After lunch Gordon said they would now use the APT Process 2 to `design' the Restaurant Business Plan.

For this he brought up a new window on the computer screen. 

 top box `Restaurant Business Plan'.

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Because he wanted Jill and John to switch from `~dream' or `~conceptual' thinking to a design/solution type of thinking he added the `hash' symbol `#' to the box.

(For viewing convenience, I have overlapped their Vision Chart with the `Restaurant Plan' chart.)

Gordon explained to Jill and John that they would now design a plan that would match their vision expectations. 

He told them that the process of designing the plan was quite simple.

His conversation went like this.

"When we created the Vision Chart this morning, you said `Great Premises' would be a major part of your vision of success. 

To address this item, I suggest we have a `Premises Development Plan' as part of your business plan".

Gordon then named a major box 1. `# Premises Development Plan'.

"You said `Excellent Food' was part of your vision, so part of your business plan should be the `Excellent Food Plan'".

Gordon put this plan name in plan Box 2.

To address `Effective Marketing', Gordon added box 3. `Effective Marketing Plan'.

So for each major component of the `Vision', a major plan box was created to address the issues concerned.

Take a moment now and study the way they are `designing' the plan.

See if you can understand how Gordon translated `Vision' boxes into `Plan' boxes.

The procedure for this is similar to the last step.

Gordon asked Jill and John to study the Restaurant Vision Chart that they had prepared that morning.

He then pointed to the vision element sub-box 1.1 `Smart Interiors'.

"We will need a sub-plan to address this issue," said Gordon. He then pointed to the Restaurant Business Plan chart and said "How about as a part of the `Premises Development Plan', we have a sub-plan called `Interior Refurbishment Plan'.

The duo nodded in agreement, so Gordon added this sub-plan to the chart.

The team then repeated this procedure on the balance of the `Great Premises' vision elements.

For `Good outside appearance' they created sub-plan 1.2 

`Exterior Maintenance Plan'.

`Excellent car parking', translated into sub-plan 1.3 `Car Park Plan'.

`Can be seen right down the street, became sub-plan 1.4 `Signage Plan'.

Over the next 30 to 40 minutes the planning team created sub-plans to address all the Vision Chart items.

Those relevant to our abbreviated explanation are shown in the next frame.

Notice how the planning team were able to design a complete vision of success, and then design a total solution plan — without getting bogged down with a mass of how-to details.

Keeping it simple

Because this an overview description, I have used a simple one vision elements to one plan chart item approach. 

I have developed several creative variations on this  that makes the process significantly more powerful.

In some situations one sub-plan may satisfy several vision elements. However, in some instances, you may need to provide several sub-plans to address a complex or demanding vision element.

Before we move on to the `action plans' in Process 3, let's review the first two APT processes that our gastronomic duo used.

Getting Started: Jill and John used APT Process 1 to create a Vision Breakdown Chart. This procedure allowed them to build a shared or common vision of success.

Then: They then used APT process 2. to `design' a business plan that would `address' each and every element of their vision. In other words, they designed a vision driven plan.

Next: The next step is to bridge this `dream' and their solution `design' to `reality'.

This will now be described in APT Process 3