After the strategic diagnosis report is put forward, customers and consulting project teams will have different assumptions and solutions to some strategic problems existing in customers, such as vision, mission, business scope and growth mode. These assumptions and solutions are strategic ideas. The following will explain the content and steps of the strategic concept one by one.
(1) Source of visual analysis: beautiful editors who took the exam.
1. The meaning of vision
2. The significance of the clearance book of vision management consultant!
(1) Vision can guide the development of strategy and organization.
(2) The vision describes an inspiring fact.
(3) provide guidance for internal personnel
3. Visual decomposition
Vision decomposition is a transitional step to connect culture and strategy, and it is the embodiment of the thinking mode of implementing cultural strategy and rooted strategy in corporate culture. When putting forward the draft vision, the consultant must make qualitative analysis and quantitative analysis, and must fully realize the importance of early communication. Source: Examination University
Qualitative decomposition of (1) vision
(2) Quantitative decomposition of vision
We must adhere to a point of view, the only constant is the vision, and the belief of unswervingly moving in the direction of the vision; The essence of vision guidance lies not in the blunt, unrealistic and over-perfect strategic planning based entirely on digital prediction, but in the dialectical thinking of management based on the enterprise concept and in the flexible response to the core competitiveness combination of the market.
(two) to determine the task of the collector's retreat
1. The meaning of corporate mission
Corporate mission includes four elements: corporate philosophy, corporate purpose, corporate image and corporate social responsibility.
2. Determine the role of the task
3. The content of corporate mission
(1) corporate philosophy
(2) the purpose of the company
(3) corporate image testing-the largest educational website in China (www.Examda. com)
(4) Corporate social responsibility
Corporate social responsibility involves employees, shareholders, suppliers, communities and the government. Among them: the owner (shareholder) requires a good return on investment; Users require to provide satisfactory products (services); Require employees to have good material treatment and development opportunities; Suppliers need reliable credit; The government demands to pay taxes and abide by the law; Competitors demand fairness and tolerance; The public demands to improve the surrounding environmental conditions and support local public welfare activities.
4. The factors that determine the enterprise mission and their influence on the enterprise mission. com)
The factors that determine the mission of an enterprise include external factors and internal factors. External factors include government, community, public, suppliers, customers, competitors and other stakeholders (such as financial institutions). Internal factors include shareholders, board of directors, management and employees.
Consultants help clients analyze and determine their mission. They should consider all the external and internal factors that affect the mission of the enterprise, and find out the key influencing factors through the analysis methods such as the stakeholder matrix (as shown in Figure 2- 17) as the basis for determining the mission of customers.
(3) determining the business scope
1. The meaning of business scope
2. The main consideration in determining the business scope of the enterprise is www.examda.com.
In practice, the business scope of an enterprise is generally determined by the following factors.
(1) initial strategy of the company
(2) the development direction of product diversification
(3) The source of product market changes: the final exam.
(4) Changes in the political and economic situation
3. Principles for determining the business scope of the enterprise
Whether the business scope is reasonable and the business direction is stable will directly affect the correctness of strategic choice and the effect of implementation. Therefore, in order to correctly determine the business scope of an enterprise, the following principles should be followed.
(1) concentrated advantage principle
(2) A relatively stable principle test forum.
(3) the principle of rationality
(D) Choose the mode of growth
In the strategic conception stage at the enterprise level, consultants help customers analyze their vision, define their mission and business scope, and then choose a growth model for customers to realize the company's growth. Generally, there are four growth modes for enterprises to choose from, one is centralized or intensive growth mode; The second is the integrated growth model; The third is the diversified growth model, and the fourth is the alliance model.
1. Centralized or intensive growth mode
Centralized or intensive growth mode is to find development opportunities in the existing business areas of enterprises. There are three ways to achieve intensive growth, namely, market penetration strategy (trying to increase the market share of existing products in the existing market), market development strategy (finding new markets for existing products of enterprises) and product development strategy (developing new products). Source of this article: Examination Network
2. Comprehensive growth model
Integrated growth mode is to establish or merge businesses related to the current business, including vertical integration strategy (which can be divided into forward integration and backward integration) and horizontal integration strategy. Among them, forward integration is the expansion and growth achieved through the merger and acquisition of several enterprises downstream of production and operation, such as the acquisition of wholesalers and retailers by manufacturing enterprises; Backward integration is to increase profits or strengthen control by acquiring one or more suppliers, such as the merger and acquisition of parts manufacturers by automobile companies. Horizontal integration is the merger and acquisition of competitors.
3. Diversified growth model collectors retreat
Diversified growth means looking for attractive new business that has nothing to do with the current business scope of the enterprise. Diversified growth strategies include concentric diversification (developing new products that have a synergistic relationship with the technology or marketing of the existing product line of the enterprise), horizontal diversification (researching and developing new products that can meet the needs of existing customers) and group diversification (developing new businesses that have nothing to do with the existing technology, products and market of the enterprise).
4. Alliance growth model
The way of strategic alliance is to cooperate with other independent organizations in research and development, production, marketing and service, and seek the growth mode of scope economy and synergistic effect through complementary advantages. Strategic alliance can take three ways: equity alliance, non-equity alliance and joint venture. Through the alliance, enterprises can gain benefits such as developing scope economy, learning from competitors, sharing management risks and costs with partners, entering new markets at low cost, entering new industries and new industrial links at low cost, withdrawing from industries or industrial links, and managing uncertainty. Source: www.examda.com.
The choice of growth mode should be combined with the internal resources and capabilities of the customer enterprise and external environmental factors, and carried out in the above growth mode and growth strategy.
(V) Strategic planning scheme
1. Enterprise-level overall strategy Source: www.examda.com.
(1) Overall development trend of enterprises
The overall strategy of an enterprise must be coordinated with the dynamic external environment (including macro overall environment, industrial environment and competitive environment), and the choice of development speed and development opportunity should be reflected in the overall development situation, that is, advance, retreat and defend. Consultants should analyze and judge the overall development trend of the enterprise in the future, such as accelerating development, implementing expansion strategy, stabilizing existing business, digesting some potential problems and risks in the process of enterprise development, or shrinking business, avoiding risks, tide over difficulties, and making suggestions. According to the overall development trend of customers, there are four strategies to choose from at the enterprise level: stability strategy, growth strategy, contraction strategy and combination strategy.
① Stability strategy
Stability strategy refers to the strategy that resource allocation and operation status are basically maintained at the current state and level within the strategic planning period under the constraints of the internal and external environment of the enterprise.
The stability strategy is characterized by expressing satisfaction with past business performance and deciding to pursue established or similar strategic goals; During the strategic planning period, the pursued performance increased in roughly the same proportion; Prepare to serve the society with the same or basically the same products and services in the past.
(2) Growth Strategy Examination-the largest educational website in China (www.Examda. com)
Growth strategy refers to the strategy that enterprises develop to a higher level on the basis of existing strategy.
The growth strategy is characterized by the growth of market share, which is not only manifested in the increase of absolute market share, but also in the increase of relative market share. The profit rate exceeds the social average, and it tends to compete with competitors by non-price means, encourages enterprises to base themselves on innovation, and tends to actively guide or create an environment suitable for their own development.
③ Contraction strategy exam-the largest educational website in China (www.Examda. com).
Shrinking strategy refers to the strategy that enterprises shrink and retreat from the current strategic business field and basic level, which greatly deviates from the strategic starting point. It is a negative development strategy, which is generally implemented only for a short time.
The characteristic of shrinkage strategy is to shrink, adjust and retreat the existing products and market areas of enterprises, strictly control the use of enterprise resources and reduce various expenses as much as possible, which is obviously transitional. Its fundamental purpose is not to save money and stop development for a long time, but to accumulate strength for future development.
④ Joint strategic source: www.examda.com.
Combination strategy is to implement two or more strategies at the same time.
Larger enterprises usually adopt portfolio strategy. This is because large enterprises have many strategic business units, which may be distributed in completely different industries, and the external environment and resources they face are not exactly the same.
In terms of market share and other benefit indicators, the mixed strategy has no definite change direction, because the change direction and size of related indicators of various business units adopting different strategies are not consistent, and sometimes the mixed strategy has to be adopted. For example, when an enterprise discovers development opportunities and intends to adopt a growth strategy in this field, but resources are limited, it will implement a contraction strategy for other business units.
(2) Division of strategic business level (see case P 17). Collectors are retired.
After determining the overall situation of enterprise development, we should divide the business involved by customers into three levels: core business, new business and future business, so as to determine the focus of business development and choose different development models. Enterprises must constantly carry out various activities of business growth, and care about the future development direction of enterprises with the same focus on existing businesses. This requires some methods to keep the balance among current business, new business and future optional business. The three-level theory of strategic business developed by McKinsey & Company (as shown in Figure 2- 18) is a better way to divide business levels. Three different levels of business have different key success factors, evaluation criteria, talent needs and ability requirements.
(3) Enterprise merger and resource allocation
2. Business layer strategy
After determining several groups of overall strategic plans at the company level, it is necessary to further determine the business-level strategies involved in each plan. Business level strategy mainly refers to the competitive strategy planning of each business unit in a diversified enterprise or the competitive strategy of a single business enterprise. Usually, consultants can choose the feasible competitive strategy of each business unit through value chain analysis, competitor analysis, benchmarking analysis, competitive game analysis and other analytical tools and methods.
The biggest and most important difference between various competitive strategies can be simply summarized as: whether the market goal of an enterprise is wide or narrow, and whether the competitive advantage pursued by an enterprise is related to low cost or product differentiation. There are four competitive strategies with the most obvious differences: differentiation strategy, optimal cost supplier strategy, focus strategy based on low cost, focus strategy based on differentiation and so on. Www.Examda.CoM's exam is coming.
3. Establish a strategic target system
The overall strategic goal of an enterprise is diversified, including both economic goals and non-economic goals; Including financial goals and non-financial goals; It includes qualitative and quantitative objectives. Consultants should mainly focus on the financial and non-financial objectives of enterprises.
(1) The financial objectives include:
Income growth
Income growth
Increase shareholders' dividends Source: big exam.
Expand profit space
Improve the rate of return on existing investment capital
Obtain attractive economic added value (EVA)
Powerful securities and credit evaluation exam-the largest education website in China (www.Examda. com)
Increase cash flow
The stock price has gone up.
Obtain attractive and lasting market added value (MVA)
It is considered as a "blue chip company" by the public.
Improve the diversification of the company's income.
Stabilize the company's earnings during the recession.
(2) Non-financial strategic objectives include: Source: www.examda.com.
Increase the company's market share
The cycle from design to listing is shorter than that of competitors, and the www.Examda.CoM exam is bigger than the exam.
The quality level of the company's products is higher than that of its competitors.
Compared with the main competitors, the total cost of the company is lower.
The product line is wider or more attractive than competitors.
Have a stronger image than competitors in the eyes of customers.
Excellent customer service
The geographical coverage is wider than that of competitors. Source: Exam University
Recognized by the public as a leader in technology and product innovation.
Customer satisfaction is higher than that of competitors.
4. Strategic budget source: beauty editor of the big exam.
5. Make alternative strategic plans | Examination collection and collation
Content,