1, the company's current situation evaluation and target determination to understand and evaluate the current operating conditions; Evaluate the core competitiveness and available capabilities and resources, and determine the core competitiveness of enterprises; Determine the financial objectives, expected business performance and the constraints of enterprise development.
2. Determine the selection criteria of the strategic plan to understand the development of the industry/market, that is, market size, market growth, product life cycle, competition, resource demand, profit rate and market entry difficulty; Evaluation of the company's own competitiveness, that is, market share, product line, cost advantage, company image management ability, etc. ; Combined with the company's own core competence, the selection criteria of strategic plan are formulated.
3. Identify and screen development opportunities to determine various development opportunities that may achieve growth; Measure the impact of each opportunity on enterprise development.
4. Determine the final development strategy. According to the size of the impact, prioritize the strategic plan and determine the company strategy; Analyze the capability gap according to industry change factors and key success factors; Decide on the company's functional strategy; Predict the business situation after strategic choice and the gap with the development goal of the enterprise. 5. Making the implementation plan, determining the resources and risks of strategy implementation, and making the implementation plan need scientific methods and tools for analysis. Commonly used strategic planning tools include SWOT analysis, PEST analysis, five kinds of competitiveness, BCG matrix, value chain analysis and so on. SWOT analysis: A comprehensive analysis of perceived strengths, weaknesses, opportunities and threats. PEST analysis for company evaluation and strategic positioning: a comprehensive analysis of key political (and institutional), economic, social and technical factors that form industrial changes. Five kinds of competitiveness are used to determine the industry/market research and determine the key factors for success: the framework for analyzing the company's direct and future competitive environment. These five forces are: new entrants, substitute products, suppliers, buyers and competitors. Analysis of BCG matrix, the key factor for the success of competitive environment: according to market share and market growth rate, four businesses are divided: star, Taurus, problem and thin dog. Used to analyze the value chain of the company's investment portfolio: comprehensively analyze the production value of products within the enterprise and all links of the industry product value chain. It is used to judge the transfer of product profits, judge new competitive threats and determine new profit sources. In addition, ensuring the scientificity and operability of strategic planning requires the attention and participation of the company's senior management to ensure that strategic planning can guide the formulation of future annual business plans and the company's business activities. In the process of strategic planning implementation, it needs to be evaluated regularly and adjusted in time according to market changes.