Corporate strategy development methods and practices
The common tools of strategic analysis can usually be divided into the following four categories: PEST (macro-environmental analysis), SWOT (industry environmental analysis), five forces model (industry environmental analysis), value chain (business analysis).
(1) PEST: from Political (Political), Economic (Economic), Social (Social), Technological (Technological) four elements to observe the macro environment, to determine whether the general direction is correct. Mr. Wu Wenzhong believes that things that do not make money, have no market, are illegal, and have no technological threshold cannot be done. So social culture becomes one of the most important factors in the environment who will lead the market consumption, which requires a profound analysis of the industry environment, if the market is ignored there is no stage to play, preliminary research market demand is necessary.
(2) SWOT: is a method of strategic analysis of enterprises, is a way of thinking, according to the enterprise's own established internal conditions for analysis, to find out the advantages, disadvantages and core competitiveness of the enterprise. Insufficient analysis of weaknesses is the key to success or failure, weaknesses analyzed thoroughly and accurately, you can think of ways to make the disadvantages of the most down, to avoid risk. Corporate hand in the SWOT analysis, avoid understatement, we must sink deeper, after a lot of thinking to summarize, condense, summarize.
(3) Five Forces model: from the market point of view of suppliers, potential entrants, customers, alternative products, competitors in the industry to conduct an in-depth objective analysis of the five factors. Among them, the supplier is to determine the size of the supplier's power is the main factor, potential entrants is to determine the strength of the barriers to entry of the main factors, the customer is to determine the size of the buyer's power is the main factor bargaining power, alternative products is to determine the threat of substitution of the main factors, competitors in the industry is to determine the degree of competition within the industry is the main factor. The analysis process often produces a misjudgment, so be sure to analyze objectively.
(4) value chain: value chain analysis is particularly important in the process of practice, how to increase the amount of business and market share, how to market segmentation? It is necessary to position the value, choose the value is to solve the market demand, analyze the value of the benefits of the product. After understanding the multi-faceted information, organize the effective information, according to the enterprise's own ability and thus select the target. The value delivery system belongs to internal operations, and for R&D companies, how to create is as important as how to operate. The next part of the publicity value involves how to sell, how to make customers understand the value of positioning, the core competitiveness of sales depends on the internal operation ability.
How to develop a strategy?
The development of the enterprise's development strategy development in turn, respectively, strategic positioning, strategic orientation, strategic objectives, stage goals of the four processes. Strategic positioning is the vision, is the choice of business and positioning; strategic orientation is the setting of the strategic path, the core of the company's business direction and mode of choice, be sure to think clearly; strategic objectives is the company and the development of business specific indicators of the target setting, the target is determined on the later work of the enterprise is particularly important to the development of the work; and the stage of the target is the same specific indicators of the system under the development of the company and the business of the stage of the target setting.
The development process, the need for each enterprise's own characteristics, the reality of the objective analysis to develop milestones. Rather slow down a little more time, but also to analyze a little more detailed work to the extreme. Once the development is completed, can be reversed to SWOT analysis, so that the company to make more accurate decisions have a great help.
The first step of the strategic purpose is the positioning of the enterprise; the second step of the strategic route directly determines how to do things, how to configure the resources; the third step of the stage goal that is the annual goal, annual plan and budget, key work, the most important is the capacity-building; the fourth step of the organizational security, including the organizational structure, incentives, cadres, and human resources allocation, the achievement of an organization requires Continuous incentives to be more mature; the last step is a qualitative assessment, a summary of the milestones, qualitative and quantitative assessment and adjustment and revision of the objectives.
In the implementation of the five-step approach, we need to pay extra attention to the following three points:
(1) corporate purpose and milestones: the vision is basically maintained, the goal is to constantly pick high. Purpose is the starting point, but also the ultimate indicator of the implementation results, the granularity should be coarse, but firm. Medium-term strategic objectives, to ensure that milestones are reached. Plan at a fine granularity to ensure ? Do what you say you will do?
(2) Capacity building, to fall in the strategic plan: a clear need to build the core competencies, and to be arranged in the key work. Organizational structure and incentives to give protection, team participation? Evaluation of adjustments? to improve capacity.
(3) weak or weak execution, directly related to the planning and organization: in the implementation process, the core team needs to be y involved in communicating the strategic intent, it is easy to in? Executable strategic objectives? Reach *** knowledge to improve the position, reduce the departments? The head of the ass to decide? to enhance the collaborative depth of research or complex planning, should set up a special strategy team to provide the CEO? Decision support? and even in order to ensure the execution of the assumption of? Decision support? The role of strategic differences, the need to unify thinking on the strategic intent, may wish to increase the scope of the discussion to extend the development of time, in order to appropriately sacrifice the development of efficiency in exchange for the team's implementation of efficiency.
Mr. Wu Wenzhong in the creation of Dalian Medical Promise Biological Co., Ltd. before, served in the Chinese Academy of Sciences Institute of Aquatic Biology, to complete the scientific researchers to the entrepreneurs of the magnificent transformation. Mr. Wu has a deep understanding of this process, and believes that the realization of this process needs to overcome a series of difficult problems, and requires a long evolutionary process.
Successful development of business strategy of the trilogy
Before the year visited a number of enterprises one after another, found that the biggest problem is still the problem of strategy, my understanding, the strategy is that entrepreneurs want to understand what they actually want to do, the strategy is that the enterprise has to figure out what they are doing in the future, and then stood in the future on the layout of today. Then why is it so easy to talk about the topic of clear repeatedly let the Chinese entrepreneurs difficult it, to today, I suddenly realized that the original strategy is not the method and means of the problem, but the human nature problem, that is, human nature on how to design their own, followed by the choice of the problem. China's founding decades, the first thirty years to the elimination of the concept of money, the second thirty years and the eradication of the human spirit, therefore, when the faith level facing the question of where to go, what do we take to face the enterprise's life and death choices?
In view of some of the author's research, I think the Chinese entrepreneurs should really do is to immediately establish a thinking, the first thing to ask is what can they do? Everything from the actual situation at the moment; secondly, to figure out what society really needs, according to the market demand to tailor is the king; finally go to calmly think about their own ideals and goals are, so that after the road. This is the logic.
In practice, we also need to clearly recognize the first part of the strategy is? What do you want to do? Mission is the fundamental purpose of existence, what value to create; vision is the enterprise's long-term development of their own expectations; and vision can be broken down into milestones. Therefore, when I do strategy for Chinese entrepreneurs, I often ask a question is: do you want to make money or do you want to do something, or become famous, establish a business? This is the first step for any business that wants strategic clarity.
The second part of strategy is ? What can you do? , can do is the judgment of the external opportunities facing the development of the enterprise. There will always be opportunities, which is always a feature of the external world, but there are big and small opportunities, heavy and light, and ultimately good judgment and seize the opportunity is an important reason for the success of entrepreneurs. A truly smart entrepreneur must be a strategist who goes with the flow and is able to do everything twice as well as half as well as half as well in a timely manner. We must remember that an accurate grasp of the general trend of social, economic and cultural development as well as how the industry evolves is always an important basis for formulating strategies. Always do what is really valuable, not necessarily what makes the most money. It is the second step of strategic clarity.
The third part of the strategy is? Can you do? A company with a good strategy, if the implementation of the strategy of the lack of organizational capacity, then the final strategy is always a strategy, rather than being able to see the results. As the old saying goes, ? No diamond drill, do not take porcelain work? The success of the enterprise strategy must depend on its ability to match the strategy, this ability is the tool for the materialization of the strategy. We all know that good strategic thinking is easy to imitate and learn, but the ability to support the strategy is very difficult to imitate, because the cultivation of enterprise ability is the result of long-term unremitting efforts, not the so-called easy to imitate the work of a day. In the past, we visited all the successful enterprises, its competitive advantage as well as the basic skills of strategy execution ability are in many years ago to lay the groundwork.
If you can master the three core aspects of strategy, you will be able to make the difference between success and failure.
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