The second is to build a stable business operation system for various functional areas such as procurement, sales and production finance based on business processes, job descriptions and performance appraisal.
Thirdly, the technical support system based on ERP, CRM, SCM, PDM, KM, EIP, EAI and other different information systems.
——SISS (Business Strategy Implementation Support System), a model based on ten years of consulting experience and the best practice of gathering thousands of customers, came into being.
Through the construction of strategic control system
Promote enterprises to define strategic objectives and establish an efficient group management and control model: business indicators are clearly visible, business rhythm is loose, the path is clear, and it is properly grasped and released.
Through the construction of business operation system
The enterprise management mode is constantly innovating, and the operation system is lean and agile. Knowledge management tools have created enterprises with accumulation and memory, employees are smarter, and organizational knowledge assets can be accumulated.
Through the construction of technical support system
IT can condense information strategy, show the commercial value of IT, avoid execution disputes, save IT investment, enhance the core competence of the organization and boost prosperity!
After years of economic development in China, entrepreneurs in China have been very clear about the framework of strategic formulation, and almost every company's top management has a lot of understanding. Everyone who does business is concerned about two issues, one is survival and the other is development. These two problems determine our survival, one is profit and the other is cash flow. If there is no problem with profit and cash flow, the development of the enterprise is definitely no problem. So the problem of development is actually the relationship between profit and income.
Under the existing economic conditions, China enterprises have many development opportunities. Some enterprises grow at the rate of 30%, 40% or even 100% every year, while others are at a standstill. What we can feel is that foreign countries have developed 100 years, and it only takes China 50 years to catch up. The world is changing much faster than we can accept. This is the real environment we are facing. Faced with this environment, enterprises in China have made ambitious plans. We often see the strategy of "becoming the most powerful and largest enterprise in China", but in fact, 90% of the strategies of these enterprises have failed. The basic result of our survey is that only 5% employees know the company's strategy. Almost every enterprise has thought of linking the process of strategy implementation with the incentive of senior executives, but it is difficult to closely link these things under the current situation in China. The strategic problem we face is that at the beginning of the year, the company discussed how to formulate incentive measures, and by the end of the year, everyone can rise to 60% without effort; 85% of senior or middle-level enterprises are thinking about strategy every day, but if they think about strategy carefully, they will feel that there is no result, but if they don't discuss strategy, they will feel that the company's strategic problems are getting more and more serious.