springer Nature Switzerland AG

About this chapter

Johannesson, P., Perjons, E. (2021). Research Strategies and Methods. In: An Introduction to Design Science. Springer, Cham. https://doi.org/10.1007/978-3-030-78132-3_3

Download citation

DOI : https://doi.org/10.1007/978-3-030-78132-3_3

Published : 22 July 2021

Publisher Name : Springer, Cham

Print ISBN : 978-3-030-78131-6

Online ISBN : 978-3-030-78132-3

eBook Packages : Computer Science Computer Science (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Main navigation

• Meet the Vice-President
• Meet the Executive Team
• Research Advisory Council
• Office of the Vice-President
• Office of Sponsored Research
• Innovation + Partnerships
• Ethics and Compliance
• Research Security and Compliance
• Research Integrity Office
• Mission and Vision

Strategic Research Plan

• Annual Report
• Research Administration Network (RAN)
• McGill Affiliated Hospitals
• Research Units
• McGill Research Chairs
• Research Funding
• Funding Opportunities Database
• Applications and Proposals
• Forms and Resources
• Research Funding Checklist
• Award Management and Reporting
• Contracts and Agreements
• Policies, Regulations, and Guidelines
• Research Involving Animals
• Standard Operating Procedures (Animals)
• Research Involving Humans (REB)
• Regulations and Safety
• Technology Transfer
• Working with Industry
• Protecting and Commercializing IP
• Equity, Diversity and Integrity
• Research Security
• Digital Research Services
• Prizes and Awards
• Special Features
• Workshops and Events

For close to two centuries, McGill University has attracted some of the world’s brightest researchers and young minds. Today, McGill remains dedicated to the transformative power of ideas and research excellence as judged by the highest international standards. The Strategic Research Plan (SRP) expresses McGill’s commitments to fostering creativity; promoting innovation; problem-solving through collaboration and partnership; promoting equity, diversity and inclusion; and serving society through seven identified Thematic Areas of Research Excellence.

Research Excellence Themes

The seven  Research Excellence Themes group McGill researchers into broad areas of strategic importance. Together the themes will be used as a roadmap for setting institutional-level objectives and supporting both disciplinary and interdisciplinary research. Our classification is designed to help generate and reinforce novel linkages that address issues of local, regional, and global importance.

The Research Excellence Themes are, by necessity, broad ways of grouping areas of strength and strategic importance and so our researchers have written a few emblematic examples of research areas that fit within the themes. These examples are by no means exhaustive - they are intended to allow the reader insight into some of McGill's varied research endeavours within the themes.  Click on the images or text below to explore the seven Research Excellence Themes. 

1.  Develop knowledge of the foundations, applications, and impacts of technology in the Digital Age

The Unique Character of McGill

McGill's researchers are known around the world for their discoveries and innovations. Learn more about McGill's vision, commitments, and objectives for sustained research excellence in the Strategic Research Plan (SRP) . McGill is a large, diverse institution with research activities spanning two campuses, 10 Faculties, multiple hospitals, research centres and institutes. It is home to more than 1,700 tenured or tenure-track faculty members. Defining Research Excellence Themes that cut across these entities is a difficult but necessary challenge to promote areas of collaboration with partners, attract people and resources, and envision a research future emerging from existing strengths. To that end, we have identified seven Research Excellence Themes. 

The SRP lays the groundwork for McGill to reach into the future by enhancing its research capabilities, building and strengthening its strategic relationships, and growing its societal impact through knowledge mobilization beyond academia. The SRP also aims to promote exciting and creative responses to new challenges and opportunities as the research landscape and the social, cultural, economic, and technological realities of our world change. 

Image: In the lab of Professor Tomislav Friščić (Normand Blouin)

Our vision, goals and culture

McGill is a world-class research-intensive, student-centred university with an enduring sense of public purpose. We are guided by our mission to carry out research and scholarly activities that are judged to be excellent by the highest international standards. Our researchers ask important questions and contribute within and across disciplines to address the most pressing and complex challenges facing humanity and the natural environment in the 21st century.

Fundamental to realizing this vision is the expansion of a culture that nurtures and facilitates research excellence, enabling faculty and student researchers to explore rich intellectual pursuits, respond to new global realities and co-create knowledge with partners that will have impacts at local, national, and global scales.

This Strategic Research Plan (SRP) expresses McGill’s core commitments to research, identifies ongoing Research Excellence Themes, and outlines our implementation strategy and objectives over the next five years.

Image: The McGill Space Institute (Olivier Blouin)

Achieving Our Goals

McGill has a strong history of achievement, consistently ranking as one of the top universities in the world across a wide range of disciplines and subject areas. We are renowned for attracting some of the brightest researchers and young thinkers, who contribute immensely to the advancement of knowledge.

This SRP reaffirms our dedication to the transformative power of ideas and research excellence. To these ends, we commit to:

• Fostering creativity
• Promoting innovation
• Problem solving through collaboration and partnership
• Promoting equity, diversity and inclusion
• Serving society

This document goes on to describe the scope and reach of McGill’s research enterprise through each of seven Research Excellence Themes. The Research Excellence Themes describe ongoing research but they are also forward looking and imbued with aspirational goals, for example, of advancing technology to improve the human condition, reducing disease burden and building sustainable societies. Under each of the Research Excellence Themes the reader will find examples, provided by our research community, that are intended to bring the Research Themes to life. The final section identifies strategic objectives designed to enhance McGill’s ability to provide distinctive contributions to research, teaching and training, and community engagement, both locally and beyond. These objectives build on the University’s ongoing and continued efforts to streamline administrative procedures, increase opportunities for interdisciplinary collaboration, and explore new organizational models for strategic research teams.

Overall, the SRP aims to extend the global impact of our research activities, encourage new and stronger partnerships, deliver quality research experiences for trainees, and help McGill tap into the worldwide pool of knowledge while contributing to its advancement.

Founded in 1821, McGill is a research-intensive university with a history of producing important contributions to the arts and humanities, science and technology, and health. The University both belongs to the world and is firmly rooted in Montreal – a global destination for scholarship and a city where different languages, cultures, and perspectives not only co-exist, but come together to create a unique community that is stronger because of its diverse parts.

McGill University is located on land, which has long served as a site of meeting and exchange among Indigenous peoples, including the Haudenosaunee and Anishinaabeg nations. McGill honours, recognizes, and respects these nations as the traditional stewards of the lands and waters on which we stand today.

McGill benefits immensely from its place at the centre of a vibrant hub of intellectual, cultural, and scientific activity. In addition to Montreal’s many academic institutions, major government laboratories and research-intensive industry are situated in the city. These organizations anchor research clusters in life sciences, sustainable resource utilization, aeronautics, and artificial intelligence.

The intellectual and cultural vitality of Montreal contributes to McGill’s ability to attract the very best faculty members and students from Quebec, Canada, and around the world. It is telling that McGill consistently recruits undergraduates with the highest entering grades in the country and has the largest percentage of international students among Canada’s top research-intensive universities. McGill nurtures this talent by placing a special emphasis on the nexus between research and education, recognizing that top students at all levels are inspired by novel ideas and practices and are the leaders of the future. McGill has a comparatively high ratio of graduate to undergraduate students, a metric fitting of a research-intensive university that prioritizes the training of the next generation of researchers. It simply cannot be overstated that graduate students and postdoctoral researchers are fundamental to the University’s research enterprise and that their support and training are vital to the University’s research mandate.

Purpose of the SRP

The SRP informs the University’s strategic distribution of Canada Research Chairs (CRC), applications to Canada Excellence Research Chairs (CERC), and Canada Foundation for Innovation investments. It is also a reference for promoting our world-class researchers and students to our public and private supporters. For a summary of McGill’s current CRC allocation and projections, see Appendix 1.

The spirit of the document aligns with the President’s Priorities, the Strategic Academic Plan 2017-2022, the Final Report of the Provost’s Task Force on Indigenous Studies and Indigenous Education 2017, the University’s Vision 2020 Climate and Sustainability Action Plan 2017-2020, as well as strategic research priorities from our Faculties and affiliated hospitals. Finally, implementation strategies included here rely on institutional commitments to increase efficiency and connectivity across a broad spectrum of University endeavours.

The SRP provides McGill Faculties, departments, centres, institutes, and individual researchers with the freedom and flexibility necessary to pursue their specific goals in the context of the University’s strategic vision.

Core Commitments

The following five core commitments illustrate McGill’s dedication to the pursuit of research excellence. We believe that fundamental research extends the boundaries of knowledge so that it can inform problem-focused research and equip us to respond to new challenges as they emerge. There is no single metric that effectively measures the success of research and its impact on society. We recognize that all forms of research outputs advance knowledge and affect society, either directly or indirectly, and contribute to social, economic, environmental, or cultural benefits.

Image: The McGill Nanotools Microfac (NMN) facility (Olivier Blouin)

• Fostering Creativity 

Promoting Innovation

Problem solving through collaboration and partnership, promoting equity, diversity, and inclusion.

• Serving Society

Fostering Creativity

Universities are grounded in a long history of reflection and inquiry in all aspects of the arts and humanities, science and technology, and health. Wherever research may ultimately lead, all advances begin with creative ideas. McGill has been an active participant in this tradition for almost two centuries, and we strongly believe that universities must continue to be spaces where leading minds are free to pursue discovery and create new knowledge.

Increasing the emphasis on innovation in all its forms – social, pedagogical, and organizational as well as through the development of new products and processes – allows us to play a leading role in a knowledge-based society. We invent and we increase the impact of research by translating the results into social and commercial applications. This translation can take many forms - communicating research discoveries to decision-makers, transferring knowledge and know-how, protecting ideas and inventions, licensing discoveries, and creating new spin-off companies or non-profit organizations.

McGill is dedicated to facilitating mutually-rewarding research partnerships across academic fields, both on our campuses and with external partners. Our researchers collaborate with community organizations, citizens’ associations, as well as with government and industry partners. Partnerships and team approaches often require extra organizational effort and special institutional support. These efforts are necessary to deliver benefits of partnerships which may include enriched research endeavours and outputs as well as new opportunities for applied learning experiences for students. Bringing together leaders – regardless of discipline, background, or affiliation – can generate new ideas and approaches. At home and abroad, our faculty and students build bridges with colleagues from other leading research institutions, governments, private industry, and community-based organizations.

Research excellence and equity go hand in hand. The underrepresentation of voices among our researchers and students is an unacceptable loss of human potential that we are striving to overcome. True and full inquiry into all aspects of the arts and humanities, science and technology, and health happens when the visions, experiences, knowledge, traditions, and epistemologies of multiple peoples are embraced.

Serving Society 

McGill researchers apply their ingenuity and creativity in service to society. Drawing on the strengths and expertise of different stakeholders, they co-create and apply evidence-based research to address shared challenges; guide and develop policies, practices and products; provide innovative learning environments and professional experiences for students at all levels; improve professional practices; and seek out and support initiatives that result in tangible improvements for individuals and communities.

Strengthen the Innovation and partnership agenda

Steward research trajectories toward collaborative, large-scale initiatives and international partnerships

Promote and draw on diversity in all aspects of research

Lead in open science and Data management

Department and University Information

Research and innovation.

Strategic Plans for Long-Term Growth: Examples and Strategies

Small to midsize businesses (SMBs) make up the vast majority of businesses in the US, according to the US Chamber of Commerce, and they are widely considered to be engines of innovation in the overall economy. But for many founders of these organizations, creating and maintaining strategic plans to keep those ships sailing smoothly five, ten, or even twenty years into the future can be immensely difficult. Don’t worry, though: We’ve got you covered. In this article, we’ll guide you through strategic planning examples and approaches for small to midsize companies in all types of industries. With a little foresight, you can ensure the strategic planning process is an effective means of building a company you’ll love forever .

If you want to:

• Move your organization in the direction you intend for long-term success.
• Implement your plan smoothly for greater growth.
• Use a better platform for developing a truly effective strategic plan.

… then you’ll love this guide. Let’s get started.

What’s Covered in This Guide

Click on each to jump to that section.

What Is Strategic Planning?

How many types of business plans are there, what is the goal of strategic planning.

• How Do I Become a Strategic Leader?

4 Examples of Strategic Planning Strategies

The strategic planning process in 11 steps, what does strategic planning involve, how to implement your strategic plan, examples of strategic plans, get your strategic planning done on ninety.

Strategic planning is the process you use to:

• Establish and document a clear direction for your organization.
• Identify business goals and set priorities that create growth for your company.
• Formulate a long-term plan of action designed to achieve these objectives.
• Determine an internal system tracking and evaluating performance.

When organizations want to, they use a strategic plan to:

• Strengthen their operation.
• Focus on collective energy and resources.
• Enable leaders, teams, and other stakeholders to work toward common goals.
• Make agreements around desired results.
• Refresh direction and prevail over a changing or challenging environment.

Thinking strategically helps companies take the right action for more success and better outcomes. Some even call it an art.

Strategic plans are one of three essential business plans used to pursue important objectives for your company. When tackling challenges and determining action plans, you can think strategically, tactically, or operationally. These three thought processes often work in concert to help you create a framework that achieves your desired objectives.

• Strategic plans are designed for multilevel involvement throughout the entire organization. Leaders will look ahead to where they want to be in three, five, and ten years and develop a mission.
• Tactical plans support strategic plans. They outline the specific responsibilities and functionalities at the department level so team members know how to do their part to make the strategic plan successful.
• Operational plans focus on the highly detailed procedures, processes , and routine tasks that frontline team members must accomplish to achieve desired outcomes.

The goal of your strategic plan is to determine:

• Where your company stands in relation to the current business environment. Understand how your business operates, how you create value , and how you differentiate from your competitors.
• Where you want to take the business based on Focus Filters such as your company’s Vision, culture, Core Values, and goals . Envision how you see the company 5–10 years from now.
• What you need to do to get there. You come away from your planning sessions with a road map that helps deliver on your strategic objectives. Determine better ways to enable and implement change, schedule deadlines, and structure goals so they’re achievable .

The main purpose of your strategic plan is to create clearly defined goals for achieving the growth and success your organization needs. These goals are connected to your organization’s Vision .

How Do I Become a Strategic Leader? 

Strategic leadership, also known as strategy execution, is how you create, implement, and sustain your strategic plan so your organization moves in the direction you intend for long-term success. This usually involves establishing ongoing practices and benchmarks, allocating resources, and providing leadership that supports your Vision.

Strategic leadership can employ two different approaches:

• A prescriptive approach is analytical and focuses on how strategies are created to account for risks and opportunities.
• A descriptive approach is principle-driven and focuses on how strategies are implemented to account for risks and opportunities.

Most people agree that a strategic plan is only as good as the company’s ability to research, create, implement, evaluate, and adjust when needed. The benefits can be great when:

• Your entire organization supports the plan.
• Your business is set up to succeed.
• Your team members are more likely to stay on track without being distracted or derailed.
• You make better decisions based on metrics that facilitate course correction.
• Everyone in your company is involved and invested in better outcomes.
• Departments and teams are aligned across your company.
• People are committed to learning, leading, and coaching .
• Productivity increases, and performance improves.
• Creativity is encouraged and rewarded.

What are the four main points of strategic planning? You engage in strategic thinking so you can create effective company goals that are:

1. Purpose-driven

Align your strategic plan with the Vision as you understand it.

2. Actionable

Actionable strategic goals are worth spending your time and resources on to reach organizational objectives.

3. Measurable

It’s critical for you to track your strategy's progress and success, enabling your teams to take action and meet the goals more effectively.

4. Focused Long-term

A long-term focus distinguishes a strategic plan from operational goals, which involve daily activities and milestones required for success. When planning strategically, you’re looking ahead to the company’s future.

A strategic plan isn’t written in a day: Critical thinking evolves over several months. Those involved in the strategic planning are usually a Senior Leadership Team and team members from your company and possibly other stakeholders.

When should strategic planning be done?

You should plan strategically for startups and newer organizations from the start. But even if your company is a more established small or midsize business, it’s not too late to start working on strategy.

Flexible timing that’s tailored to the needs of your organization is smart. Although the frequency of strategy sessions is up to you, many leaders use these milestones as a guide:

• When the economy, your market, and industry trends change, or a global event occurs (like the onset of a pandemic)
• Following a change in senior leadership
• Before a product launch or when a new division is added to your business
• After your company merges with another organization
• During a convenient time frame such as a quarterly and annual review

Many organizations opt to schedule regular strategic reviews either quarterly or annually. Especially when crafting a plan, your strategic planning team should meet regularly. They will often follow predetermined steps in the development of your long-term plan.

What are the 11 steps of strategic planning?

1. identify your company’s strategic position in the marketplace..

Gather market data and research information from both internal and external sources. You may want to conduct a comprehensive SWOT analysis . Your strengths and weaknesses are directly related to your current competitive advantage within your industry. They're what you use to balance challenges to your success. They also influence the likelihood of increased market share in the future.

2. Define your unique Vision.

What would success look like for you in three years? Five years? Ten years? Articulate that in your Vision. Formulating purpose-driven strategic goals articulates why your company does what it does. Your organizational values inform your Vision and connect them to specific objectives.

3. Determine your company’s value.

Many companies use financial forecasting for this purpose. A forecast can assign anticipated measurable results, return on investment, or profits and cost of investment.

4. Set your organizational direction.

Defining the impact you want to have and the time frame for achieving it helps focus a too-broad or over-ambitious first draft. This way, your plan will have objectives that will have the most impact. 

5. Create specific strategic objectives.

Your strategic objectives identify the conditions for your success. For instance, they may cover:

• Value: Increasing revenue and shareholder value, budgeting cost, allocating resources aligned with the strategic plan, forecasting profitability, and ensuring financial stability. 
• Customer Experience: Identifying target audiences, solution-based products and services, value for the cost, better service, and increased market share.
• Operational Efficiency: Streamlining internal processes, investing in research and development, total quality and performance priorities, reducing cost, and improving workplace safety.
• Learning and Growth: Training leaders and teams to address change and sustain growth, improving employee productivity and retention, and building high-performing teams.

6. Set specific strategic initiatives.

Strategic initiatives are your company's actions to reach your strategic objectives, such as raising brand awareness, a commitment to product development, purpose-driven employee training, and more.

7. Develop cascading goals.

Cascading goals are like cascading messages : They filter your strategy throughout the company from top to bottom. The highest-level goals align with both mid-level goals and the individual goals team members must accomplish to achieve overall outcomes. This helps everyone see how their performance will influence overall success, which improves engagement and productivity.

8. Create alignment across the entire company.

The success of your strategy is directly impacted by your commitment to inform and engage your entire workforce in strategy implementation. This involves ensuring everyone is connected and working together to achieve your goals. Overall decision-making becomes easier and more aligned.

9. Consider strategy mapping.

A strategy map is an easy-to-understand diagram, graphic, or illustration that shows the logical, cause-and-effect relationship among various strategic objectives. They are used to quickly communicate how your organization creates value. It will help you communicate the details of your strategic plan better to people by tapping into their visual learning abilities.

10. Use metrics to measure performance.

When your strategy informs the creation of SMART organizational goals , benchmarks can be established and metrics can be assigned to evaluate performance within specific time frames. Key performance indicators align performance and productivity with long-term strategic objectives. 

11. Evaluate the performance of your plan regularly.

You write a strategic plan to improve your company’s overall performance. Evaluating your progress at regular intervals will tell you whether you’re on your way to achieving your objectives or whether your plan needs an adjustment.

Effective strategic planning involves creating a company culture of good communication and accountability. It involves creating and embracing the opportunity for positive change.

Consider these statistics:

• In many companies, only 42% of leaders and 27% of employees have access to a strategic plan.
• Even if they have access, 95% of employees do not understand their organization's strategy.
• 5.2% of a strategy’s potential is lost to poor communication.
• What leaders care about makes up at least 80% of the content of their communications. But those messages do not tap into around 80% of their employees’ primary motivators for putting extra energy into a change program.
• 28% of leaders say one of the main reasons strategic initiatives succeed is the ability to attract skilled personnel; 25% say it’s good communication; 25% say it’s the ability to manage organizational change.

Here’s what you can do to embrace a culture of good communication and accountability:

Make your strategic plan visible. Talk about what's working and what isn't. People want to know where and how they fit into the organization and why their contribution is valuable — even if they don't understand every element of the plan.

Build accountability. If you've agreed on a plan with clear objectives and priorities, your leaders have to take responsibility for what's in it. They must own the objectives and activities in your plan.

Create an environment for change. It’s much more difficult to implement a strategy if you think there will be no support or collaboration from your team members. Addressing their concerns will help build a culture that understands how to champion change.

• 98% of leaders think strategy implementation takes more time than strategy formulation.
• 61% of leaders acknowledge that their organizations often struggle to bridge the gap between strategy formulation and its day-to-day implementation.
• 45% of leaders say ensuring team members take different actions or demonstrate different behaviors is the toughest implementation challenge; 37% of leaders say it’s gaining support across the whole organization.
• 39% of leaders say one of the main reasons strategic plans succeed is skilled implementation.

The reality for so many is that it’s harder to implement a strategic plan than to craft one. Great strategic ideas and a clear direction are key to success, no matter what. But so is:

• Turning strategic ideas into an easy-to-implement framework that enables meaningful managing, tracking, and adapting
• Getting everyone in the organization on the same strategic page, from creation to execution

When your plan is structured to support implementation, you're more likely to get it done.

What are examples of good strategic planning? If you prefer a more traditional approach, there's lots of templates out there to help you create a plan document with pen and paper whether you're a for-profit or nonprofit entity .

But Ninety has a better way.

The Vision planner is essentially a strategic planning template on Ninety’s cloud-based platform that allows you to:

• Set goals, establish how you will meet them, and share them with those who need to know.
• Gain visibility around your company's Core Values .
• Create Core Values, a niche, and long-term goals that are accessible to everyone in your company.
• Create a Vision that lets you know what needs to happen now.
• Easily update and track changes.
• Bring alignment to your entire organization.

And you can do all this with only two digitized pages.

In your Vision tool inside Ninety, you can easily access all the things that make strategic plans effective by either using our default categories or making custom ones that meet your company’s specific needs. While you can include information about your Vision, goals, SWOT analysis, and key performance indicators from the start, here are some examples of custom options you could add to help more effectively implement your strategic plan: 

• Executive Summary
• Elevator Pitch
• Compelling Why
• Industry Analysis
• Marketing Strategy
• Operations Plan
• Financial Projections

Your Vision and goals are also completely integrated with all other features on Ninety, such as Scorecards, Rocks, To-Dos, Issues, Org Chart , Meetings, 1-on-1s, and more:

• Create a clear game plan for each team.
• Determine one- and three-year goals.
• Reference past versions in a Vision archive.
• Share your Vision with all teams, or keep it private if it's still in progress.

Now that you’ve learned how to grow your company using strategic planning, it’s time to put your knowledge into practice:

Build your strategic plan on Ninety now .

You might also like:

Is Team Health at the Forefront in Your Annual Planning Meeting?

Leadership • 7 Minute Read

Explore 7 Business Strategy Types for Sustainable Growth

Productivity • 17 Minute Read

SMARTen Up Rocks, Part 2

Goals • 4 Minute Read

Research Strategic Plan

In 2019, the Department of Medicine invested considerable effort and resources to devising a strategic plan that will provide a roadmap for our research mission today and into the future.

This work was guided by a Research Planning Committee that convened throughout the first half of 2019, reviewing the current state of research in the Department, generating recommendations for strengthening our research efforts, and developing the following plan. Many of our faculty and research administrators participated and contributed ideas as part of this process—through interviews, a survey, and robust discussions at the 2019 Research Retreat.

The result of this combined effort is the clear, direct, ambitious, and ultimately achievable research strategic plan that follows.

We identified five strategies for achieving our vision.

We will foster the success of our current faculty by enhancing our faculty development, mentoring, and funding programs while also strengthening the pipeline of the next generation of outstanding investigators in Medicine.

Lead: Andrew Alspaugh, MD

Initiatives:

• Strengthen faculty career development programs (Xunrong Luo, Matthew Crowley)
• Build a diverse and inclusive Department of Medicine (Laura Svetkey, Julius Wilder)
• Foster a culture of outstanding mentorship in the Department (Alspaugh, Cathleen Colon-Emeric)
• Expand physician-scientist recruitment and programmatic support (Rodger Liddle, Matt Hirschey)
• Launch a Department partnership hires program (Xunrong Luo, Chris Holley)
• Expand cadre of independent PhD investigators (Scott Palmer, Amy Porter-Tacoronte)

We will enhance our partnerships with other departments, centers, institutes, schools, and programs across Duke University.

Lead:  David Simel, MD, vice chair for veterans affairs

• Duke Clinical Research Institute
• Duke Cancer Institute
• Durham VA Medical Center
• Duke Molecular Physiology Institute
• Pratt School of Engineering and MEDx
• Duke Human Vaccine Institute
• Duke Global Health Institute
• Center for Applied Genomics and Precision Medicine

We will solidify a leadership position in data science by leveraging the clinical disease expertise of our faculty; building our data assets; and improving our data collection, storage and analytics resources.

Lead: Chetan Patel, MD, vice chair for clinical affairs

• Cultivate DOM data assets into open science platform
• Augment biostatistics & bioinformatics resources
• Create new leadership role for data science
• Implement learning health units
• Continue implementation of Science Culture and Accountability Plan

We will foster a community and culture of rich scientific investigation by making research easier while achieving the highest levels of research integrity.

Lead: Erica Malkasian

• Provide outstanding grants and administrative support to investigators
• Position Duke as a leader in site-based research
• Develop next-generation biorepository capabilities
• Catalyze innovation and entrepreneurship
• Expand international research efforts

We will invest in emerging research content and method areas that leverage our strengths and address important unmet patient-centered medical needs.

Lead: Heather Whitson, MD

Cross-cutting themes:

• Immunology, inflammation & fibrosis
• Aging, resilience & pain
• Energy, obesity & metabolic disease
• Precision medicine
• Population health & disparities research

To learn more about our research strategies and initiatives, contact

• Scott Palmer, MD, MHS, Vice Chair for Research
• Saini Pillai, MBA, Senior Program Coordinator, Research

• Product overview
• All features
• Latest feature release
• App integrations

CAPABILITIES

• project icon Project management
• Project views
• Custom fields
• Status updates
• goal icon Goals and reporting
• Reporting dashboards
• asana-intelligence icon Asana AI
• workflow icon Workflows and automation
• portfolio icon Resource management
• Capacity planning
• Time tracking
• my-task icon Admin and security
• Admin console
• Permissions
• list icon Personal
• premium icon Starter
• briefcase icon Advanced
• Goal management
• Organizational planning
• Project intake
• Resource planning
• Product launches
• View all uses arrow-right icon

Featured Reads

• Work management resources Discover best practices, watch webinars, get insights
• Customer stories See how the world's best organizations drive work innovation with Asana
• Help Center Get lots of tips, tricks, and advice to get the most from Asana
• Asana Academy Sign up for interactive courses and webinars to learn Asana
• Developers Learn more about building apps on the Asana platform
• Community programs Connect with and learn from Asana customers around the world
• Events Find out about upcoming events near you
• Partners Learn more about our partner programs
• Asana for nonprofits Get more information on our nonprofit discount program, and apply.
• Project plans
• Team goals & objectives
• Team continuity
• Meeting agenda
• View all templates arrow-right icon
• Business strategy |
• 7 strategic planning models, plus 8 fra ...

7 strategic planning models, plus 8 frameworks to help you get started

Strategic planning is vital in defining where your business is going in the next three to five years. With the right strategic planning models and frameworks, you can uncover opportunities, identify risks, and create a strategic plan to fuel your organization’s success. We list the most popular models and frameworks and explain how you can combine them to create a strategic plan that fits your business.

A strategic plan is a great tool to help you hit your business goals . But sometimes, this tool needs to be updated to reflect new business priorities or changing market conditions. If you decide to use a model that already exists, you can benefit from a roadmap that’s already created. The model you choose can improve your knowledge of what works best in your organization, uncover unknown strengths and weaknesses, or help you find out how you can outpace your competitors.

In this article, we cover the most common strategic planning models and frameworks and explain when to use which one. Plus, get tips on how to apply them and which models and frameworks work well together. 

Strategic planning models vs. frameworks

First off: This is not a one-or-nothing scenario. You can use as many or as few strategic planning models and frameworks as you like. 

When your organization undergoes a strategic planning phase, you should first pick a model or two that you want to apply. This will provide you with a basic outline of the steps to take during the strategic planning process.

During that process, think of strategic planning frameworks as the tools in your toolbox. Many models suggest starting with a SWOT analysis or defining your vision and mission statements first. Depending on your goals, though, you may want to apply several different frameworks throughout the strategic planning process.

For example, if you’re applying a scenario-based strategic plan, you could start with a SWOT and PEST(LE) analysis to get a better overview of your current standing. If one of the weaknesses you identify has to do with your manufacturing process, you could apply the theory of constraints to improve bottlenecks and mitigate risks. 

Now that you know the difference between the two, learn more about the seven strategic planning models, as well as the eight most commonly used frameworks that go along with them.

1. Basic model

The basic strategic planning model is ideal for establishing your company’s vision, mission, business objectives, and values. This model helps you outline the specific steps you need to take to reach your goals, monitor progress to keep everyone on target, and address issues as they arise.

If it’s your first strategic planning session, the basic model is the way to go. Later on, you can embellish it with other models to adjust or rewrite your business strategy as needed. Let’s take a look at what kinds of businesses can benefit from this strategic planning model and how to apply it.

Small businesses or organizations

Companies with little to no strategic planning experience

Organizations with few resources 

Write your mission statement. Gather your planning team and have a brainstorming session. The more ideas you can collect early in this step, the more fun and rewarding the analysis phase will feel.

Identify your organization’s goals . Setting clear business goals will increase your team’s performance and positively impact their motivation.

Outline strategies that will help you reach your goals. Ask yourself what steps you have to take in order to reach these goals and break them down into long-term, mid-term, and short-term goals .

Create action plans to implement each of the strategies above. Action plans will keep teams motivated and your organization on target.

Monitor and revise the plan as you go . As with any strategic plan, it’s important to closely monitor if your company is implementing it successfully and how you can adjust it for a better outcome.

2. Issue-based model

Also called goal-based planning model, this is essentially an extension of the basic strategic planning model. It’s a bit more dynamic and very popular for companies that want to create a more comprehensive plan.

Organizations with basic strategic planning experience

Businesses that are looking for a more comprehensive plan

Conduct a SWOT analysis . Assess your organization’s strengths, weaknesses, opportunities, and threats with a SWOT analysis to get a better overview of what your strategic plan should focus on. We’ll give into how to conduct a SWOT analysis when we get into the strategic planning frameworks below.

Identify and prioritize major issues and/or goals. Based on your SWOT analysis, identify and prioritize what your strategic plan should focus on this time around.

Develop your main strategies that address these issues and/or goals. Aim to develop one overarching strategy that addresses your highest-priority goal and/or issue to keep this process as simple as possible.

Update or create a mission and vision statement . Make sure that your business’s statements align with your new or updated strategy. If you haven’t already, this is also a chance for you to define your organization’s values.

Create action plans. These will help you address your organization’s goals, resource needs, roles, and responsibilities. 

Develop a yearly operational plan document. This model works best if your business repeats the strategic plan implementation process on an annual basis, so use a yearly operational plan to capture your goals, progress, and opportunities for next time.

Allocate resources for your year-one operational plan. Whether you need funding or dedicated team members to implement your first strategic plan, now is the time to allocate all the resources you’ll need.

Monitor and revise the strategic plan. Record your lessons learned in the operational plan so you can revisit and improve it for the next strategic planning phase.

The issue-based plan can repeat on an annual basis (or less often once you resolve the issues). It’s important to update the plan every time it’s in action to ensure it’s still doing the best it can for your organization.

You don’t have to repeat the full process every year—rather, focus on what’s a priority during this run.

3. Alignment model

This model is also called strategic alignment model (SAM) and is one of the most popular strategic planning models. It helps you align your business and IT strategies with your organization’s strategic goals. 

You’ll have to consider four equally important, yet different perspectives when applying the alignment strategic planning model:

Strategy execution: The business strategy driving the model

Technology potential: The IT strategy supporting the business strategy

Competitive potential: Emerging IT capabilities that can create new products and services

Service level: Team members dedicated to creating the best IT system in the organization

Ideally, your strategy will check off all the criteria above—however, it’s more likely you’ll have to find a compromise. 

Here’s how to create a strategic plan using the alignment model and what kinds of companies can benefit from it.

Organizations that need to fine-tune their strategies

Businesses that want to uncover issues that prevent them from aligning with their mission

Companies that want to reassess objectives or correct problem areas that prevent them from growing

Outline your organization’s mission, programs, resources, and where support is needed. Before you can improve your statements and approaches, you need to define what exactly they are.

Identify what internal processes are working and which ones aren’t. Pinpoint which processes are causing problems, creating bottlenecks , or could otherwise use improving. Then prioritize which internal processes will have the biggest positive impact on your business.

Identify solutions. Work with the respective teams when you’re creating a new strategy to benefit from their experience and perspective on the current situation.

Update your strategic plan with the solutions. Update your strategic plan and monitor if implementing it is setting your business up for improvement or growth. If not, you may have to return to the drawing board and update your strategic plan with new solutions.

4. Scenario model

The scenario model works great if you combine it with other models like the basic or issue-based model. This model is particularly helpful if you need to consider external factors as well. These can be government regulations, technical, or demographic changes that may impact your business.

Organizations trying to identify strategic issues and goals caused by external factors

Identify external factors that influence your organization. For example, you should consider demographic, regulation, or environmental factors.

Review the worst case scenario the above factors could have on your organization. If you know what the worst case scenario for your business looks like, it’ll be much easier to prepare for it. Besides, it’ll take some of the pressure and surprise out of the mix, should a scenario similar to the one you create actually occur.

Identify and discuss two additional hypothetical organizational scenarios. On top of your worst case scenario, you’ll also want to define the best case and average case scenarios. Keep in mind that the worst case scenario from the previous step can often provoke strong motivation to change your organization for the better. However, discussing the other two will allow you to focus on the positive—the opportunities your business may have ahead.

Identify and suggest potential strategies or solutions. Everyone on the team should now brainstorm different ways your business could potentially respond to each of the three scenarios. Discuss the proposed strategies as a team afterward.

Uncover common considerations or strategies for your organization. There’s a good chance that your teammates come up with similar solutions. Decide which ones you like best as a team or create a new one together.

Identify the most likely scenario and the most reasonable strategy. Finally, examine which of the three scenarios is most likely to occur in the next three to five years and how your business should respond to potential changes.

5. Self-organizing model

Also called the organic planning model, the self-organizing model is a bit different from the linear approaches of the other models. You’ll have to be very patient with this method. 

This strategic planning model is all about focusing on the learning and growing process rather than achieving a specific goal. Since the organic model concentrates on continuous improvement , the process is never really over.

Large organizations that can afford to take their time

Businesses that prefer a more naturalistic, organic planning approach that revolves around common values, communication, and shared reflection

Companies that have a clear understanding of their vision

Define and communicate your organization’s cultural values . Your team can only think clearly and with solutions in mind when they have a clear understanding of your organization's values.

Communicate the planning group’s vision for the organization. Define and communicate the vision with everyone involved in the strategic planning process. This will align everyone’s ideas with your company’s vision.

Discuss what processes will help realize the organization’s vision on a regular basis. Meet every quarter to discuss strategies or tactics that will move your organization closer to realizing your vision.

6. Real-time model

This fluid model can help organizations that deal with rapid changes to their work environment. There are three levels of success in the real-time model: 

Organizational: At the organizational level, you’re forming strategies in response to opportunities or trends.

Programmatic: At the programmatic level, you have to decide how to respond to specific outcomes or environmental changes.

Operational: On the operational level, you will study internal systems, policies, and people to develop a strategy for your company.

Figuring out your competitive advantage can be difficult, but this is absolutely crucial to ensure success. Whether it’s a unique asset or strength your organization has or an outstanding execution of services or programs—it’s important that you can set yourself apart from others in the industry to succeed.

Companies that need to react quickly to changing environments

Businesses that are seeking new tools to help them align with their organizational strategy

Define your mission and vision statement. If you ever feel stuck formulating your company’s mission or vision statement, take a look at those of others. Maybe Asana’s vision statement sparks some inspiration.

Research, understand, and learn from competitor strategy and market trends. Pick a handful of competitors in your industry and find out how they’ve created success for themselves. How did they handle setbacks or challenges? What kinds of challenges did they even encounter? Are these common scenarios in the market? Learn from your competitors by finding out as much as you can about them.

Study external environments. At this point, you can combine the real-time model with the scenario model to find solutions to threats and opportunities outside of your control.

Conduct a SWOT analysis of your internal processes, systems, and resources. Besides the external factors your team has to consider, it’s also important to look at your company’s internal environment and how well you’re prepared for different scenarios.

Develop a strategy. Discuss the results of your SWOT analysis to develop a business strategy that builds toward organizational, programmatic, and operational success.

Rinse and repeat. Monitor how well the new strategy is working for your organization and repeat the planning process as needed to ensure you’re on top or, perhaps, ahead of the game. 

7. Inspirational model

This last strategic planning model is perfect to inspire and energize your team as they work toward your organization’s goals. It’s also a great way to introduce or reconnect your employees to your business strategy after a merger or acquisition.

Businesses with a dynamic and inspired start-up culture

Organizations looking for inspiration to reinvigorate the creative process

Companies looking for quick solutions and strategy shifts

Gather your team to discuss an inspirational vision for your organization. The more people you can gather for this process, the more input you will receive.

Brainstorm big, hairy audacious goals and ideas. Encouraging your team not to hold back with ideas that may seem ridiculous will do two things: for one, it will mitigate the fear of contributing bad ideas. But more importantly, it may lead to a genius idea or suggestion that your team wouldn’t have thought of if they felt like they had to think inside of the box.

Assess your organization’s resources. Find out if your company has the resources to implement your new ideas. If they don’t, you’ll have to either adjust your strategy or allocate more resources.

Develop a strategy balancing your resources and brainstorming ideas. Far-fetched ideas can grow into amazing opportunities but they can also bear great risk. Make sure to balance ideas with your strategic direction. 

Now, let’s dive into the most commonly used strategic frameworks.

8. SWOT analysis framework

One of the most popular strategic planning frameworks is the SWOT analysis . A SWOT analysis is a great first step in identifying areas of opportunity and risk—which can help you create a strategic plan that accounts for growth and prepares for threats.

SWOT stands for strengths, weaknesses, opportunities, and threats. Here’s an example:

9. OKRs framework

A big part of strategic planning is setting goals for your company. That’s where OKRs come into play. 

OKRs stand for objective and key results—this goal-setting framework helps your organization set and achieve goals. It provides a somewhat holistic approach that you can use to connect your team’s work to your organization’s big-picture goals.  When team members understand how their individual work contributes to the organization’s success, they tend to be more motivated and produce better results

10. Balanced scorecard (BSC) framework

The balanced scorecard is a popular strategic framework for businesses that want to take a more holistic approach rather than just focus on their financial performance. It was designed by David Norton and Robert Kaplan in the 1990s, it’s used by companies around the globe to: 

Communicate goals

Align their team’s daily work with their company’s strategy

Prioritize products, services, and projects

Monitor their progress toward their strategic goals

Your balanced scorecard will outline four main business perspectives:

Customers or clients , meaning their value, satisfaction, and/or retention

Financial , meaning your effectiveness in using resources and your financial performance

Internal process , meaning your business’s quality and efficiency

Organizational capacity , meaning your organizational culture, infrastructure and technology, and human resources

With the help of a strategy map, you can visualize and communicate how your company is creating value. A strategy map is a simple graphic that shows cause-and-effect connections between strategic objectives. 

The balanced scorecard framework is an amazing tool to use from outlining your mission, vision, and values all the way to implementing your strategic plan .

You can use an integration like Lucidchart to create strategy maps for your business in Asana.

11. Porter’s Five Forces framework

If you’re using the real-time strategic planning model, Porter’s Five Forces are a great framework to apply. You can use it to find out what your product’s or service’s competitive advantage is before entering the market.

Developed by Michael E. Porter , the framework outlines five forces you have to be aware of and monitor:

Threat of new industry entrants: Any new entry into the market results in increased pressure on prices and costs. 

Competition in the industry: The more competitors that exist, the more difficult it will be for you to create value in the market with your product or service.

Bargaining power of suppliers: Suppliers can wield more power if there are less alternatives for buyers or it’s expensive, time consuming, or difficult to switch to a different supplier.

Bargaining power of buyers: Buyers can wield more power if the same product or service is available elsewhere with little to no difference in quality.

Threat of substitutes: If another company already covers the market’s needs, you’ll have to create a better product or service or make it available for a lower price at the same quality in order to compete.

Remember, industry structures aren’t static. The more dynamic your strategic plan is, the better you’ll be able to compete in a market.

12. VRIO framework

The VRIO framework is another strategic planning tool designed to help you evaluate your competitive advantage. VRIO stands for value, rarity, imitability, and organization.

It’s a resource-based theory developed by Jay Barney. With this framework, you can study your firmed resources and find out whether or not your company can transform them into sustained competitive advantages. 

Firmed resources can be tangible (e.g., cash, tools, inventory, etc.) or intangible (e.g., copyrights, trademarks, organizational culture, etc.). Whether these resources will actually help your business once you enter the market depends on four qualities:

Valuable : Will this resource either increase your revenue or decrease your costs and thereby create value for your business?

Rare : Are the resources you’re using rare or can others use your resources as well and therefore easily provide the same product or service?

Inimitable : Are your resources either inimitable or non-substitutable? In other words, how unique and complex are your resources?

Organizational: Are you organized enough to use your resources in a way that captures their value, rarity, and inimitability?

It’s important that your resources check all the boxes above so you can ensure that you have sustained competitive advantage over others in the industry.

13. Theory of Constraints (TOC) framework

If the reason you’re currently in a strategic planning process is because you’re trying to mitigate risks or uncover issues that could hurt your business—this framework should be in your toolkit.

The theory of constraints (TOC) is a problem-solving framework that can help you identify limiting factors or bottlenecks preventing your organization from hitting OKRs or KPIs . 

Whether it’s a policy, market, or recourse constraint—you can apply the theory of constraints to solve potential problems, respond to issues, and empower your team to improve their work with the resources they have.

14. PEST/PESTLE analysis framework

The idea of the PEST analysis is similar to that of the SWOT analysis except that you’re focusing on external factors and solutions. It’s a great framework to combine with the scenario-based strategic planning model as it helps you define external factors connected to your business’s success.

PEST stands for political, economic, sociological, and technological factors. Depending on your business model, you may want to expand this framework to include legal and environmental factors as well (PESTLE). These are the most common factors you can include in a PESTLE analysis:

Political: Taxes, trade tariffs, conflicts

Economic: Interest and inflation rate, economic growth patterns, unemployment rate

Social: Demographics, education, media, health

Technological: Communication, information technology, research and development, patents

Legal: Regulatory bodies, environmental regulations, consumer protection

Environmental: Climate, geographical location, environmental offsets

15. Hoshin Kanri framework

Hoshin Kanri is a great tool to communicate and implement strategic goals. It’s a planning system that involves the entire organization in the strategic planning process. The term is Japanese and stands for “compass management” and is also known as policy management. 

This strategic planning framework is a top-down approach that starts with your leadership team defining long-term goals which are then aligned and communicated with every team member in the company. 

You should hold regular meetings to monitor progress and update the timeline to ensure that every teammate’s contributions are aligned with the overarching company goals.

Stick to your strategic goals

Whether you’re a small business just starting out or a nonprofit organization with decades of experience, strategic planning is a crucial step in your journey to success. 

If you’re looking for a tool that can help you and your team define, organize, and implement your strategic goals, Asana is here to help. Our goal-setting software allows you to connect all of your team members in one place, visualize progress, and stay on target.

Related resources

How to streamline compliance management software with Asana

15 creative elevator pitch examples for every scenario

How Asana streamlines strategic planning with work management

How to create a CRM strategy: 6 steps (with examples)

• The Open University
• Accessibility hub
• Guest user / Sign out
• Study with The Open University

My OpenLearn Profile

Personalise your OpenLearn profile, save your favourite content and get recognition for your learning

About this free course

Become an ou student, download this course, share this free course.

Start this free course now. Just create an account and sign in. Enrol and complete the course for a free statement of participation or digital badge if available.

6 Research strategy

A research strategy introduces the main components of a research project such as the research topic area and focus, the research perspective (see Sections 1 and 2), the research design, and the research methods (these are discussed below). It refers to how you propose to answer the research questions set and how you will implement the methodology.

In the first part of this course, you started to identify your research topic, to develop your research statement and you thought about possible research question(s). While you might already have clear research questions or objectives, it is possible that, at this stage, you are uncertain about the most appropriate strategy to implement in order to address those questions. This section looks briefly at a few research strategies you are likely to adopt.

Figure 5 shows the four main types of research strategy: case study, qualitative interviews, quantitative survey and action-oriented research. It is likely that you will use one of the first three; you are less likely to use action-oriented research.

Here is what each of these strategies entails:

• Case Study : This focuses on an in-depth investigation of a single case (e.g. one organisation) or a small number of cases. In case study research generally, information is sought from different sources and through the use of different types of data such as observations, survey, interviews and analysis of documents. Data can be qualitative, quantitative or a mix of both. Case study research allows a composite and multifaceted investigation of the issue or problem.
• Qualitative interviews : There are different types of qualitative interviews (e.g. structured, semi-structured, unstructured) and this is the most widely used method for gathering data. Interviews allow access to rich information. They require extensive planning concerning the development of the structure, decisions about who to interview and how, whether to conduct individual or group interviews, and how to record and analyse them. Interviewees need a wide range of skills, including good social skills, listening skills and communication skills. Interviews are also time-consuming to conduct and they are prone to problems and biases that need to be minimised during the design stage.
• Quantitative survey : This is a widely used method in business research and allows access to significantly high numbers of participants. The availability of online sites enables the wide and cheap distribution of surveys and the organisation of the responses. Although the development of questions may appear easy, to develop a meaningful questionnaire that allows the answering of research questions is difficult. Questionnaires need to appeal to respondents, cannot be too long, too intrusive or too difficult to understand. They also need to measure accurately the issue under investigation. For these reasons it is also advisable, when possible, to use questionnaires that are available on the market and have already been thoroughly validated. This is highly recommended for projects such as the one you need to carry out for this course. When using questionnaires decisions have to be made about the size of the sample and whether and when this is representative of the whole population studied. Surveys can be administered to the whole population (census), for example to all employees of a specific organisation.
• Action-oriented research : This refers to practical business research which is directed towards a change or the production of recommendations for change. Action-oriented research is a participatory process which brings together theory and practice, action and reflection. The project is often carried out by insiders. This is because it is grounded in the need to actively involve participants in order for them to develop ownership of the project. After the project, participants will have to implement the change.

Action-oriented research is not exactly action research, even though they are both grounded in the same assumptions (e.g. to produce change). Action research is a highly complex approach to research, reflection and change which is not always achievable in practice (Cameron and Price, 2009). Furthermore action researchers have to be highly skilled and it is unlikely that for this specific project you will be involved in action research. For these reasons this overview focuses on the less pure action-oriented research strategy. If you are interested in exploring this strategy and action research further, you might want to read Chapter 14 of Cameron and Price (2009).

It is possible for you to choose a strategy that includes the use of secondary data. Secondary data is data that has been collected by other people (e.g. employee surveys, market research data, census). Using secondary data for your research project needs to be justified in that it meets the requirements of the research questions. The use of secondary data has obvious benefits in terms of saving money and time. However, it is important to ascertain the quality of the data and how it was collected; for example, data collected by government agencies would be good quality but it may not necessary meet the needs of your project.

It is important to note that there should be consistency between the perspective (subjective or objective) and the methodology employed. This means that the type of strategy adopted needs to be coherent and that its various elements need to fit in with each other, whether the research is grounded on primary or secondary data.

Now watch this video clip in which Dr Rebecca Hewett, Prof Mark Saunders, Prof Gillian Symon and Prof David Guest discuss the importance of setting the right research question, what strategy they adopted to come up with specific research questions for their projects, and how they refined these initial research questions to focus their research.

Make notes on how you might apply some of these strategies to develop your own research question.

There is no feedback on this activity.

Sampling Methods & Strategies 101

Everything you need to know (including examples)

By: Derek Jansen (MBA) | Expert Reviewed By: Kerryn Warren (PhD) | January 2023

If you’re new to research, sooner or later you’re bound to wander into the intimidating world of sampling methods and strategies. If you find yourself on this page, chances are you’re feeling a little overwhelmed or confused. Fear not – in this post we’ll unpack sampling in straightforward language , along with loads of examples .

Overview: Sampling Methods & Strategies

• What is sampling in a research context?
• The two overarching approaches

Simple random sampling

Stratified random sampling, cluster sampling, systematic sampling, purposive sampling, convenience sampling, snowball sampling.

• How to choose the right sampling method

What (exactly) is sampling?

At the simplest level, sampling (within a research context) is the process of selecting a subset of participants from a larger group . For example, if your research involved assessing US consumers’ perceptions about a particular brand of laundry detergent, you wouldn’t be able to collect data from every single person that uses laundry detergent (good luck with that!) – but you could potentially collect data from a smaller subset of this group.

In technical terms, the larger group is referred to as the population , and the subset (the group you’ll actually engage with in your research) is called the sample . Put another way, you can look at the population as a full cake and the sample as a single slice of that cake. In an ideal world, you’d want your sample to be perfectly representative of the population, as that would allow you to generalise your findings to the entire population. In other words, you’d want to cut a perfect cross-sectional slice of cake, such that the slice reflects every layer of the cake in perfect proportion.

Achieving a truly representative sample is, unfortunately, a little trickier than slicing a cake, as there are many practical challenges and obstacles to achieving this in a real-world setting. Thankfully though, you don’t always need to have a perfectly representative sample – it all depends on the specific research aims of each study – so don’t stress yourself out about that just yet!

With the concept of sampling broadly defined, let’s look at the different approaches to sampling to get a better understanding of what it all looks like in practice.

The two overarching sampling approaches

At the highest level, there are two approaches to sampling: probability sampling and non-probability sampling . Within each of these, there are a variety of sampling methods , which we’ll explore a little later.

Probability sampling involves selecting participants (or any unit of interest) on a statistically random basis , which is why it’s also called “random sampling”. In other words, the selection of each individual participant is based on a pre-determined process (not the discretion of the researcher). As a result, this approach achieves a random sample.

Probability-based sampling methods are most commonly used in quantitative research , especially when it’s important to achieve a representative sample that allows the researcher to generalise their findings.

Non-probability sampling , on the other hand, refers to sampling methods in which the selection of participants is not statistically random . In other words, the selection of individual participants is based on the discretion and judgment of the researcher, rather than on a pre-determined process.

Non-probability sampling methods are commonly used in qualitative research , where the richness and depth of the data are more important than the generalisability of the findings.

If that all sounds a little too conceptual and fluffy, don’t worry. Let’s take a look at some actual sampling methods to make it more tangible.

Need a helping hand?

Probability-based sampling methods

First, we’ll look at four common probability-based (random) sampling methods:

Importantly, this is not a comprehensive list of all the probability sampling methods – these are just four of the most common ones. So, if you’re interested in adopting a probability-based sampling approach, be sure to explore all the options.

Simple random sampling involves selecting participants in a completely random fashion , where each participant has an equal chance of being selected. Basically, this sampling method is the equivalent of pulling names out of a hat , except that you can do it digitally. For example, if you had a list of 500 people, you could use a random number generator to draw a list of 50 numbers (each number, reflecting a participant) and then use that dataset as your sample.

Thanks to its simplicity, simple random sampling is easy to implement , and as a consequence, is typically quite cheap and efficient . Given that the selection process is completely random, the results can be generalised fairly reliably. However, this also means it can hide the impact of large subgroups within the data, which can result in minority subgroups having little representation in the results – if any at all. To address this, one needs to take a slightly different approach, which we’ll look at next.

Stratified random sampling is similar to simple random sampling, but it kicks things up a notch. As the name suggests, stratified sampling involves selecting participants randomly , but from within certain pre-defined subgroups (i.e., strata) that share a common trait . For example, you might divide the population into strata based on gender, ethnicity, age range or level of education, and then select randomly from each group.

The benefit of this sampling method is that it gives you more control over the impact of large subgroups (strata) within the population. For example, if a population comprises 80% males and 20% females, you may want to “balance” this skew out by selecting a random sample from an equal number of males and females. This would, of course, reduce the representativeness of the sample, but it would allow you to identify differences between subgroups. So, depending on your research aims, the stratified approach could work well.

Next on the list is cluster sampling. As the name suggests, this sampling method involves sampling from naturally occurring, mutually exclusive clusters within a population – for example, area codes within a city or cities within a country. Once the clusters are defined, a set of clusters are randomly selected and then a set of participants are randomly selected from each cluster.

Now, you’re probably wondering, “how is cluster sampling different from stratified random sampling?”. Well, let’s look at the previous example where each cluster reflects an area code in a given city.

With cluster sampling, you would collect data from clusters of participants in a handful of area codes (let’s say 5 neighbourhoods). Conversely, with stratified random sampling, you would need to collect data from all over the city (i.e., many more neighbourhoods). You’d still achieve the same sample size either way (let’s say 200 people, for example), but with stratified sampling, you’d need to do a lot more running around, as participants would be scattered across a vast geographic area. As a result, cluster sampling is often the more practical and economical option.

If that all sounds a little mind-bending, you can use the following general rule of thumb. If a population is relatively homogeneous , cluster sampling will often be adequate. Conversely, if a population is quite heterogeneous (i.e., diverse), stratified sampling will generally be more appropriate.

The last probability sampling method we’ll look at is systematic sampling. This method simply involves selecting participants at a set interval , starting from a random point .

For example, if you have a list of students that reflects the population of a university, you could systematically sample that population by selecting participants at an interval of 8 . In other words, you would randomly select a starting point – let’s say student number 40 – followed by student 48, 56, 64, etc.

What’s important with systematic sampling is that the population list you select from needs to be randomly ordered . If there are underlying patterns in the list (for example, if the list is ordered by gender, IQ, age, etc.), this will result in a non-random sample, which would defeat the purpose of adopting this sampling method. Of course, you could safeguard against this by “shuffling” your population list using a random number generator or similar tool.

Non-probability-based sampling methods

Right, now that we’ve looked at a few probability-based sampling methods, let’s look at three non-probability methods :

Again, this is not an exhaustive list of all possible sampling methods, so be sure to explore further if you’re interested in adopting a non-probability sampling approach.

First up, we’ve got purposive sampling – also known as judgment , selective or subjective sampling. Again, the name provides some clues, as this method involves the researcher selecting participants using his or her own judgement , based on the purpose of the study (i.e., the research aims).

For example, suppose your research aims were to understand the perceptions of hyper-loyal customers of a particular retail store. In that case, you could use your judgement to engage with frequent shoppers, as well as rare or occasional shoppers, to understand what judgements drive the two behavioural extremes .

Purposive sampling is often used in studies where the aim is to gather information from a small population (especially rare or hard-to-find populations), as it allows the researcher to target specific individuals who have unique knowledge or experience . Naturally, this sampling method is quite prone to researcher bias and judgement error, and it’s unlikely to produce generalisable results, so it’s best suited to studies where the aim is to go deep rather than broad .

Next up, we have convenience sampling. As the name suggests, with this method, participants are selected based on their availability or accessibility . In other words, the sample is selected based on how convenient it is for the researcher to access it, as opposed to using a defined and objective process.

Naturally, convenience sampling provides a quick and easy way to gather data, as the sample is selected based on the individuals who are readily available or willing to participate. This makes it an attractive option if you’re particularly tight on resources and/or time. However, as you’d expect, this sampling method is unlikely to produce a representative sample and will of course be vulnerable to researcher bias , so it’s important to approach it with caution.

Last but not least, we have the snowball sampling method. This method relies on referrals from initial participants to recruit additional participants. In other words, the initial subjects form the first (small) snowball and each additional subject recruited through referral is added to the snowball, making it larger as it rolls along .

Snowball sampling is often used in research contexts where it’s difficult to identify and access a particular population. For example, people with a rare medical condition or members of an exclusive group. It can also be useful in cases where the research topic is sensitive or taboo and people are unlikely to open up unless they’re referred by someone they trust.

Simply put, snowball sampling is ideal for research that involves reaching hard-to-access populations . But, keep in mind that, once again, it’s a sampling method that’s highly prone to researcher bias and is unlikely to produce a representative sample. So, make sure that it aligns with your research aims and questions before adopting this method.

How to choose a sampling method

Now that we’ve looked at a few popular sampling methods (both probability and non-probability based), the obvious question is, “ how do I choose the right sampling method for my study?”. When selecting a sampling method for your research project, you’ll need to consider two important factors: your research aims and your resources .

As with all research design and methodology choices, your sampling approach needs to be guided by and aligned with your research aims, objectives and research questions – in other words, your golden thread. Specifically, you need to consider whether your research aims are primarily concerned with producing generalisable findings (in which case, you’ll likely opt for a probability-based sampling method) or with achieving rich , deep insights (in which case, a non-probability-based approach could be more practical). Typically, quantitative studies lean toward the former, while qualitative studies aim for the latter, so be sure to consider your broader methodology as well.

The second factor you need to consider is your resources and, more generally, the practical constraints at play. If, for example, you have easy, free access to a large sample at your workplace or university and a healthy budget to help you attract participants, that will open up multiple options in terms of sampling methods. Conversely, if you’re cash-strapped, short on time and don’t have unfettered access to your population of interest, you may be restricted to convenience or referral-based methods.

In short, be ready for trade-offs – you won’t always be able to utilise the “perfect” sampling method for your study, and that’s okay. Much like all the other methodological choices you’ll make as part of your study, you’ll often need to compromise and accept practical trade-offs when it comes to sampling. Don’t let this get you down though – as long as your sampling choice is well explained and justified, and the limitations of your approach are clearly articulated, you’ll be on the right track.

Let’s recap…

In this post, we’ve covered the basics of sampling within the context of a typical research project.

• Sampling refers to the process of defining a subgroup (sample) from the larger group of interest (population).
• The two overarching approaches to sampling are probability sampling (random) and non-probability sampling .
• Common probability-based sampling methods include simple random sampling, stratified random sampling, cluster sampling and systematic sampling.
• Common non-probability-based sampling methods include purposive sampling, convenience sampling and snowball sampling.
• When choosing a sampling method, you need to consider your research aims , objectives and questions, as well as your resources and other practical constraints .

If you’d like to see an example of a sampling strategy in action, be sure to check out our research methodology chapter sample .

Last but not least, if you need hands-on help with your sampling (or any other aspect of your research), take a look at our 1-on-1 coaching service , where we guide you through each step of the research process, at your own pace.

Psst... there’s more!

This post was based on one of our popular Research Bootcamps . If you're working on a research project, you'll definitely want to check this out ...

Excellent and helpful. Best site to get a full understanding of Research methodology. I’m nolonger as “clueless “..😉

Excellent and helpful for junior researcher!

Grad Coach tutorials are excellent – I recommend them to everyone doing research. I will be working with a sample of imprisoned women and now have a much clearer idea concerning sampling. Thank you to all at Grad Coach for generously sharing your expertise with students.

Submit a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

• Print Friendly

• Archives & Special Collections home
• Art Library home
• Ekstrom Library home
• Kornhauser Health Sciences Library home
• Law Library home
• Music Library home
• University of Louisville Hospital home
• Interlibrary Loan
• Off-Campus Login
• Renew Books
• Cardinal Card
• My Print Center
• Business Ops
• Cards Career Connection

Search Site

Search catalog, ecpy 664: college student subcultures (wallace): building a search strategy.

• The Literature Review
• Building A Search Strategy
• Searching the Literature
• Evaluating the Literature
• Additional Resources

Searching Basics

The literature search is an iterative process. The initial search string (or combination of keywords, symbols, and operators are that entered into the search box within a database or engine) will change as you revise your research question, review your search results, and refine your keywords.

This page offers guidance to help you build an initial search strategy, which is often recommended  before  going to a database. As you search, you should keep a record of keywords and phrases - both the combinations that produced relevant results and those that did not. 

Visit the Research DIY page for more information the research process.

Generating Keywords

Step by Step Instructions

• Write out your research question. For example: "How does exercise affect the mental health of college students?"
• Pull out the most important words from your research question. exercise, mental health, and college students.
• Think of synonyms for these keywords.  Exercise: workout, fitness. College students: university students, post-secondary students.
• Think of broader keywords . Mental health: well-being. Broader keywords are helpful if you aren't getting enough results.
• Think of narrower keywords . Mental health: anxiety. Narrower keywords are helpful if you're getting too many results.
• Start searching a library database with your keywords. Remember to try out different keyword combinations to get the best search results.
• Collect additional keywords as you search.

Search Tips & Tricks

Boolean operators.

• And - narrows the search. Results must contain all of the specified terms. For example, a search for college AND university  will retrieve the results that contain both search terms. 
• Or -  broadens results. Results must contain at least one of the specified terms. For example, a search for  college OR university  will retrieve all of the results that contain references to colleges, all of the results that contain references to universities, and all of the results that contain references to both colleges and universities.
• Not  - excludes terms from the search. Results do not contain the specified terms. For example, search for college NOT university  will retrieve only the results that contain the term college and none that contain the term university. This means it also will also exclude results that reference both college and university. 

Quotation Marks

Using quotation marks in many databases will allow for the exact phrase to be searched. For example, a search for  "college students"  will tell the database to retrieve results where those two words are grouped together in that order, as opposed to results that reference college and students separately.

Often, using an asterisk (*) after the root of a word will broaden the retrieved results to include various word endings and spellings. For example, searching  educat*  retrieves articles that reference  educate, education, and educating .

• << Previous: The Literature Review
• Next: Searching the Literature >>
• Last Updated: Sep 4, 2024 2:10 PM
• Librarian Login

Research Strategic Plan

Before doing anything else, especially when you are dealing with important matters such as researches, you need to plan your way through as well as the steps needed in order to have a progress toward achieving a certain goal. Without proper planning and preparation, there is a great tendency that the tasks we do will not be in line with our professional goals . We may end up doing something else, consuming most of our time in unnecessary tasks.

• 9+ Business Strategic Plan Examples
• 9+ Legal Strategic Plan Examples

On the other hand, with planning, we will be guided in whatever we do and we can constantly check our progress in the path that we are taking. We can monitor things if they are still in accordance with our plan and take necessary actions to keep it on track and in line with our goals in cases when we got derailed. You may also see recruitment strategy plan examples .

The dos and don’ts with regard to strategic planning can be found in the later section of this article. For now, you may check the next section for some useful examples of research strategic plan.

Applied Research Strategic Plan Example

Size: 217.6 KB

Aurora Research Institute Research Strategic Plan Example

Size: 8.2 MB

IADT Research Strategic Plan Example

Size: 1.2 MB

Dos and Don’ts in Strategic Planning

A lot of entities in different in industries adopted strategic planning since it is proven helpful in the first stage of achieving a certain goal and in preparing and monitoring for the execution of tasks needed to be taken in order to achieve the planned goals. Planning must be paired with and completed through proper execution for the efforts in planning alone without proper execution is in vain.

Here are some dos and don’ts that you need to know as regards strategic planning. You must be mindful of these things for you to be focused on the right track on your strategic planning.

Dos in Strategic Planning

Here are some things that you must do in your strategic planning for it to be effective and working:

1. Do lay down your goals, missions, and objectives. This is among the first things that you must determine so that you will know where you are going. These are the things that you need to achieve, the reason why you are having your strategic plans .

2. Do lay a foundation of objective analysis. Make sure that you have a good solid foundation in analyzing your objective so you have a clear compass toward the direction you are going.

3. Do make choices and be clear with regard to your strategic intent.

4. Do follow the modified KISS principle which is “keep it simple and sustained.” Always remember the commonly known notion, less is more. Among your goals is to create goals and objectives that focus your work for several years. Limit the goals and objectives to one page for it to be brief and concise.

5. Do follow all of steps you are designing in your strategic plan because you have chosen it based on its effectivity as evidenced by other successful entities.

6. Do stay focused on the mission or the thing the organization wants to do or be. This is the center in your planning and day-to-day execution. You can ask this question before you accept any goal, objective, strategy, “How will this help fulfill the mission?” You may also see strategic planning checklist examples .

7. Do measure. Carefully choose a useful and significant measurement for your goals, objectives, and strategies. Determine what information you need to make decisions.

8. Do manage by fact. Good planning sets the stage for good performance, and the results will be based on how we do in our planning.

Always review the results to make decisions and manage the current processes and procedures that you are doing. If you are not getting the results that you have desired or planned, investigate the causes and modify your plans or targets appropriately for it to stay on track and in line with the path that you planned to take. You may also like sales strategic plan examples .

9. Do keep an open mind. You may ask yourself these questions for you to keep an open mind: “Are you sure that you know the priority strategic issues?” and “Does your leadership team agree on the most important strategic issues?”

10. Do address uncertainties in the market or the industry. There might be internal and external factors that may affect your plans and that there are many uncertainties that you face as you go on in your execution. Make sure to analyze and address them carefully. You may also check out  HR strategic plan templates .

11. Do use the “brain dump” activity to alleviate the excitement in starting the tactical plan prematurely. Most of the people who are planning are also an excellent tactician and you can quickly suggest solutions. This is considered as a liability in strategic planning where you and your team need to create high-level goals based on the mission. You might be interested in brief strategic plan examples .

However, you need to “brain dump” or set these ideas aside until you are ready to create the tactical plan.

12. Do ensure that your measures in your execution and monitoring are clear and the data can eventually be available and retrieved at times when you want to retrieve them.

13. Do link your strategic plan to other business plans  such as your financial plan. Your plans must be quantifiable and it must show the impacts in the different financial aspects such as revenue, infrastructure use, and budget efficiency.

14. Do measure quality of results constantly or wherever possible. This is important since this provides the best information for strategic decision-making, and this also keeps you focused not only on your mission but also your customers and prospects. You may also see health and safety strategic plan examples .

15. Do provide training, direction, resources, support, guidance, and coaching to make sure that you achieve your general plan . People need appropriate resources in order to complete a certain task. People management do really affect the performance of the members of an entity or organization.

Office of Financial Research Strategic Plan Example

Organizational Research Strategic Plan Example

Size: 639.6 KB

Oslo University Hospital Research Strategic Plan Example

Size: 305.7 KB

Don’ts in Strategic Planning

Meanwhile, here are also the don’ts when you are laying down your strategic plans. Make sure to avoid them or, if it is hard for you to completely avoid them, take it to a minimum. Always keep a watch on these things and make sure that you are not doing it in any aspect. Never be too lazy in checking whether you are already committing these things for these might hinder your progress toward achieving your goal .

1. Don’t hurry. Most of the time, we are hurrying because we do not have enough time in doing a certain task. In order to prevent this, you must carefully lay a detailed schedule on your plans. You must spend and give time for interviewing people, gathering and analyzing data, group meetings, and tactical planning. You may also see personal strategic plan examples .

2. Don’t set too many goals or objectives that is other than the necessary ones. Too many details can lead to confusion, conflict, micromanagement, and failure of execution.

3. Don’t skip steps. When you have already laid down your steps in your planning, never skip steps just to complete the other steps. Furthermore, avoid tinkering with the process unless you have a solid justification in doing such.

4. Don’t avoid measurement just because you have a hard time in doing it. All measurement is difficult, especially when dealing with customer satisfaction or effectiveness of your work. These intangibles may be hard to measure, but it is important because it is necessary in your process. You may also like department strategic plan examples .

5. Don’t select productivity measures just because they are easy. You must create a product or service that are demanded and wanted by your customers. You must focus on the quality of your work to avoid processing again or rework. You may also check out one-page strategic plan examples .

6. Don’t manage by intimidation or placing blame. This will only make people not fully engage in a certain task that they are doing. Yes, they might comply, but that does not mean that they are fully engaged in their tasks.

7. Don’t surrender to “analysis paralysis” in which you got stuck in doing things that are of least importance. Make sure that you are focusing on the most important things that are in line with your goals.

8. Don’t leave people without having the resources they need in order to get the job done. You must also know how to delegate tasks and trust that a certain person can do it and that they are accountable for the acts they are doing. You might be interested in club strategic plan examples .

9. Don’t use modeling to validate your biases. You must have a combination of qualitative and quantitative information in order to identify the issues with the greatest strategic significance for your organization.

10. Don’t take the path of least resistance. Make sure that you are encouraging your team and yourself every day so you won’t burn out.

11. Don’t do things because you are always doing it or you think you should do it even though it is not in line with your mission. Without the mission, you might drift off course and do not know where you are heading to. You may also see school strategic plan examples .

12. Don’t begin laying out the specific tasks before the mission, goals, and objectives. The mission sets forth the context for the goals, which are in turn the context for objectives, tasks, and strategic plans.

13. Don’t expect that everyone in your team will easily accept and embrace the recommendations immediately. Be open to their suggestions, and brainstorm to achieve the most effective plans .

14. Don’t allow important or key individuals and the management to opt out of the process and planning.

Research and Development Strategic Plan Example

Size: 678.5 KB

Transportation Research Synthesis Strategic Plan Example

Size: 2.7 KB

University of Manitoba Research Strategic Plan Example

Size: 285.1 KB

Well-Organized Research Strategic Plan Example

Size: 4.2 KB

There are a lot of dos and don’ts that you have known as presented above and will still know as you go on with your strategic planning, but it is important that you properly lay down your goals, the necessary small steps you need to take every day, as well as the simple operational plans or short-term plans that must be in accordance with the long-term plans or the strategic plans.

There are no shortcuts in achieving your goal; it is better that you take small sure steps each day toward achieving your goal than having large, inconsistent, and uncertain steps.

You might face different challenges in having your strategic plans, but we believe you can go through it especially with the assistance of the examples and dos and don’ts presented in the previous sections.

Text prompt

• Instructive
• Professional

Create a study plan for final exams in high school

Develop a project timeline for a middle school science fair.

Have a language expert improve your writing

Run a free plagiarism check in 10 minutes, generate accurate citations for free.

• Knowledge Base

Methodology

• Sampling Methods | Types, Techniques & Examples

Sampling Methods | Types, Techniques & Examples

Published on September 19, 2019 by Shona McCombes . Revised on June 22, 2023.

When you conduct research about a group of people, it’s rarely possible to collect data from every person in that group. Instead, you select a sample . The sample is the group of individuals who will actually participate in the research.

To draw valid conclusions from your results, you have to carefully decide how you will select a sample that is representative of the group as a whole. This is called a sampling method . There are two primary types of sampling methods that you can use in your research:

• Probability sampling involves random selection, allowing you to make strong statistical inferences about the whole group.
• Non-probability sampling involves non-random selection based on convenience or other criteria, allowing you to easily collect data.

You should clearly explain how you selected your sample in the methodology section of your paper or thesis, as well as how you approached minimizing research bias in your work.

Table of contents

Population vs. sample, probability sampling methods, non-probability sampling methods, other interesting articles, frequently asked questions about sampling.

First, you need to understand the difference between a population and a sample , and identify the target population of your research.

• The population is the entire group that you want to draw conclusions about.
• The sample is the specific group of individuals that you will collect data from.

The population can be defined in terms of geographical location, age, income, or many other characteristics.

It is important to carefully define your target population according to the purpose and practicalities of your project.

If the population is very large, demographically mixed, and geographically dispersed, it might be difficult to gain access to a representative sample. A lack of a representative sample affects the validity of your results, and can lead to several research biases , particularly sampling bias .

Sampling frame

The sampling frame is the actual list of individuals that the sample will be drawn from. Ideally, it should include the entire target population (and nobody who is not part of that population).

Sample size

The number of individuals you should include in your sample depends on various factors, including the size and variability of the population and your research design. There are different sample size calculators and formulas depending on what you want to achieve with statistical analysis .

Prevent plagiarism. Run a free check.

Probability sampling means that every member of the population has a chance of being selected. It is mainly used in quantitative research . If you want to produce results that are representative of the whole population, probability sampling techniques are the most valid choice.

There are four main types of probability sample.

1. Simple random sampling

In a simple random sample, every member of the population has an equal chance of being selected. Your sampling frame should include the whole population.

To conduct this type of sampling, you can use tools like random number generators or other techniques that are based entirely on chance.

2. Systematic sampling

Systematic sampling is similar to simple random sampling, but it is usually slightly easier to conduct. Every member of the population is listed with a number, but instead of randomly generating numbers, individuals are chosen at regular intervals.

If you use this technique, it is important to make sure that there is no hidden pattern in the list that might skew the sample. For example, if the HR database groups employees by team, and team members are listed in order of seniority, there is a risk that your interval might skip over people in junior roles, resulting in a sample that is skewed towards senior employees.

3. Stratified sampling

Stratified sampling involves dividing the population into subpopulations that may differ in important ways. It allows you draw more precise conclusions by ensuring that every subgroup is properly represented in the sample.

To use this sampling method, you divide the population into subgroups (called strata) based on the relevant characteristic (e.g., gender identity, age range, income bracket, job role).

Based on the overall proportions of the population, you calculate how many people should be sampled from each subgroup. Then you use random or systematic sampling to select a sample from each subgroup.

4. Cluster sampling

Cluster sampling also involves dividing the population into subgroups, but each subgroup should have similar characteristics to the whole sample. Instead of sampling individuals from each subgroup, you randomly select entire subgroups.

If it is practically possible, you might include every individual from each sampled cluster. If the clusters themselves are large, you can also sample individuals from within each cluster using one of the techniques above. This is called multistage sampling .

This method is good for dealing with large and dispersed populations, but there is more risk of error in the sample, as there could be substantial differences between clusters. It’s difficult to guarantee that the sampled clusters are really representative of the whole population.

In a non-probability sample, individuals are selected based on non-random criteria, and not every individual has a chance of being included.

This type of sample is easier and cheaper to access, but it has a higher risk of sampling bias . That means the inferences you can make about the population are weaker than with probability samples, and your conclusions may be more limited. If you use a non-probability sample, you should still aim to make it as representative of the population as possible.

Non-probability sampling techniques are often used in exploratory and qualitative research . In these types of research, the aim is not to test a hypothesis about a broad population, but to develop an initial understanding of a small or under-researched population.

1. Convenience sampling

A convenience sample simply includes the individuals who happen to be most accessible to the researcher.

This is an easy and inexpensive way to gather initial data, but there is no way to tell if the sample is representative of the population, so it can’t produce generalizable results. Convenience samples are at risk for both sampling bias and selection bias .

2. Voluntary response sampling

Similar to a convenience sample, a voluntary response sample is mainly based on ease of access. Instead of the researcher choosing participants and directly contacting them, people volunteer themselves (e.g. by responding to a public online survey).

Voluntary response samples are always at least somewhat biased , as some people will inherently be more likely to volunteer than others, leading to self-selection bias .

3. Purposive sampling

This type of sampling, also known as judgement sampling, involves the researcher using their expertise to select a sample that is most useful to the purposes of the research.

It is often used in qualitative research , where the researcher wants to gain detailed knowledge about a specific phenomenon rather than make statistical inferences, or where the population is very small and specific. An effective purposive sample must have clear criteria and rationale for inclusion. Always make sure to describe your inclusion and exclusion criteria and beware of observer bias affecting your arguments.

4. Snowball sampling

If the population is hard to access, snowball sampling can be used to recruit participants via other participants. The number of people you have access to “snowballs” as you get in contact with more people. The downside here is also representativeness, as you have no way of knowing how representative your sample is due to the reliance on participants recruiting others. This can lead to sampling bias .

5. Quota sampling

Quota sampling relies on the non-random selection of a predetermined number or proportion of units. This is called a quota.

You first divide the population into mutually exclusive subgroups (called strata) and then recruit sample units until you reach your quota. These units share specific characteristics, determined by you prior to forming your strata. The aim of quota sampling is to control what or who makes up your sample.

If you want to know more about statistics , methodology , or research bias , make sure to check out some of our other articles with explanations and examples.

• Student’s  t -distribution
• Normal distribution
• Null and Alternative Hypotheses
• Chi square tests
• Confidence interval
• Quartiles & Quantiles
• Cluster sampling
• Stratified sampling
• Data cleansing
• Reproducibility vs Replicability
• Peer review
• Prospective cohort study

Research bias

• Implicit bias
• Cognitive bias
• Placebo effect
• Hawthorne effect
• Hindsight bias
• Affect heuristic
• Social desirability bias

A sample is a subset of individuals from a larger population . Sampling means selecting the group that you will actually collect data from in your research. For example, if you are researching the opinions of students in your university, you could survey a sample of 100 students.

In statistics, sampling allows you to test a hypothesis about the characteristics of a population.

Samples are used to make inferences about populations . Samples are easier to collect data from because they are practical, cost-effective, convenient, and manageable.

Probability sampling means that every member of the target population has a known chance of being included in the sample.

Probability sampling methods include simple random sampling , systematic sampling , stratified sampling , and cluster sampling .

In non-probability sampling , the sample is selected based on non-random criteria, and not every member of the population has a chance of being included.

Common non-probability sampling methods include convenience sampling , voluntary response sampling, purposive sampling , snowball sampling, and quota sampling .

In multistage sampling , or multistage cluster sampling, you draw a sample from a population using smaller and smaller groups at each stage.

This method is often used to collect data from a large, geographically spread group of people in national surveys, for example. You take advantage of hierarchical groupings (e.g., from state to city to neighborhood) to create a sample that’s less expensive and time-consuming to collect data from.

Sampling bias occurs when some members of a population are systematically more likely to be selected in a sample than others.

Cite this Scribbr article

If you want to cite this source, you can copy and paste the citation or click the “Cite this Scribbr article” button to automatically add the citation to our free Citation Generator.

McCombes, S. (2023, June 22). Sampling Methods | Types, Techniques & Examples. Scribbr. Retrieved September 4, 2024, from https://www.scribbr.com/methodology/sampling-methods/

Is this article helpful?

Shona McCombes

Other students also liked, population vs. sample | definitions, differences & examples, simple random sampling | definition, steps & examples, sampling bias and how to avoid it | types & examples, what is your plagiarism score.

by Research Schools Network on the 5th September 2024

Nikki Arkinstall and Stacey Jordan from Staffordshire Research School reflect on a collaborative approach to Pupil Premium strategy planning.

“ When the school community feels included in decisions that affect them, then implementation is likely to improve. People, ultimately, value what they feel part of.”

Quote from EEF School’s Guide to Implementation, 2024

Despite everyone’s best efforts, the academic performance of our disadvantaged students continues to trail behind their peers. According to a recent report from the Education Policy Institute , the disadvantage gap is widening. In 2023 , disadvantaged students at the end of primary school were 10 . 3 months behind their peers, which is a whole month increase since 2019 . This gap further widens as students progress through school, reaching 19 . 2 months at the end of secondary school in 2023 , an increase of over a month since 2019 . To close the gaps in education, schools must work towards adopting evidence-based policies, practices, and interventions. Pupil Premium funding can facilitate this change if strategies are implemented effectively. The Staffordshire Research School collaborated closely with Local Authorities and MATs throughout 2023 / 24 , reviewing over 150 Pupil Premium strategies. From these reviews, we found that in around 60 % of schools, the strategy had not been shared with teaching staff and teaching assistants. It is crucial for everyone to be aware of and feel involved in the strategy for it to make a difference. In some schools, the Pupil Premium strategy is written by one person and uploaded to the website to meet compliance requirements. In other schools, the strategy is developed collaboratively, aligning activities with the school improvement plan. Colleagues work together to identify evidence-based strategies that address student needs and can be feasibly implemented. The strategy is shared with all staff, who receive professional development, clear success criteria, and support to implement the identified strategies. This collaborative approach leads to sustained behaviour change and has a real impact on student progress. Which scenario aligns with the processes in your school? Schools with engaged staff who understand their role in implementation activities have the greatest impact. To support school leaders, we have condensed our reflections into a list of ideas to engage colleagues in a school’s Pupil Premium plan. Leaders can:

Engage people in collaborative processese people so they have the potential to influence change

When the school community feels included in decisions that affect them, and that their perspectives are valued, then implementation outcomes are likely to improve. Leaders should, therefore, provide meaningful opportunities for staff to discuss their perspectives, ideas, and concerns. Active engagement extends to students, families, and other stakeholders who, while not implementing an intervention, arguably have the greatest stake in it.

Engage people in collaborative processes

When people work collaboratively during implementation, they can share knowledge and expertise, bounce ideas off each other, and solve problems together. For example, schools can use implementation teams that include a range of stakeholders to plan, manage, and review implementation of an intervention. Leaders should help people understand how their individual roles contribute to the collective endeavour.

Engage people through clear communication and active guidance

While implementation requires these participatory ways of engaging, and being genuinely open to ideas, it also needs actively guiding and steering. This involves leaders communicating the Pupil Premium plan, the direction of travel, explaining decisions, motivating staff, corralling efforts, and preventing implementation being dragged off track. These actions provide focus to implementation and mean energy is channelled in the right direction.

Reflection Questions

‑How do you involve teachers, TAs, parents, governors and students to gain a comprehensive understanding of the current situation for disadvantaged pupils and identify barriers to change? -How do you provide opportunities for staff members to share their perspectives, ideas, and concerns, making them feel valued and included in decision-making processes? - How do you communicate the direction of travel, explain decisions, motivate staff and corral efforts? Ultimately, successful change requires a deep understanding of the motivations, behaviours, and challenges that impact your school community. By adopting a people-focused approach that engages colleagues and using evidence-based strategies, you can overcome obstacles, build momentum, and create a culture of continuous improvement that benefits everyone and secures fantastic outcomes for your disadvantaged pupils.

3 key next steps: 1 . Read EEF’s School’s Guide to Implementation . 2 . Read our updated PP Guide. 3 . See what support your local Research School is offering. Additional resources and sources of advice: Marc Rowland, Unity Research School – helpful advice and a Disadvantage Strategy RAG rating tool of themes to reflect on – https://researchschool.org.uk/unity/news/reviewing-and-refining-your-pupil-premium-strategy-seven-steps-and-helpful-evidence-informed-resources National Governance Association’s Disadvantage in Education resources, including toolkits for Poverty, Ethnicity, SEND, Vulnerability and Mental Health &  Wellbeing – https://www.nga.org.uk/knowledge-centre/disadvantage-in-education Educational Policy Institute Annual Report – EPI’s 2024 Annual Report, looking at the state of education in England, with a focus on the attainment gap between disadvantaged pupils and their peers – Annual Report 2024 : Disadvantage – Education Policy Institute (epi.org.uk)

More from the Research Schools Network

Blog - 5 September, 2024

How one school is rewriting their writing curriculum

A leadership case study.

Blog - 11 July, 2024

Clips from the Classroom – new video resources for schools

Blog - 10 June, 2024

Implementation across multiple schools: Start with the adults to ensure success for children

This website collects a number of cookies from its users for improving your overall experience of the site. Read more