Enterprise strategic objectives
(1) The development goal of an enterprise is the concretization of its mission and purpose.
(2) The mission of an enterprise refers to the correct positioning of the content and scope of business activities, that is, the long-term strategic intention of the enterprise, as well as values, codes of conduct and business philosophy, in order to achieve economic purposes such as survival, development and profitability.
(3) The enterprise mission includes the purpose of enterprise survival and development, enterprise purpose, management concept and business philosophy.
(4) Enterprise goal is a system, with both long-term and short-term goals; It includes not only the overall strategic objectives, but also local staged campaigns and tactical objectives.
(5) The enterprise goal is the result of the comprehensive balance of the following six basic elements.
1. profitability. Obtaining satisfactory high-level profits is one of the main goals for enterprises to implement strategic management.
② Output ability. The production scale and output capacity of an enterprise show its contribution. When the market is stable, the production capacity is positively related to the profit level.
③ Competitive position. The sales volume and market share of enterprise products are one of the main indicators to measure the performance of enterprises, and improving the competitive position of enterprises is one of the strategic goals of enterprises. Without occupying the commanding heights of the market, the economic goals of enterprises cannot be achieved.
4 technical level. The technical level of an enterprise marks its ability to participate in competition, determines the market position of its products and is related to its strategic choice. Enterprises often regard technological leadership as an important strategic goal.
⑤ Staff development. 2 1 century, the development of employees is as important as the development of enterprises, and employees must be ahead of the development of enterprises in order to form the core competitiveness of enterprises. Employee skill development strategy is an extremely important support point of enterprise development strategy.
⑥ Social responsibility. Modern enterprises exist for people, that is, consumers, and also for improving people's material, cultural and spiritual life quality.
The strategic goal of an enterprise begins with strategic opportunities.
Planned strategic opportunities
Planning has a very important concept, that is, strategic intention, and all planning is to achieve strategic intention. Where does the strategic intention start? Start with the analysis of industry attributes. Industry attributes determine strategic attributes.
There are two kinds of industry attributes: one is resource-based industry and the other is opportunity-based industry. Resource-based industries are generally mature industries, such as home appliances, which hardly give any opportunities to latecomers. If you have no strength, don't mix in the industry. This is basically the case for multinational companies and developed countries. Enterprises in mature industries are resource-based and sound strategies.
Opportunity industry means that the industry will be mature in the future, but it is still an immature industry. There are two criteria: one is whether the industry will be concentrated in the future, and the other is what kind of high-speed growth stage it is in. Opportunistic industries are characterized by low threshold and subversive high growth. The biggest hidden danger of small enterprises in this industry is not that they survived when they were young, but they can live better as long as they continue to grow bigger.
In opportunistic industries, enterprises can't set goals according to the method of resource-based industries, that is, I will do as many things as I have resources. The resources of this industry are imported, and the external resources are concentrated in this industry. In opportunistic industries, the final winner is not a capital rolling enterprise (making profits through capital investment and then investing in repeated production), but a resource-intensive enterprise.
Chairman of Sany Heavy Industry once said in an interview: A colleague is not extensive in management, and the enterprise is very particular about it. Before 15, the scale was larger than Sany, and the profit was higher than Sany (obviously this is a very stable enterprise), but today's sales are only 20% of Sany's? Our management is extensive, we are moderately ahead, but we also seize the opportunity. ?
Sany Heavy Industry has seized the strategic opportunity in the past five or six years. Nowadays, real estate regulation and control, other enterprises no longer have such opportunities.
Determine the strategic intention of the enterprise through strategic opportunities, then determine the business model, and finally get what the goal of the enterprise is.
Lever of planning
It must be remembered that the greatest contribution to the success of enterprises in China is opportunity.
Ordinary plan, no leverage effect. The miracle plan needs leverage. What is the leverage effect? Is:? Give me a fulcrum, and I can move the earth. ?
What is the lever to complete the plan? In China, this lever is usually an opportunity. To make strategic planning, we should start with finding strategic opportunities; To realize the annual plan, we must start with finding tactical opportunities. Strategic opportunities are waiting and tactical opportunities are looking for.
Opportunities always exist, and the key is how to find opportunities, internal or external? Opportunity is external, who is most likely to find it? The answer is: front-line personnel and executives who deal with the outside world. Most executives deal with less internal affairs in the company, they just seek resources. People who do processes within the enterprise are more inclined to problems, while front-line people are more inclined to opportunities.
Strategic goals start with strategic opportunities, and finding opportunities is not the thinking of ordinary people, so how to find opportunities? This requires learning to drive? Opportunity analysis meeting? .
There is always a problem analysis meeting, and few people have the opportunity to analyze it. Problem analysis will usually become more and more frustrating, and may not solve the problem in the end, or there will be more and more problems.
It is a good idea to hold an opportunity analysis meeting and seize the opportunity to solve the problem. However, ordinary people do not have this kind of thinking. We should regard the opportunity analysis meeting as a process: when we can't find a way out, we will hold an opportunity analysis meeting.
Planned? Steering wheel?
This was planned. What if it doesn't go as planned? This requires a control system.
China people are used to controlling the results, and the results are irreversible. So the most important control is process control. Just like a rocket, it must master the flight state at any time after taking off, and can't wait for it to land before controlling it.
Management begins with planning and ends with control. Control is a safety system, which ensures the realization or change of goals. The control system is like the steering wheel of a car. No one dares to drive a car without a steering wheel.
To achieve control, we must first establish an information feedback system. What is the standard practice in the west? Paper homework? . ISO9000 believes that what should be said should be said, what should be said should be done, and what should be done should be seen. It won't happen without a record. China people dislike it? Paper homework? Think it's a waste of time. It's really like wasting time under normal circumstances, but it's different when something goes wrong. You can pass the information on to the management.
? Paper homework? Has it been changed now? Electronic homework? Yes, the practice has changed, but the logic is the same.
Realize? Electronic homework? After that, it is necessary to establish an analysis system to analyze the effectiveness and efficiency of employees' work. There is a company in Shenzhen that builds a short message platform for all employees. Each employee sends his itinerary and work content to the platform through SMS. All authorized personnel can view the employee's SMS record. Unfortunately, this enterprise can't analyze, and the information system doesn't play a controlling role.
I have used this system to analyze 20 salespeople, and found that only 20% salespeople are doing effective work, and only 10% people are working efficiently. Don't think this is a poor enterprise, it is a leading enterprise in the industry. Even in such a company, the performance of employees can be improved by three times through the revision of the analysis system.
By establishing a control system, the following effects can be achieved: although employees are thousands of miles away, the eyes of management are everywhere.
Of course, the goal of digitalization should be taken seriously, because it is related to the income of every employee. But the goal with a soul is by no means a simple digital goal.
The topic of the annual plan is not to provide readers with a set of instrumental methods, but to inject soul into the annual plan, look forward and get through the strategy; Look down and get through. Obvious intention, clear goal and effective and controllable method? This is the goal that the annual plan hopes to achieve.
Four methods of enterprise strategy formulation
1 bottom-up approach
This method means that each business department first formulates a strategy and then submits it to the superior organization. Finally, the company summarizes the strategies formulated by various business departments to form the company strategy, that is, the combination of the strategies of various business departments.
However, this method, at the first level of strategy formulation, that is, all business departments, generally formulate strategies according to their own environment, and the main strategic goal is to consolidate and strengthen the existing business activities of various departments. In addition, most new business units tend to expand existing business activities.
However, due to the importance of the business department to the survival of the company, generally speaking, the managers of the business department are usually familiar with the survival of the company and have a high voice in the enterprise. Therefore, the strategy chosen by the business department is often to solve the company's urgent development plan as much as possible, so it is easier to pass if it is sent to the higher authorities for approval.
However, this bottom-up strategy-making method also has a major disadvantage: because the strategy of each business department is formulated according to its own special environment, the summarized company-level strategy can easily become a hodgepodge, lacking company-wide cohesion, unity and consistency, and a large-scale and complex company may be difficult to adapt to the environment and resources of the whole company.
2 Top-down approach
This method is common in some enterprises that think that making strategies can facilitate team management. Generally speaking, only a few enterprise managers participate in the strategy formulation process. Therefore, this strategy reflects the decision made by top managers on how to effectively achieve enterprise goals.
This method of formulating enterprise strategy can thoroughly discuss and solve any contradiction between various business departments within the company (of course, the suggestions and opinions of lower-level managers need to be considered when learning).
Generally speaking, the top-down enterprise strategy is a cohesive and unified strategic plan, and the company's direction, goals and action goals are very clear. After the company's strategy is determined, it is decomposed into the strategies and policies of each business department and handed over to each business department for implementation. In addition, the strategic objectives and action objectives contained in the company-level strategic planning become the basis for assessing the operation quality of each business department.
3 negotiation methods
This method means that the managers of the company and the business department cross each other and jointly formulate the strategies of the business department and the company.
The strategic plan thus formulated not only reflects the company's goals and requirements, but also has close ties with the special circumstances of the jurisdiction where the business manager is located. It may take a long time and energy to negotiate and consider the strategy, but this consumption will be made up by shortening the approval time and implementation steps of the strategy.
In addition, under this method, the company managers will pay special attention to the form and content of the division's strategy in the process of formulating the strategy, so as to achieve relative unity. At the same time, due to the previous consultation, managers do not need to spend a lot of energy to measure the strategic suggestions of business departments, but can form a company strategic combination according to the company's resources, strategic objectives and company direction.
4 semi-automatic method
The main feature of this method is that the strategic formulation activities of the company and the business department are relatively independent.
Among them, the strategy of the business department is formulated to adapt to the environment and objectives of each department. The formation of the division's strategy is approved and implemented by the company, and the strategy is generally checked and evaluated regularly once a year.
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