1. external market opportunity scanning
Enterprises are engaged in business activities in a specific external environment, and the external environment must be considered when making strategic decisions. With the change of external environment, enterprises should adjust their strategies in time to better adapt to the environment, so as to seize more market opportunities and realize the sustained and stable development of enterprises. The positioning school represented by Michael Porter puts forward that enterprises must link enterprises with the environment when considering the competitive strategy, and industry is the most direct environment for enterprises to operate; The structure of each industry determines the competition scope of enterprises, thus determining the potential profit level of enterprises. Therefore, the orientation school shifted the focus of strategic analysis from enterprises to industries for the first time, emphasizing the importance of external environment.
The purpose of external market opportunity scanning is to find out what development possibilities enterprises have in related industries. Therefore, in the external market opportunity scanning, the most important thing is to answer: What can enterprises do when customers face many industries, market segments and business links? In fact, there is a premise assumption here, which is the thinking preference of entrepreneurs, that is, what entrepreneurs want to do. We are doing exhaustive scanning within the scope of what entrepreneurs want to do, rather than exhaustive scanning of all related industries. This needs to be confirmed, revised and finalized in the early communication and daily communication between consultants and clients, so as to reach an understanding.
The specific content of external market opportunity scanning includes the following three aspects:
1. 1 industrial policy
Make a brief review and understanding of historical industrial policies, and more importantly, make a review of recent national and local industrial policies (especially in the last year or two), see the attitudes and specific provisions made by these industrial policies on the standardization and guidance of industrial development, and make a forecast of future policy trends.
1.2 industrial structure
The analysis of industrial pattern is mainly carried out from four aspects: market scale and growth rate, market pattern (including competition pattern and customer pattern), major enterprise formats and industrial technology direction.
Market size and growth rate 1.2. 1
It is impossible for an industry with insufficient scale to become a large enterprise, and famous multinational companies have made achievements in a large-scale industry. Therefore, it is necessary to study the total market volume, average profit rate and average growth rate of this industry, which can also explain the position of enterprises in the industry.
1.2.2 Market structure
Firstly, the competitive pattern of the market is analyzed, which mainly depends on the number of competitors in the market, the state of industrial concentration and whether the competition is fierce. For example, an industry has formed two giants. In this pattern, enterprises that want to enter or have already entered can only survive as followers or marginal guerrilla enterprises. In this case, the strategic breakthrough point of the enterprise may need to change a kind of thinking.
Secondly, it is necessary to analyze the changing trend of existing and potential customer needs, so that the strategic choice of enterprises can meet the increasingly personalized and personalized needs of customers.
1.2.3 major enterprise formats
This paper mainly studies the types of enterprises in this industry and their respective "living methods", including development model and core competitiveness.
1.2.4 industrial technology direction
With the rapid development of science and technology, new technologies emerge one after another. Focus on industrial upgrading technologies that are subversive to the industry and technologies that are substantially transformative to enterprises, and predict the development trend of industrial technologies.
1.3 industrial value chain
In the industrial value chain, some links are high-profit areas and some links are non-profit areas. One of the keys to maintain the core competitive advantage of an enterprise in the industry is to maintain the competitive advantage of its value chain, especially the strategic links of the value chain. Therefore, the analysis of industrial value chain is very important.
After drawing the industrial value chain, it is analyzed from two aspects: one is to look at the process of value transfer in the chain, that is, to scan the prices of all links in the industrial value chain (such as raw materials, semi-finished products and finished products). For example, through price scanning, it is found that in the coal industry chain, the cost of logistics links is very high, as high as 70%. The process of value transfer in the scanning chain has two purposes: one is to see where the high-profit and high-cost links are, and whether the high-cost links are possible to reduce costs; The second is to see if it is possible for this enterprise to enter the high-profit link, or to control this link with the highest cost for our use.
Secondly, refine the key competitive elements of the main links of the industrial chain. For example, one of the key competitive factors in coal production is coal reserves, and the other is the annual production capacity of coal; The key competitive factors in logistics are accuracy and timeliness; The key competitive factors of consumption link are standard and less loss. This step analysis actually paves the way for the following strategic positioning: when choosing a career field, enterprises should build their own competitive advantages according to the key competitive factors of each link in the industrial chain.
Through the analysis of industrial policy, industrial pattern and industrial value chain, it is clear what possibilities and opportunities exist for enterprises in the external market environment.
Second, internal resource capability scanning.
The basic proposition of strategy formulation is to grasp the external market opportunities suitable for the enterprise's own conditions based on the resource capabilities owned or mobilized by the enterprise, and strive to match the resource capabilities of the enterprise with the external market opportunities. When the enterprise's internal resources and ability training do not match the external development opportunities, rushing to win market opportunities will lead to the enterprise failing to grasp anything or even anything because of insufficient internal support or too scattered resources. The resource school, which emphasizes the importance of resources, puts forward that taking the unique resources and capabilities acquired in the development process as the starting point for formulating strategies and accumulating and utilizing these resources and capabilities to open up markets is the source for enterprises to win competitive advantages. Therefore, an objective and accurate assessment of one's own or mobilizable resource capacity is the basis for formulating a strategy.
The purpose of internal resource capability scanning is to find out the feasibility of enterprise development in related industries. Therefore, the most important thing for internal resource capability scanning is to answer: what can enterprises do when customers face many external market opportunities?
The specific content of internal resource capability scanning includes the following three aspects:
2. 1 Existing business structure of the enterprise
See which industries the enterprise is currently in and how each business contributes to the business income and profitability of the whole company; It also depends on the development potential of various businesses. On the one hand, consider which stage of each business is in its life cycle and whether there is still potential for business development. On the other hand, analyze the profit prospects of various businesses. Profit is the foundation of enterprise's survival. Without good profit prospects, even if its growth prospects are good, the business itself will lose its value.
At the same time, it analyzes the advantages and disadvantages of various tangible and intangible resources (such as material resources, human resources, market resources, public relations resources, etc.) ) and the unique ability to use these resources.
2.2 Team Strategic Thinking Cognition
See where the top management thinks the enterprise should go and how to develop, that is, see where the career direction recognized by the top management is. At the same time, it is necessary to know whether the middle and grass-roots employees have a clear understanding of the enterprise development strategy. There is nothing wrong with the choice itself. The key is to unify cognition. As the saying goes, "the root cause of revolutionary division lies in the different routes." Here, the strategic consultant shoulders the heavy responsibility of guiding the high-level team of the enterprise to realize the unity of strategic cognition.
2.3 Management indicators
Through the evaluation of business management indicators such as turnover, profit, suppliers and customers, and human resources. The performance of business management has been tested.
Through the analysis of the existing business structure, high-level strategic thinking cognition and management indicators of the above-mentioned enterprises, we can understand the family background, concept and texture of the enterprises, and determine what feasible market opportunities the enterprises have.
Third, the philosophy of enterprise management
The fundamental mission of consultants is to guide clients to reach a high degree of unity and understanding of the basic propositions of enterprise management. Therefore, after analyzing the possibility and feasibility of enterprise development, it is necessary to return to the business philosophy of the enterprise, such as life (why the enterprise exists), vision (the ideal state that the enterprise should achieve) and values (the principles that the enterprise should abide by in business management), so as to guide the team's strategic thinking cognition.
Through interviews and questionnaires, this paper evaluates the thinking preference, capacity capping and structural complementarity of the top team of the enterprise, and extracts the mission, vision and values of the enterprise according to the industry characteristics, business characteristics and thinking preference of the enterprise.
Fourth, strategic positioning.
Strategic positioning includes the following three aspects:
Choice of business field: comprehensively consider the possibility and feasibility of the future development of the enterprise, take the business philosophy of the enterprise as the judgment and guidance, and use GE matrix, BCG matrix and other models to define the choice of business field of the enterprise, that is, determine the industrial choice and value chain positioning of the enterprise.
Construction of competitive advantage: after the enterprise completes the choice of occupation field, based on the analysis of industrial value chain in the external market opportunity scanning, according to the key competitive elements of each value chain link, the competitive advantage of the enterprise in the selected value chain link is constructed, so as to improve the core competitiveness or value creation ability of the enterprise.
Strategic description: refined through the above business field selection and competitive advantage construction, that is, strategic description. For example, the strategy of a coal logistics enterprise is described as: based on the coal industry, specializing in coal logistics operation and supply chain services, and striving to gain influence and share in the regional coal market with the help of Ordos four vertical and three horizontal railway networks and port node control.
Verb (abbreviation of verb) business model design
Drucker, a master of management, once said: "The competition between enterprises today is not the competition between products, but the competition between business models." Mode has an influence and has a competitive advantage over other competitors, which is the so-called mode winning. Therefore, the essence of business model is to build a unique and relatively differentiated competitive advantage. The specific contents of business model design include:
Profit model design: define the profit model of an enterprise, that is, how to make money, including the source and structure of income, the source and structure of profit target and the business activities to achieve profit.
Business model design: after the profit model is clear, design the ways and means of business development according to the most basic operating principles and concepts.
Management mode design: Based on the above-mentioned management mode and the thinking cognition of enterprise leaders, starting from a specific management concept, what kind of management operation system the enterprise adopts, including governance structure, management methods and management means.
Strategic implementation system of intransitive verbs
Strategic positioning and business model design can be classified as strategic design system. After the strategy is designed, in order to implement it better, it is necessary to clarify the implementation system of the strategy, including strategic objectives, strategies and steps.
Objectives: Objectives include financial objectives (such as turnover and profit), business objectives (such as customer structure and market share) and comprehensive capabilities (such as management capabilities, corporate culture and brand influence). There are four bases for establishing strategic objectives of enterprises: history, potential, competitors and leadership requirements. When calculating the specific index value, we should pay attention to three factors: the product price curve of the industry, the average growth rate of the industry and the growth level of the enterprise itself.
Strategy: refers to the investment strategy (steady, expansion or contraction) and the implementation strategy of each business segment (role positioning, key business measures, etc.). , such as obtaining external resources and opportunities, dealing with upstream and downstream relations, and cost control) to achieve strategic goals.
Steps: refers to the specific promotion path of various businesses of the enterprise, so as to maintain the replacement of the old and the new and achieve sustained growth. McKinsey's three-level theory can be used to decompose the business process of an enterprise into three levels: the first level includes the core business at the core of the enterprise, the second level includes the rising emerging enterprises, and the third level includes the feasible candidate business in the future. Enterprises at different levels should take different measures because their key success factors are different.
Seven. Strategic guarantee system
In order to ensure the effective implementation and execution of the strategy, we must do a good job in ensuring the implementation of the strategy, including:
Organizational control: design organizational control mode, organizational structure and authority system based on strategy, so that the organization can create conditions for the implementation of the strategy.
Financial budget: The strategy itself is the re-division and matching of enterprise resources and capabilities, so the financial budget focuses on defining the investment concept, investment direction and control mode of the planned budget.
Strategic human resource management: based on the above strategic positioning and business planning, analyze the talent demand, make clear what kind of people the enterprise should match and what kind of management concepts these people should have, and then build a talent team, including the selection and retention of employees.
Eight. Strategic evaluation system
Strategic evaluation refers to the evaluation of strategic implementation and performance, as well as cause analysis, including strategic inspection and strategic performance evaluation. Strategic inspection is carried out in the process of strategic implementation, in order to obtain and deal with the differences between strategic implementation and strategic objectives in time, which is a dynamic evaluation and belongs to process control; Strategic performance evaluation is the analysis and evaluation of the completion of strategic objectives at the end of the period. It is a comprehensive evaluation and belongs to post-event control.
Quantitative analysis is mainly used. Generally speaking, the operational effect of the strategy can be analyzed by studying the strategic performance and financial performance of the company. Two good empirical indicators: first, whether the company is fulfilling the established strategic and financial goals, and second, whether the company's performance is above the industry average.
If it is found that there are differences between enterprise performance and strategic objectives through evaluation, the reasons are generally found from the following two aspects: First, whether the strategic guarantee measures are in place. If there is only a problem with the security system, it is usually solved by designing the organization control mode, optimizing the system and combing the process. Secondly, evaluate the changes of internal and external conditions and business philosophy of enterprises: ① Re-evaluate the market opportunities and overall trends of this industry. (2) Re-evaluate whether the resources and capabilities owned by the enterprise have changed or surpassed. If we already have some resources or capabilities that we didn't have before, we obviously need to improve our strategic goals; If the resource capacity has regressed, it is necessary to lower the strategic goal. ③ Re-evaluate the management concept of the enterprise. For example, if a company changes its boss, its interests and concerns will change. By reassessing its business philosophy, we can see whether the strategic direction needs to be adjusted, or whether it is just a tactical fine-tuning (profit model, business model, management model).
Through the analysis of the internal and external environment and conditions of enterprises, under the guidance of business philosophy, we can design the strategic positioning and business model of enterprises, complete the strategic implementation planning and strategic guarantee construction, and evaluate the strategic implementation and performance during and at the end of the strategic implementation. This is the logical framework of the "eight-step" method of strategic positioning and planning. The application of this framework can help consultants to establish a relatively systematic strategic cognitive structure, and enterprises can also refer to this model to complete their strategic positioning and planning.