1. Enterprise strategy
Enterprise strategy is an overall plan for enterprises to seek long-term survival and sustainable development in the face of fierce changes and severe challenges. Enterprise strategy has the most important influence on the realization of enterprise profits. To grasp enterprise management, we must grasp enterprise strategy. The enterprise strategy obeys and serves the business purpose of the enterprise, which is essentially the way and means to ensure the enterprise to obtain the maximum profit.
As a theory, although the study of enterprise strategy started late, it has achieved fruitful results and new ideas and methods are constantly emerging. No matter from the "structure following strategy" proposed by Chandler (1962) to the famous SWOT model. Or Michael Porter's (1980) five-force model of industrial competition and general competitive strategy. They all believe that competition is the key to the success or failure of an enterprise, and the core of enterprise strategy is to gain competitive advantage and position itself reasonably in the industrial structure. Puhard (1990) put forward the viewpoint of enterprise's core competitiveness, and shifted the focus of strategic research from external environment analysis to internal environment analysis. James Malone (1996) put forward the viewpoint of enterprise ecosystem, which made strategic alliance a research hotspot. In the face of complicated strategic management viewpoints and methods, how should enterprises choose? This is a question worth pondering.
Thomason (1998) proposed that group enterprises have four levels: corporate strategy, business strategy, functional strategy and operational strategy, and subsidiaries have three levels: business strategy, functional strategy and operational strategy. The content can be divided into: development strategy, competition strategy, marketing strategy, financial strategy, human resources strategy, organizational strategy, research and development (R&; D) strategy, production strategy, brand strategy, etc.
2. The role of marketing strategy in different levels of enterprise strategy
Marketing strategy runs through all levels of the enterprise. At the highest level, marketing strategy is related to the whole enterprise, that is, the choice of activity combination and brand strategy. Mainly from the perspective of several years to determine the desired combination of activities. At this level, marketing strategy, together with financial strategy, industrial strategy and human resources strategy, has made a fundamental contribution to the so-called "comprehensive strategy" of enterprises.
At a lower level, a marketing strategy can be related to a series of products of the same enterprise, such as all brands of shampoo or all brands of washing powder sold by Procter & Gamble.
At the lowest and most operable level, marketing strategy can also be applied to a single product.
3. The traditional relationship between them
Traditionally, marketing strategy is only a part of enterprise strategy, and most marketing strategies are formulated according to the overall strategy of enterprises, that is to say, marketing strategy only appears after the overall strategy of enterprises. In many enterprises, the top leadership of the enterprise often draws the grand blueprint of the enterprise, and then the managers of various functional departments or divisions make the strategic plans of various functional departments or functional departments on this basis. Because all levels of strategic formulation are top-down, they can only provide information on products, product lines and areas of responsibility and strategic information to senior leaders of the company through proposals; And when you make your own marketing goals and marketing strategies, you should also take the strategic plan as a guide. However, we can see that successful enterprises have their own unique skills in strategy, while failed enterprises are similar: they have fundamentally lost their customer base or market base. The situation in Qin Chi seems to be more obvious and special. It dug a failure trap for itself when it was brilliant. This is a typical case of top-down strategic mistakes. Qin Chi, as a small winery in a county in Shandong Province, made a fortune by promoting targeted advertising, and its glory is winning the bid for CCTV standard advertising. Its corporate strategy is to win by advertising, and then from top to bottom, the whole marketing strategy is also formulated around this strategy, but from the long-term operation of enterprises, advertising can not constitute the core competitiveness of enterprises, advertising can expand market capacity and market share, but it can not achieve fundamental differences between enterprises, that is, it can not create stable customer value. Therefore, many enterprises (such as Giant, Asia, Confucius Banquet, Chinese Turtle, etc. ) advertising and promotion as the strategic orientation of the enterprise achieved groundbreaking success, and later got into trouble. This indisputable lesson tells us that the traditional strategy formulation method has come to an end.
Second, the relationship between modern marketing strategy and corporate strategy
1. Characteristics of marketing strategy
Marketing strategy, that is, in order to adapt to the changes of environment and market, enterprises study marketing problems from a long-term perspective and plan new overall marketing activities from a strategic height. It has the following characteristics: (1) creating customers; (2) Based on market research; (3) It is a combination of strategies to defeat competitors; (4) Pay attention to monitoring and continuous improvement; (5) The result-oriented principle.
General marketing strategies include product strategy, price strategy, distribution strategy and so on. However, the marketing strategy is not to add up the independent decisions made in these different fields; On the contrary, the overall strategy must precede and guide the formulation of specific products, prices, distribution and other strategies, which actually requires a reverse formulation process. For a military general staff, the conception of overall strategy must precede the formulation of individual plans for infantry, artillery, armored force and air force.
The general method of making marketing strategy includes four main steps. The first step is to analyze-diagnose the market, competition and the enterprise itself. The second step is to specify the strategic objectives accurately. The third step is to determine the basic strategic choice, that is, the choice of objectives, positioning, total resources and priorities. The last step is to formulate and evaluate a specific mixed marketing according to the basic choice, that is, the combination of products, prices, distribution and communication strategies. Of course, once the marketing strategy is adopted, it must be sustained through some short-term operational action plans.
2. The modern relationship between them
With the marketing strategy playing a more and more important role in the process of achieving the goals of enterprises, marketing strategy has gradually broken away from the constraints and domination of the overall strategy of enterprises, and has become more and more oriented to target markets and customers. At the same time, it has followed the principles of three successful general strategies: overall cost leading strategy, differentiation strategy and specialization strategy, and has become the only magic weapon for enterprises to win the strategy. The direction of strategic formulation has changed from top to bottom, forming a new reverse relationship.
(1) two theoretical foundations
When roger smith took charge of General Motors (GM) in 198 1, he predicted that GM's share in the three major domestic automobile markets would eventually rise from 60% in 1980 to 70%. In order to achieve this goal, GM launched a $50 billion modernization project. As a result, its proportion has dropped to 58% and continues to decline. GM's North American auto division loses hundreds of millions of dollars every year.
This case of strategic failure once again confirms the true relationship between the two, and it is not difficult for us to find the answer from the basic theory of marketing in retrospect. According to the principle of reverse marketing, that is, from special to general, from short-term to long-term, from tactics to strategy. It is not difficult for us to know that the strategy should be formulated from the bottom up, not implemented from the top down. Only in this way can we make a better strategy. At the same time, the practice of market competition proves that the strategy should be based on a deep understanding of the actual marketing tactics itself, so as to ensure its invincible position. That is, we often say that "tactics dominate strategy, and then strategy promotes tactics."
However, many enterprises are too obsessed with realizing their vision and strategy, ignoring the objectivity of the market and customers. It is always after experiencing ups and downs that I suddenly realize that business opportunities are fleeting. For example, Kodak has been selling X-ray films to technicians in hospital laboratories for many years, but it has noticed that the right to purchase has gradually shifted to professional managers. Marketing-oriented theory tells us that modern marketing has all-encompassing functions and plays a guiding role. Enterprises should determine their own functional departments and allocate business resources according to the needs of marketing, and ask other functional departments to obey and serve marketing, so as to determine the overall development direction of enterprises and formulate enterprise strategies on this basis.
(2) Marketing strategy has become the core strategy of enterprise strategy.
Enterprise strategy has different levels and different functions. In the past, marketing strategy was only a branch and a content of the overall strategy of an enterprise, and it was an integral part of the enterprise strategy. It is true that we can't use marketing strategy to replace the planning of enterprise strategy, but with the continuous improvement and success of marketing strategy, it has laid an irreplaceable foundation for the success of enterprise overall strategy. Among the top 500 companies in the world, IBM, Haier, Procter & Gamble, Wal-Mart, etc. Those who have won in corporate strategy have achieved great success in marketing strategy. Of course, this also requires that other functional strategies of the enterprise must be guided and matched with marketing strategy, thus forming an overall enterprise strategy with marketing strategy as the core.
Guizhou Hongxing Development Dalong Manganese Industry Co., Ltd. is a listed company that produces electrolytic manganese dioxide and provides raw materials for battery manufacturers. Since the company was established in 2002, its production capacity has ranked second in China in just two years, and its products have successfully entered well-known battery manufacturers such as Fu Nan, Shuanglu and Panasonic, and the demand for products is in short supply, ranking second in the market share of high-grade mercury-free alkaline battery raw materials. But who knows that the predecessor of this company is actually composed of Dalong chlor-alkali magnesium factory, Guimercury railway special line and Guimercury auto repair shop, which has been bankrupt and closed in Guizhou mercury mine system. What is the secret of its success? Why can the registered capital of 56 million yuan be rapidly expanded to a huge income with annual sales of 300 million yuan and profits of more than 50 million yuan in a short time? The biggest secret of its success is the success of marketing strategy. Based on the market, through the diagnosis and analysis of the market, we can see that the growth of demand for mercury-free batteries and alkaline batteries has brought strong demand for related raw materials. The market gap is diagnosed as nearly 20,000 tons, and the market demand is increasing at a rate of nearly 30% every year. The company quickly adjusted its strategy and seized the opportunity to concentrate funds to expand its production capacity. Its main product, electrolytic manganese dioxide, has developed from 654.38+100000 tons/year to 30000 tons/year in 2006. At the same time, focusing on the international market and enhancing the strategic height of the enterprise, in addition to well-known battery manufacturers such as Fu Nan, Shuanglu and Leopard King, the share of Red Star products has reached 48%, and Matsushita has signed a formal supply contract with it. The world's largest alkaline battery manufacturer with a demand of more than 50,000 tons has also put forward a procurement demand of not less than 1 10,000 tons. The success of the company's marketing strategy has effectively promoted the implementation of the enterprise strategy, and made it truly realize the enterprise development strategy based on market-oriented, financial management as the leader and corporate culture construction, and achieved success. Through this case, we can easily see that the core position of marketing strategy in enterprise strategy has gradually formed, and the relationship between them is no longer the previous mother-child relationship, but the relationship between chicken and egg. The quality of marketing strategy directly affects the success or failure of the whole enterprise, and the implementation of marketing strategy needs the support of the whole enterprise strategy. The two are interdependent and influence each other.
Nowadays, more and more attention has been paid to enterprise strategy, and its significance is self-evident. Judging from the influence of marketing strategy on enterprise strategy, we clearly realize that it is a crucial job to formulate marketing strategy. Studying the relationship between marketing strategy and enterprise strategy seems to be only a demonstration of a relationship, and more is to find a key breakthrough in formulating enterprise strategy, which is of great significance for formulating more effective enterprise strategy and realizing the maximization of enterprise production and operation profits and sustainable and benign development.