How to make enterprise strategic planning?

1, accurate external environment analysis 1) Recognize the changes of external environment. The business environment is constantly undergoing drastic changes, and environmental changes will have an important impact on the operation of enterprises, some of which are even fatal. We should recognize the macro changes, industry changes, changes in competitive conditions and changes in consumer demand, and realize that these changes will be more conducive to our development. 2) Insight into the impact of change. Industry changes are inevitable, but not all changes will have an impact on enterprises. We should distinguish between the major and minor impacts brought about by industry changes. Direct and indirect impacts on enterprises, and systematically analyze these impacts, clearly understand the situation, formulate countermeasures and deal with them. 3) Distinguish the opportunities and threats of enterprises. The changes brought by the external environment are nothing more than opportunities and threats. We should seize opportunities and avoid threats. Distinguishing these and dealing with them in time will make us develop faster. 2. Integration of scientific internal resources and capabilities 1) Inventory of internal resources system. Systematically consolidate human resources, material resources, financial resources, production resources, network resources and hidden resources (corporate culture, employee awareness, etc.). ), and analyze the support and transferability of the strategy. The financial, sales and cost aspects must be quantitative, while the hidden and network aspects must be qualitative. The resource inventory is to define the existing resources and lay the resource foundation for the implementation of the strategy. 2) Enterprise capability integration. Systematically evaluate an enterprise's productivity, marketing power, profitability, financial profitability, development power and operational power, grade the key elements of each part, and compare them with advanced enterprises in industries and regions, so as to clarify the competitive advantages and core competitiveness of enterprises, strive to build their own core competitiveness and evaluate their existing capabilities. 3) Distinguish the advantages and disadvantages of the enterprise. Enterprises with resources and capabilities are unlikely to be all excellent, and the degree of ownership will be different. In the evaluation process, it is necessary to distinguish the advantages and disadvantages of enterprises and formulate corresponding improvement countermeasures, so as to determine the support of various resources and capabilities for enterprise strategic planning and prepare for the next enterprise strategic planning. 3. Internal and external analysis and integration After the analysis of the internal and external environment of the enterprise is completed, the business environment of the enterprise will be clear. We should make a comprehensive comparison between external changes and internal resource capacity support evaluation to determine the strategic planning of enterprises. We compare the key influencing factors in the external environment, the key driving factors in the internal resources and the key success factors in the internal capabilities, and compare them with outstanding enterprises in the industry. Referring to the key factors of industry success and competition success, we choose the strategic direction of the enterprise. Of course, so the strategy is a necessary choice, and all our analysis and insight are aimed at making the strategy more supportive and feasible and ensuring the correctness of the choice. It is necessary to make necessary strategic assumptions for the development of the enterprise, analyze all possible development paths of the enterprise, compare them with the existing resources and capabilities of the enterprise, evaluate the feasibility of the strategic assumptions, predict the effect, discuss the development, and thus determine the development direction and path of the enterprise. 4, clear corporate vision, mission, values 1) understand the significance of enterprise existence. Why do enterprises exist and develop? These basic problems are actually the meaning of the existence of enterprises, perhaps to obtain profits, perhaps to realize the value of entrepreneurs, or perhaps for other reasons. However, before making enterprise strategic planning, we must first make clear the significance of enterprise existence, so as to better realize the value of enterprise existence. 2) Clarify the future vision of the enterprise. In fact, it is to answer the question of "what is the present and what is the future", so that enterprises can truly understand their own needs, see the reality and development prospects clearly, and have clear goals, so that development will be more dynamic. It should be noted that corporate vision can be achieved if it is concrete, clear and enterprising. 3) Clear corporate mission. Enterprise mission is the direction that enterprises choose in the business environment. After all, enterprises are engaged in business activities. Enterprise mission is an important step for an enterprise to clarify its commercial value, and it also needs to be clarified, which is directly related to the goal setting of enterprise strategic planning. 4) Clear corporate values. Enterprise values are the basis for enterprises to do things, the criteria for enterprises to engage in commercial activities, the consistent policy for enterprises' commercial operation, the feasibility and supportability of enterprise strategic planning, and the basis for enterprise development. In the above four aspects, enterprises in reality often have been determined in advance, perhaps subconsciously followed. When making enterprise strategic planning, we should dig and follow these established rules to ensure the correct formulation of the strategy. Of course, with the change of business environment, the above-mentioned aspects will be adjusted as necessary, and the strategic planning will also change accordingly. 5. The development strategy of the enterprise is based on the insight into the business environment and resource capacity of the enterprise, and the service is subordinate to corporate vision, mission and values. We make a strategic plan for the development of the enterprise. When formulating the enterprise development strategy, we should pay attention to: 1) The overall strategy of the enterprise should be closely integrated with the business environment. Business environment and competition will greatly affect the formulation and implementation of enterprise strategic planning, and the future business development trend will also affect the strategic formulation of enterprises; Business analysis should focus on external environment analysis and prediction, and internal inventory should focus on data analysis and ability insight. 2) The strategic planning of enterprises should consider the regional situation. The area where the enterprise is located, the location of the core market, the location of the production base and its surroundings are all important areas for the enterprise to operate, and the situation in these areas also affects the development of the enterprise and the formulation of the strategic plan of the enterprise to a great extent. Strategic planning should take these aspects into account and take into account the possible evolution of the regional situation. 3) The matching degree between enterprise resources and capabilities and strategic planning is an important reference value. There may be many kinds of enterprise strategic plans and strategic assumptions, but the resources and capabilities of enterprises are limited, and there are not many matching strategic plans. The value of strategic choice lies in choosing the right path from assumptions and making up your mind to do it. 6. Formulation of Enterprise Competitive Strategy The enterprise development strategy is established. In order to cope with the competition, we need to formulate the enterprise competitive strategy, which is actually a choice between "low-cost competition, differentiated competition and focused competition". Matters needing attention when choosing a competitive strategy: 1) The competitive strategy of an enterprise can be formulated according to business units, its specific requirements and business strategies can be determined, and different operations can be carried out at various business levels, such as increasing investment, maintaining the status quo, liquidation, etc. ; 2) The competitive strategies of enterprises are different in different regions, and different competitive strategies can be formulated in different regions, focusing on the competitive strategies of core regions and key regions, and differentiating operations to maximize profits; 3) It shall be formulated by different subsidiaries, and different competitive strategies shall be formulated for each company to ensure that its resource capacity can be fully exerted. The differentiation strategies of different subsidiaries shall be combined with the overall planning led by the headquarters. 7. Business strategy Business strategy is the concrete embodiment of enterprise development strategy and competitive strategy. Attention should be paid to formulating business strategy: 1) The company's development strategy is the keynote of the company's business strategy. For example, growth strategy is embodied in business strategy, focusing on business growth, stability strategy focusing on business structure optimization, and compact strategy focusing on business acquisition; The formulation of business strategy must be based on the company's development strategic planning. 2) Competitive strategy is the direction of business strategy formulation. Competitive strategy stipulates the competitive mode and path of enterprises, and business plan is the concrete embodiment of competitive strategy. How to promote business growth, maintenance and elimination will come from the formulation of competitive strategy. 3) The business strategy focuses on the structural optimization, development and promotion at the business level. To make a systematic inventory of the business, we can systematically analyze the sales ratio, gross profit ratio, regional composition, logistics ratio and production guarantee status of the business in combination with the above-mentioned internal resource integration, and carry out related operations according to the competitive strategy. 4) Business strategic planning is actually to make quantitative provisions on business sales, gross profit contribution, sales ratio, regional composition and hierarchical arrangement. This is the landing of the company's development strategy and competitive strategy. 8. Formulation of enterprise functional strategy In order to implement the development needs of the company's business strategy, it is necessary to clarify the strategy of functional departments and the functions of various departments, mainly with the marketing department as the leading factor and the production, logistics, finance and other departments as the guarantee system, and strengthen the operation. When planning enterprise functions, we should pay attention to: 1) clearly define the market department and the general plan of market operation; 2) Defining the sales department, defining the sales department's product research and development strategy, product packaging strategy, brand management strategy, channel construction strategy, customer management strategy and other important links, concentrating resources and strengthening output are the only way for enterprise development. 3) The safety system should be improved. The marketing department is the core, and human resources, organizational construction, financial support and logistics arrangements are equally important. It should be clearly defined, and it is also a strong support for the main value departments of enterprises. 9. The promotion and control of enterprise strategy is very important, the implementation of strategy is more important, and the promotion and control of strategy is the most important. 1) key link control. Long-term tracking and monitoring of key links of enterprise strategic planning, promoting implementation, ensuring its timely and effective operation and promoting overall strategic planning. 2) Key node control. Set several key nodes for enterprise strategic planning, define the time and space for its promotion, and follow up in time to realize the control of key nodes and promote the benign implementation of strategic planning. 3) Financial control. Necessary financial control shall be carried out on the business objectives and supporting objectives determined in the strategic plan, funds required for the implementation and promotion of the strategy shall be paid on time and in a planned way, dynamic monitoring and orderly adjustment shall be carried out in time to ensure the orderly implementation of the strategy, and dynamic management of the strategy shall be promoted by waiting for opportunities. 4) organizational control. When necessary, a "strategic management committee" can be established to promote the formulation, supervision and monitoring of the strategy and ensure the scientific formulation and effective implementation of the strategy.