S enterprise is a pesticide chemical enterprise, headquartered in Shanghai, with two production bases, one mainly producing pesticide raw materials and the other mainly producing pesticide preparations. S enterprise's sales network is all over the country, and its main dominant markets are Henan, Jiangsu and Shandong. 20 1 1 year, the annual sales income slightly exceeds 200 million yuan, and the number of employees is about 300.
In order to rapidly expand the market, improve the market share and brand awareness, S enterprise invested 50 million yuan to establish a very modern production base. The main equipment and facilities are first-class in China, and they have also been highly recognized and valued by the Ministry of Agriculture, the Ministry of Industry and Information Technology, the Economic and Information Committee and other departments, and sent people to the base for inspection many times.
In order to match the excellent hardware facilities, S enterprise decided to carry out management reform and improve the level of soft power. 20 1 1 year, s enterprise system combed the development strategy for the next three years. Through combing, the following conclusions are drawn.
1. macro-environmental opportunities
(1) policy. The state has formulated a series of management measures to standardize industry competition rules. Under the strong policy pressure, industry competition will be further standardized, and the pressure of low-price competition and disorderly competition will be eased in the future.
(2) Economic aspects. The economy has maintained sustained, rapid and healthy development, farmers' income has continued to increase, and the state continues to increase subsidies for agriculture, rural areas and farmers, which will drive the sustained and stable development of the pesticide industry.
(3) Social aspects. The increasing awareness of social environmental protection and health has provided a social and cultural foundation for developing green products with high efficiency, low toxicity, no residue, refinement and intelligence.
(4) technical aspects. Comparatively speaking, the technology accumulation of domestic manufacturers has not yet formed a great technological advantage, and most manufacturers are still in the imitation stage, which is conducive to the formation of R&D advantages for enterprises.
2. Macro environmental threats
(1) policy. The government has strengthened supervision, standardized competition rules and raised environmental protection requirements, which has led to an increase in production costs of enterprises. Relatively speaking, the competitiveness of enterprise products is reduced under the unspoken rule that policies are not implemented in the industry.
(2) Economic aspects. Tight monetary policy increases the difficulty and cost of enterprise financing, and forms an obstacle to the rapid development of enterprises.
(3) Social aspects. Paying attention to and investing in environmental protection will increase the operating costs of enterprises and reduce their competitiveness in the short term.
(4) technical aspects. The research and development of new compounds is monopolized by multinational companies, which has high research and development costs and high risks. The investment and output of enterprises in basic research and development are relatively low, and technical barriers have not been broken for a long time.
The core of strategic map is customer value proposition, that is, the differentiated core competitiveness of future enterprises different from other enterprises. Customer value proposition then supports the company's strategy upwards, guides the improvement of internal processes downwards, and finally implements the management of personnel. Therefore, the second level of analysis is to analyze the industry benchmark enterprises and find out the differentiated value proposition.
3. Reference from industry benchmark enterprises.
(1) strategic planning. Clear strategic direction and objectives; Define the measures to realize the strategy and implement them in the specific work of employees at all levels; Regularly review and revise the strategy.
(2) Marketing management. Establish the concept of customer orientation; In channel management, we should learn from benchmark enterprises, broaden marketing channels and grasp the local market. With the sinking of the channel in the base area, one county is not in a hurry to promote to another county; Learn the sales team management of benchmarking enterprises, but control costs; Improve the per capita contribution rate of sales staff and reduce the sales cost.
(3) R&D management. Raise the product registration certificate to a strategic level; Increase investment in research and development, and half of government funds and annual profits will be invested in research and development; Raise R&D to a strategic level, establish R&D system, build R&D team and establish biological testing team; Declare the national water-based R&D laboratory project; Cooperate with South China Agricultural University to establish national postdoctoral workstation and academician workstation to solve the problem of high-end R&D ability, which is in the first-class or leading level in the industry, and combine with Industry-University-Research to form a series of advantages at the high end.
(4) production management. Improve the level of refined production and clean production; Group purchase, bulk purchase, control procurement costs; Improve the production schedule; Improve the production management level.
(5)IT information management. Improve the level of IT informatization; Improve process standardization and efficiency.
4. The direction of internal ability to be improved.
(1) Market research and brand operation ability: continue to lay a good market foundation; Strengthen industry and competitor analysis; Strengthen the function of market planning and define the market direction and strategy; Gradually optimize the brand and improve the brand management.
(2) R&D capability: on the basis of clear company strategy, clear the direction and focus of R&D and make detailed planning; Strengthen the input of resources, especially the introduction and training of funds and suitable professionals; Strengthen the research and development of high-end products and build a strong research and development system.
(3) Purchasing ability: expanding the scope of supplier selection and reducing enterprise risks; Strengthen the planning and management of procurement; Gradually establish a supplier management mechanism.
(4) Production capacity: strengthen personnel training to adapt to production equipment; Strengthen production planning and scheduling management.
(5) Sales and after-sales service capabilities: broaden marketing channels, strengthen basic sales management capabilities, and strengthen customer management capabilities; Create a marketing model and promote replication; Further improve the after-sales service ability.
(6) Strategic integration ability: improve the overall resource arrangement and utilization ability of the company; Improve the ability of strategic execution, combine strategic objectives with employees' daily work, and constantly review and improve.
(7) Human resource management ability: strengthen human resource planning and strengthen the support of human resource work to strategy; Expand the channels of talent introduction; Improve the talent pool, tap and cultivate the potential of existing talents; Further improve the existing human resource management system and enhance the incentive function.
5. Analysis of key success factors
On the basis of the above analysis, we should also analyze the key success factors of pesticide chemical enterprises. There are two key factors for the success of pesticide chemical enterprises: the first is the construction and expansion of marketing channels. The more channels, the wider the network layout, and the easier it is to get close to farmers. The second aspect is research and development. The stronger the R&D capability, the more products independently researched and developed, and the more competitive advantages it can gain.
6. Analysis of issues concerned by senior managers
At the middle and high-level strategy seminar, the key words that everyone is most concerned about are: listing, improving strategic management level, strengthening resource integration ability, cleaner production, establishing R&D system, building R&D team, improving plant protection service level, establishing postdoctoral workstations in cooperation with universities, strengthening environmental management, broadening financing channels and declaring water.
Considering the opportunities and threats brought by the macro-environment, learning from the experience of industry benchmark enterprises, and investigating the internal capacity improvement and key success factors of the industry, S enterprise finally formed a strategic map with the goal of successfully transforming into a plant protection service provider and listing, focusing on marketing channel expansion and R&D capacity improvement, and based on organizational capacity and strategic human resources system construction, as shown in Figure 2-2.
Figure 2-2 A company's strategic map
Unscramble the strategic map of S enterprise
Generally speaking, we can systematically interpret this strategic map from three aspects.
1. The highest level of big goals
The big goal includes three descriptions: "By 2 105, the sales revenue will reach 100 billion yuan, the listing goal will be successfully achieved, and the company will be successfully transformed from a pesticide manufacturer to a plant protection service provider to promote plant protection".
The big goal is ambitious and has a strong appeal. Of course, for enterprise cadres and employees, it means that while improving their work pursuit, it will also bring considerable pressure. This also reflects the value of strategy, that is, through detailed decomposition, the abstract strategy is concretized into a language that cadres and employees can understand, so as to achieve the purpose of communication from top to bottom and point out the direction of work for cadres and employees.
2. Two main lines support the realization of big goals.
(1) Main line of marketing channel expansion. Under this main line, let's first look at financial goals. At present, the sales revenue is a little over 200 million. Then, in order to achieve the sales revenue target of 65.438 billion yuan in three years, we need to have a strategic goal at the financial level-"multi-channel rapid promotion" to realize the rapid promotion of sales revenue through various channels. Therefore, there are two important strategic goals at the customer level: "multi-channel customer service" and "establishing end-to-end". Among them, the goal of "multi-channel customer service" is to support the goal of "increasing sales through multiple channels", and "building an end-to-end efficient operation platform" is the core to realize the rapid integration of production, supply and marketing systems and deepen channels. To this end, S enterprise put forward a differentiation strategy, including "high quality, low cost, timely delivery and consulting services". These differentiated marketing strategies are all to support the strategic goal of manufacturers sinking and transforming into plant protection service providers.
However, the strategic objectives in the internal process are clearer. In order to support multi-channel services, multiple sales channels should be established in the internal process. S enterprise put forward the channel construction goals of "strengthening existing marketing channels", "building a direct selling system" and "building a big customer service system".
The first is to ensure that the existing channels continue to deepen. On this basis, it is necessary to establish a direct selling system between manufacturers and farmers to provide products and services directly to end customers. At the same time, in order to quickly increase sales, it is necessary to build a sales system for key customers.
At the level of learning and growth, an important goal to support the construction of marketing channels is to build the organizational capacity of "innovation, speed and customer orientation" and reflect the differentiation of capacity building. At the same time, build an efficient plant protection service team and cultivate the team's plant protection service ability.
(2) The main line of improving R&D capability. In improving R&D capabilities, we first put forward the strategic goal at the customer level, "providing customers with the best cost-effective products". This goal is to support the strategic goal of "building an end-to-end efficient operation platform", achieve the goal of high quality and low price through R&D, and promote the efficient operation of the platform.
At the internal process level, there are two objectives, namely, "establishing R&D system" and "improving R&D capability", which support the R&D objectives at the customer level. At the same time, at the level of learning and growth, it is also necessary to support the objectives at the internal process level with the organizational ability of "innovation, speed and customer orientation" and the objectives of building R&D and biological testing teams.
3. Learning and growth goals
No matter what kind of strategic goal, it must be implemented in the end to people's ability and performance. Therefore, learning and growth goals are as important as financial goals. At this level, there are three major goals, namely, "comprehensively improving the three organizational capabilities of innovation, speed and customer orientation", "building a strategic human resource management system" and "creating a strategic-based cultural atmosphere". Progressive goals and hierarchical decomposition are very important organizational capacity-building goals.
Finally, in order to support listing, we also put forward two goals, one is to "maintain government relations and strengthen resource integration", and the other is to "improve financial internal control system and carry out listing operation".
Such a strategic map does not start from the division of departments or functions. It breaks down the barriers between management systems and puts forward strategic objectives from the perspective of enterprise strategy. Each strategic goal is cross-functional and interdisciplinary. It has its own distinct main line and soul, and has played a leading role in the work of senior and middle-level cadres in enterprises.