The company's business strategy analysis

The company's business strategy analysis, in the workplace time, every company business need to do a good job of strategic analysis, this way for the future of their company is better, I'm with you to take a look at the company's business strategy analysis of the relevant information, take a look at it.

The company's business strategy analysis 1

First, the balanced strategy of enterprise development

The company invests in each new project to consider the risks that it may appear, which is a prudent management attitude. Think of failure before success. Think about selling before you buy, and think about what will happen if you fail before you succeed. Mr. Li Ka-shing said, a mechanical watch, as long as one of the gears has a little problem, you will stop the watch. A company is also, an organization as long as there is a weakness highlighted, it may lead to the failure of the business.

It is very important to have a balanced development of all the elements of a company's growth, and not to leave any detail untouched. The cash flow and the percentage of debt of the company are the most important details. It is important to be prepared, to live within your means, and to balance the risks. Using the idea of balanced business development to unify the direction and strategy of the company's development, you can make the development of the ship of perpetual motion.

Second, control the "smile curve"

"Smile curve" is Mr. Shi Zhenrong put forward, summed up in a very vivid image, is an invasion of the manufacturing industry for many years in the profound summary. The "Smile Curve" is a very vivid and vivid summary. The "Smile Curve" is actually a way to find added value so that more manufacturing companies can be cognizant and understand where they stand.

From the horizontal axis, from left to right are the upper, middle and lower reaches of the industry, that is, the production of spare parts, product assembly and distribution; from the vertical axis, the vertical axis represents the level of added value. General manufacturing enterprises basically have no added value, or very low added value. Take a step back and look at the perspective of market competition, the left side of the curve is the globalization of competition, the core of victory or defeat lies in technology, manufacturing and scale; the right side of the regional competition, victory or defeat is the key to the brand, channels and operations management capabilities.

"Smile Curve" is the best way to illustrate and manage the transformation of manufacturing into brand creation.

Third, the enterprise should have the ability to foresee the crisis

The enterprise is developing at a high speed, but said that it is "Huawei's winter", which is what Mr. Ren Zhengfei said. Mr. Ren emphasized the balanced development, to continuously strengthen the process-oriented and time-oriented management system construction, in line with the company's overall core competitiveness to enhance the conditions, and constantly optimize the work of the enterprise, improve efficiency. It is necessary to have a heart of change and correctly deal with and face crises. Enterprises should carry out comprehensive value system management. In the face of the crisis, the enterprise has no prevention, no foresight, it will be frozen to death. As a result, whoever has cotton clothes will survive.

Fourth, the crisis of the two substitutes

Enterprises in every industry there may be new technologies and substitution, this crisis is devastating. Enterprises can not avoid the product life cycle and industry technology changes in a timely manner, the enterprise will face extinction. Siemens first made telegraphs, IBM first made punching machines, and Intel made storage devices. What do these companies do now? How many times they have gone through strategic transformation, IBM from manufacturing to technology to services, they continue to avoid the crisis of industrial substitution and always in the forefront of the industry, so they live a bright life. The other is the crisis of talent substitution. When the entrepreneurs of the enterprise come to the age of retirement, it is very important to renew the talents of the enterprise in a timely manner and maintain the youthfulness. A youthful pattern can always maintain the level of innovation of the enterprise, is the best means to avoid the replacement of the enterprise.

Fifth, see the future of the circulation industry

Strategy in the development process of an enterprise how important, almost the core elements of the core elements of enterprise development. Only some industries have enterprises in this regard is not obvious and their own, some enterprises are not clear and their own cognition. When this situation occurs, the enterprise is always for the problem of repeated arguments, and industry arguments, and business arguments, and competitors. This argument is like a war. Mr. Zhang Hongwei, president of the Oriental Group, started in the low-end construction industry, in the financial industry to become a trend, after more than 20 years, in the strategic war for many years, and now has a place in the distribution industry, all because of the importance of strategic management.

Zhang Hongwei said, entrepreneurs can play guerrilla warfare, can not afford to play strategic war. This is really a point to break the weakness of small and medium-sized private enterprises in China at present.

Strategy is to see clearer than others, see farther, see longer. This is a basic perspective and mindset. China is the world's largest economy, the meaning of this sentence is to speak of the volume of consumption and consumption of the base. Such a large volume and base is a huge amount of terminal ownership. Therefore, China's distribution industry is the most developed, control the terminal channels, you can control the basic direction of the Chinese market. Consumption circulation industry, one is involved in manufacturing and consumption links, the second and the basic industrial structure and the financial industry is closely related. International circulation giant Wal-Mart, Carrefour in the Chinese market is in this critical link position.

Circulation industry gathered most of the Chinese manufacturing enterprises and distribution companies, at least the next 20 years there are huge opportunities.

Sixth, we must always be for the enterprise physical examination

Some time ago, we contacted a Beijing physical examination company, they are ready to go public in the venture version. But the performance of the past few years is very poor, the financial report is very difficult to see, want to further breakthrough. Physical examination industry is a relatively shallow industry, there is no technical content, low entry barrier, mainly by low prices, group purchasing behavior to win. Basically, it is at the level of selling functions, and it can't make a difference in the upstream and downstream of the industry chain. This enterprise is basically a real sell things, there is no extension of the value chain, they have thought before, but can not find a specific point, there is no way to carry out the implementation.

Enterprises like this are in an unhealthy state. It is necessary to carry out medical checkups to maintain the health of the enterprise for a long time. The medical checkup should be to find a third-party organization, to find experts. What makes them believe in experts. I would like to make a simple analogy here. Experts such as a guide, they have traveled countless roads, but also know a variety of road conditions, physical examination of the enterprise is just like the rush, how fast, how convenient to reach the destination, with the expert guide, you can quickly solve the problem, crack the current predicament.

Let's think about it, if an enterprise takes the wrong road, what will be the result.

Liu Chuanzhi said that the three elements of corporate health. One is to be clear about their own physical condition, meaning to understand what is wrong with their business. The second is to understand the state of competition in their own industry. Understand the biggest weakness of their industry? For example: the biggest expense cost of a cosmetics company is advertising, and the biggest expense of a software company is human resources. So what is the biggest cost of a computer company? It is the cost of components. And components are constantly updating changes, the company if the speed is not improved, is that it will lose the competitiveness of the should. So, when you have a deep understanding of the nature of the industry, not to seize the core of the competition, so as to be different from competitors. The computer industry is ostensibly meta parts, in fact, is the competition of speed. Because of this, speed has become the biggest cost of the computer industry.

Of course, to have a healthy business situation, but also to constantly develop new strategies, as previously mentioned, to avoid the crisis of industry substitution and so on.

Seven, at a strategic level to think clearly to cope with the strategy

Zhang Ruimin said to make the enterprise into a wolf, not afraid of competition. Then how can you become a wolf, you need a series of systematic strategic approach is possible. Commonly known as: how to think, how to do, how to win. How to think is how to become a wolf, how to cope with the challenges: the challenge of global integration, the challenge of information technology, the challenge of developing market rules. How to do? Haier's strategy is "no internal stability, no external strength", not to put both domestic and external demand. How to win? Haier is talking about "market chain", everyone is SBU, to user satisfaction as the biggest goal.

Innovation is destruction, destruction is to create a new balance.

Eight, the biological chain

Mr. Ning Gaoning put forward this idea, is to show the relationship between the biological food chain. If you are at the low end of the food chain, of course, there is no opportunity, the enterprise at least in the high-end of the biological chain, "waiting for money" to collect, because, from the possession of resources, to the distribution of resources, credit system, trading system, and then to the recognition of the labor force and exchange. These laws have been set down in the form of law and morality, the formation of a food chain like provisions, so that you become a person with money and so on. An enterprise without core competitiveness, may be the way of production and modeling problems, the market configuration links do not need you, the low-end are not, not to mention high-end, the enterprise is finished.

Enterprises need to design their own food chain, and always keep themselves at the top of the food chain. Become a "waiting for money" people, "waiting for money" business.

Nine, suddenly grow up sick

A sudden rapid growth of an enterprise will suffer from obesity; a person suddenly get a variety of honors, will get fever; so the governance structure of the enterprise, decision-making and implementation of inefficiency problems have also been highlighted, the enterprise is prone to short-term interests of madness, can not see the way forward to the development of the road. After suddenly growing up, they cannot see the direction, and are prone to toss and turn on tactical issues. With a certain scale of enterprise, in the market competition is mainly strategic level of competition, must see the direction, do the right thing, do a good job of things is the best policy.

Ten, the development of the four power

A good enterprise first of all to have a culture, culture is the values of the enterprise and brand image externalization. An enterprise without culture, his heart has nothing to rely on, is very false. Secondly, there should be a good model, this model can be satchel, is in many industry experience in the continuous optimization, the formation of self-development mode, the formation of sustainable development method model. Third to have a good strategy, strategy is what you can do, what can not be done? In another perspective, it is a choice, it is how to do things. The last is to have good management. The thing about management is that it is a complex and fine mix of things to build up the homogeneity of the business. From the capital structure, corporate strategy, governance structure, management team, product manufacturing, company culture, brand value to form a competitive edge.

Xi, reverse thinking

Some of the conventional laws are used to break, some of the years are generally recognized values are used to break. The so-called sabotage innovation, is to break the old model to create a new model. Breaking the old equilibrium to create a new equilibrium. The price is cheap and beautiful is a price war strategy, almost all companies are using, to the end, the price is cheap, the price war! The beauty of things? In fact, no. Low prices can be beautiful things? In fact, this is an ideal state, the state of flimsy, is a kind of reverse market law to attract customers a way of publicity, and can not really do.

1, the concept of business strategy

Changes in the concept of business strategy:

In the 1950s, management scientists believe that business strategy includes three aspects: ① business purpose; ② business goals; ③ action programs to achieve the goals.

In 1962, Chandler proposed in his book "Business Strategy and Structure" that business strategy consists of three parts: ① the long-term goals of the enterprise; ② the action program to achieve the goals; ③ resource allocation.

In 1980, Quinn pointed out in his book "Strategy for Change" that business strategy is a plan to integrate the organization's main goals, policies and sequence of activities.

The idea of this book is that business strategy consists of both objectives and methods, and is the way in which a company responds or reacts to the challenges of its environment in pursuit of its long-term goals. A strategic manager has four main tasks: (1) to set goals; (2) to plan the course of action to achieve the goals; (3) to implement the strategy and put the program into action; and (4) to collect feedback information to monitor the progress of the action and conduct strategic control.

2, the level of business strategy

Business strategy is generally divided into three levels: overall strategy, business strategy and functional strategy.

Overall strategy is mainly used in diversified enterprises, is the long-term development direction of the enterprise, to determine the scope of products or services to be operated by the enterprise, as well as the allocation and integration of enterprise resources. Overall strategy is a long-term strategy or macro-strategy, and its content is usually more generalized, and its effectiveness is difficult to evaluate.

Business strategy is mainly used to integrate the functions of business units, so that each business unit, in line with the overall strategy, can also play a unique competitive advantage. In a diversified enterprise, related business units may be combined into a strategic business unit to **** utilize expertise, but also to achieve **** knowledge for work planning. In a single-product company, the business strategy is the overall strategy. Business strategy is generally medium-term, that is, 3 to 5 years of planning.

The enterprise development strategy can be divided into basic strategy, growth strategy and defensive strategy from the big aspects of the three categories, the basic strategy can be divided into cost leadership, differentiation and target agglomeration of the three; growth strategy and integration, diversification and strengthening, etc.; defensive strategy has a contraction strategy, divestment strategy, liquidation strategy, and so on. Management learned, here to ask questions.

Functional strategy is mainly used to integrate activities within each functional unit to maximize their effectiveness, in order to assist the business strategy to reach the overall strategy of the enterprise. Functional strategies are short-term in nature, typically referring to a 1-year plan, while the content is specific and clear.

Types of business strategy

Business strategy is diverse and varied, and here we mainly analyze the basic competitive strategy, business development strategy and corporate culture strategy, which is closely related to human resources strategy.

1, the basic competitive strategy

Porter in the book "Competitive Strategy" (1980), the key to the survival and development of an enterprise in the harsh competition in the market lies in the "uniqueness" and "customer value" of its products. The key to an enterprise's survival and development in the harsh market competition lies in the "uniqueness" and "customer value" of its products, without one of the two, it will be difficult for the enterprise to gain an advantage in the competition. In order to obtain a competitive advantage, enterprises can according to their own situation to take one of the following three basic competitive strategy:

(1) cost leadership strategy. In adopting this strategy, an enterprise seeks to reduce costs, expand its scale, and reduce expenses in its production and operation so that its products are less costly than those of its competitors, and thus it can maintain its competitive advantage with low prices and high market share. This strategy is particularly suitable for mature markets and technologically stable industries.

(2) product differentiation strategy. Enterprises adopt this strategy in an effort to differentiate their products from those of their competitors and maintain uniqueness. To accomplish this, a firm may produce innovative products, i.e., products that competitors cannot produce, or products with unique features that competitors' products do not have. Firms may also produce high-quality products to achieve this purpose, outperforming competitors' products with excellent quality.

(3) Target Aggregation Strategy. This business strategy refers to the enterprise focus on a smaller and narrower market segments in the production and operation, and strive to specialize in this market gap, to make up for the lack of other people's products. This strategy is mainly through cleverly avoiding competition and survival and development. Such as Beijing, there is a market is specialized for foreigners to open, do not receive the Chinese, the media have some of the practice of reflecting, regardless of whether this do the French is not accepted, but this is a target agglomeration strategy.

2. Corporate development strategy

Corporate development strategy is divided into the following four main types: growth strategy, maintenance strategy, contraction strategy and reorganization strategy.

1) Growth strategy. Businesses usually adopt growth strategies when the market is expanding and the business is growing in order to capitalize on growth opportunities. There are three different growth strategies that a company can choose from depending on its specific situation.

Centralized growth strategy. The first is to focus on the original product and develop it into a series of products, or to develop a series of products that are related to the original product. A typical example of this development strategy is the Sichuan Changhong Electric Co. In the company's inception stage, Changhong chose the "only child" policy, that is, to concentrate all the energy and resources to produce and operate television sets. When the scale of the company's products, created a famous brand, and then changed to the "many children" policy, on the basis of the television, began to strike, the development of related other home appliances, such as air conditioning, VCDs, digital mobile telephones.

Vertical integration growth strategy. That is, to the original enterprise product upstream industry or downstream industry development. For example, beverage manufacturers can develop breeding, food processing and sales, and even catering, the Zhengda Group is the successful use of this growth strategy.

Diversification growth strategy. That is, on the basis of the original product or industry, to other unrelated or not closely related to the development of products and industries, the formation of what is commonly referred to as the "polygonalization of the business" pattern. For example, the rapid development of Sanjiu Group lies in the use of diversified growth strategy, from 300,000 yuan, from just the production of a gastric medicine enterprises, developed into today's billions of assets, across the pharmaceutical, engineering, construction, beer, restaurants, tourism and other industries, enterprise groups.

⑵ Maintenance strategy. When the market is relatively stable, and is divided into several competing enterprises, in the middle of the enterprise is often taken to maintain the strategy, that is, to hold on to their market share, customers and business areas, to prevent the interests of the enterprise by rivals to eat up, while maintaining vigilance, to prevent new rivals to enter the market. The goal of a company that adopts this strategy is no longer to grow at a high rate, but to maintain its existing market territory and to maximize revenue and return on investment. Commonly used maintenance methods include: cultivating customer loyalty, maintaining brand awareness, developing unique product features, tapping potential customers, and so on.

⑶ contraction strategy. When the enterprise's products into recession or due to changes in the business environment and into crisis, the enterprise can take the contraction strategy to reverse the trend, to overcome the crisis, and strive for the initiative, out of the dilemma. Common contraction strategy methods include:

Turning. The company's business is to give up the current product industry and move into other business areas.

Bankruptcy. To completely withdraw from a product or industry through liquidation and bankruptcy to avoid further losses, or to "cut off a finger to protect the whole body".

Transfer. The management of the enterprise will be handed over to other enterprises, relying on others to get out of the predicament, the transfer of management is often accomplished through mergers, joint ventures, trusteeship, leasing and other ways.

3, corporate culture strategy

Corporate culture mainly refers to the long-term formation of an enterprise and for all employees to agree with the value of beliefs and behavioral norms. Each enterprise will intentionally or unintentionally form their own unique culture, which comes from the ideological concepts of business managers, the enterprise's historical traditions, work habits, social environment and organizational structure and so on. Quinn of the University of Michigan believes that corporate culture can be divided into four major categories based on two axes:

1) Developmental corporate culture. Characterized by an emphasis on innovation and growth, a looser organizational structure, and non-standardized and procedural operations.

(2) Market-oriented corporate culture. Characterized by emphasizing work orientation and goal achievement, and attaching importance to completing all production and operation goals on time.

⑶ family-style enterprise culture. Characterized by emphasizing interpersonal relationships within the enterprise, the enterprise is like a big family, employees are like members of a big family, helping each other and caring for each other, the most valued values are loyalty and tradition.

(4) bureaucratic corporate culture. Characterized by emphasizing the rules and regulations within the enterprise, everything has rules to follow, pay attention to the structure of the enterprise, hierarchy and authority, pay attention to the stability and durability of the enterprise.

The above is an analysis of corporate strategy, the strategy of each enterprise is actually a comprehensive use of business strategy, development strategy and cultural strategy, these three aspects will affect the selection and formulation of corporate human resources strategy.