Based on these common strategic issues, Hua Mu Consulting has a real hypothesis, which requires a unified language and picture to describe, evaluate, recognize and iterate our strategy. Based on this assumption, we iterate some strategy methodologies.
So first, the strategic landing needs a real picture that everyone works together and recognizes. Second, the strategic landing needs several key battles. For organizations, we need to know clearly which key battlefields and which key battles to fight. Executives and managers at every level in the enterprise must clearly know what the most critical battle is in their next work cycle.
How did the strategy come from? Strategy comes from the mission, which explains the sum of all customer values that we will realize for all target customers in the long future. In this way, based on the insight of internal and external factors and the prediction of development, we can draw a long-term vision and a strategic plan (also called strategic path) of 5 years, 3 years, 2 years and 1 year through reverse thinking.
As you can see, in the strategic residence in Hua Mu:
Roof is the mission and vision of 10, and it is something that every organization seriously thinks, confirms and recognizes.
Then there is the annual customer value. When making a strategy, each company must first think clearly about one thing, that is, which customers to choose this year to create what value and to what extent? Only by answering this question clearly can the strategy be clear.