The formulation of strategic planning is an important link in the development of an enterprise. The rapid development of an enterprise is inseparable from excellent strategic planning. Strategic planning can be said to be a required course for "entrepreneurs". Most entrepreneurs know the importance of "strategic planning", but they don't know much about how to do strategic planning and what key measures it includes. The author summarizes this based on many years of corporate practice and industry consulting experience "Eight Elements of Corporate Strategic Planning" is published for the readers.
1. Strategic Business Opportunities
Excellent "corporate strategic planning" must be an important grasp of "strategic business opportunities". Strategic business opportunities are based on the company's internal resource capabilities and the depth of external business opportunities. Grasp is an "important guarantee" for the rapid advancement of corporate strategic planning, and is also one of the "important assumptions" in formulating corporate development strategies. It is based on the grasp of "strategic business opportunities" that we can better formulate strategies and determine the goals of strategic planning. Main content.
At present, strategic business opportunities are mostly viewed from the industry level, consumption level and competition level. They are based on the company's true grasp of external business opportunities. It is a key link in the formulation of corporate strategic planning and the key to the rapid growth of the company. location.
1. Industrial business opportunities
Enterprise strategic business opportunities are more based on "industrial development" to make their own insights, play a leading role in the development of new industries, and play a leading role in industrial upgrading. Transform and change in a timely manner and find your own direction as the industry changes. Industrial business opportunities mostly come with "industrial development", and their main types are:
1) Business opportunities arise from the emergence of new industries. That is, when new industries arise, companies seize the good opportunities for the development of new industries, provide appropriate guidance for the development of new industries, and promote industrial development; for example, when the quick-frozen food industry rises, Sanquan seized the opportunity in Zhengzhou to seize the rise of the industry and the emergence of giants. This is a good opportunity to focus on the expansion of modern channels and develop regional markets, thereby establishing its position as the leader in the "quick-frozen food industry".
2) Business opportunities for industrial upgrading. That is to say, driven by factors such as technology, production and consumption, the overall industry has undergone new changes. Industrial development is facing upgrading and reengineering. Enterprises must seize the upgrade opportunities to achieve rapid growth; for example, when fried food is upgraded to puffed food, there will be A large number of food companies have followed the trend and promoted the upgrading of new categories and achieved rapid development. The rapid development of snack food production clusters in southern Fujian is benefiting from this.
3) Business opportunities arising from industry change. That is, when major changes occur in industrial operations, companies rely on their core competitive advantages to seize opportunities and grow rapidly; for example, after the "Sanlu" melamine incident in 1998, the dairy industry experienced a "big shock", Sanlu collapsed, and Beijing Sanyuan took advantage of the trend. , merged with Sanlu and achieved dual expansion of production capacity and region.
4) Opportunities for industrial integration. That is, after a large number of capital mergers and acquisitions in the industry, the industrial competitive environment has undergone major changes, and companies have seized development opportunities that are beneficial to themselves to achieve rapid growth; for example, in the beer industry, with the strong intervention of capital, the three giants China Resources, Qingdao and Yanjing have The realization of a large number of "corporate mergers and acquisitions" in the entire beer industry has promoted the soaring concentration of the beer industry. Venus Beer "focused on markets such as Henan" during industrial mergers and acquisitions, promoted the "regional intensive farming" strategy, and achieved rapid breakthroughs.
2. Consumer business opportunities
Consumer business opportunities are based on "changes in consumer demand", which are more based on in-depth research on consumers and grasping the core needs of consumption. It follows that "consumer business opportunities" can trigger changes in corporate market operations, thereby stimulating related actions such as production capacity expansion and technological advancement. The main types of consumer business opportunities include:
1) Business opportunities with changing demand. Consumer demand is often changeable, and its demand often changes with changes in living consumption levels. In the past, consumers' living standards were not high and their consumption levels were limited. Consumer products were mostly concentrated in daily necessities, and optional consumption, There is less consumption of high-end goods, and the improvement of consumer payment ability and living standards have invisibly increased the consumption of luxury goods and high-end goods; according to relevant data, China's personal luxury goods consumption increased by 18% to 22% in 2011, which was the highest level in 2011. China's luxury goods consumption is the region with the highest growth rate in the world's personal luxury goods consumption. In the next decade or two, China's luxury goods consumption will grow at a rate of two or even three times that of GDP. The high growth of the luxury goods industry is a clear example.
2) Business opportunities for demand upgrades.
Some consumer demand itself exists, but the original consumer demand was basic. When consuming, more attention was paid to product quality, purchase convenience, etc.; with the improvement of living standards, consumer demand pays more attention to the high taste, class and individuality of products. ization, paying more attention to product purchasing experience, consumption experience and pleasant transaction experience. The clothing industry has developed from the original ones of wearing firmly, wearing solidly and wearing for a long time to the current ones of dressing beautifully, wearing new clothes and dressing smartly. This is This example proves that the upgrading of consumer demand will definitely bring business opportunities for rapid development of enterprises.
3. Competitive business opportunities
Competitive business opportunities are based on the insight into "competitors" and are often combined with "industrial business opportunities". The development of the industry Seizing business opportunities will inevitably involve "in-depth insights into competitors." Most industry markets are growing rapidly, but not all companies can "find shortcuts to growth" in rapidly developing markets. The mistakes of opponents are good opportunities for corporate development. The main types of competitive business opportunities include:
1) When "competitor mistakes" occur. Enterprises will always take measures in the development of the market, and when their measures are inappropriate, their mistakes are "a rare business opportunity" to their competitors. Enterprises can "take advantage of the opportunity" and directly point out the "mistakes" of their opponents. "emptiness", thereby achieving rapid growth of the enterprise.
2) When "competitors discover the blue ocean". In industrial development, excellent companies are always good at exploring "blue oceans of growth." A new product, a new model, a new channel, and a new technology can trigger new opportunities for growth and new blue oceans of development. "Blue ocean business opportunities" "It is a "rare business opportunity" for the development of enterprises; for example, Apple has launched well-known products such as IPAD and IPhone, and its competitors such as Samsung and Lenovo have also launched related products, *** sharing the "blue ocean" development opportunities,** *Grow together.
2. Core Competence
Strategic business opportunities are for the external resources of the enterprise. They focus more on grasping external business opportunities and focusing more on the discovery of external business opportunities; while focusing on external strategies While looking for business opportunities, we should pay more attention to the internal resources and capabilities of the enterprise to better discover our own core resources and core capabilities. Only by combining internal and external can we formulate a correct "enterprise development strategy."
1. Resource sorting
Enterprise resources are an important support for enterprise development and an important guarantee for enterprise development. Abundant resources are the key to enterprise development and an important driving force for enterprise progress. Resource sorting is one of the prerequisites for the rapid development of enterprises. The key points are mainly focused on:
1) What are the core resources. There are many types of enterprise resources, including implicit resources, such as brand, goodwill, etc.; and explicit resources, such as sales network, product features, etc.; enterprise resources are divided into levels, including short-term resources and long-term resources. , there are general resources and core resources. Enterprises must always be clear about what their core resources are, what is the actual status of the core resources, and what role they play in the development of the enterprise. These are all things that need to be clarified by us. If they are not clear, they cannot be formulated clearly. development strategic planning.
2) How replicable, transferable and exploitable the resources are. Resources are not isolated. They should be transferable, replicable, and convertible. They should play a more important role in the company's future development strategy. They should not lose their luster due to the loss of time, nor lose their effectiveness due to business conversion. Comparing the replicability, transferability and playability of various resources is crucial, and companies must think deeply and gain insight into this; for example, Samsung's patents and Apple's excellent product industrial design are all examples of this. Your own excellent, replicable, transferable, and playable resources.
3) What is the degree of matching and adaptability between resources and industrial development. The momentum of industrial development is turbulent, and the trend dictates that. Enterprises are in the development of the industry, and their resources must maintain a high degree of matching and adaptability to industrial development. For resources that cannot synchronize industry development and cannot assist the development of enterprises, their impact on enterprises The utility of future development is limited, and it is also unable to play a high role in strategic planning. Enterprises must classify and process their resources when sorting out resources. Strategic assets such as patents, technologies, process formulas, sales networks, brands, etc. must be core-protected. Supplier resources, Production equipment, etc. shall be protected as necessary, and non-valuable assets shall be sold off.
2. Capability consolidation
Capability consolidation is an important part of an enterprise's "introspection". A company that has resources does not necessarily have the capabilities. Companies with capabilities can occupy a competitive advantage in future development; Capability consolidation is an important prerequisite for corporate strategic planning. It allows companies to re-examine their capabilities, make necessary preparations for forward pressure, and make corresponding capacity deployments. The key points of capability consolidation mainly include:
1) Confirmation of core capabilities. Enterprises can have a variety of capabilities, including strong R&D capabilities, strong innovative design capabilities, and brand planning and operation capabilities, but some of these capabilities must be "enterprise core capabilities" and these core capabilities cannot be copied. , Unique to an enterprise, the consolidation of enterprise capabilities is to sort out the "core capabilities" of the enterprise and confirm the future driving force of the enterprise's development.
2) Confirmation of capability distribution. Corporate capabilities are divided and attributable. We need to be clear about the distribution of corporate capabilities, which ones belong to corporate capital operation capabilities, and which ones belong to corporate R&D capabilities, brand operation capabilities, product design capabilities, etc. need to be sorted out. Confirm the distribution status of each capability and combine it with the industrial operation chain, corporate value chain, etc., so as to optimize the layout of corporate capabilities and better plan the future of the company.
3) Confirmation of the matching and adaptability of capabilities and industrial development. Enterprises have their own capabilities, but industrial development has its own trends and matching capability requirements. Industrial development is closely related to the status of the enterprise. After confirming the core capabilities of the enterprise and the distribution of enterprise capabilities, it is necessary to confirm the matching of enterprise capabilities and industrial development. nature and adaptability, it depends on the coordination and adaptability of the two. If they are in harmony, they will make use of each other, if they are not in harmony, they will be adjusted. The purpose of strategic advancement is to dock and consolidate capabilities.
3. Comparative Competitive Advantages
Resource sorting and capability consolidation are mostly done for the enterprise itself, and its objects of insight are mostly "internal factors of enterprise development", while competition Compared with its competitors, an enterprise's "comparative competitive advantage" becomes particularly important. It directly determines the enterprise's "strategic advantage" and determines the foundation and reliance of the enterprise's future strategic planning. At the same time, it also partially limits the speed of the enterprise's future development.
Comparative competitive advantage is based on the comparison of enterprise resource capabilities and external competitors. The method of comparison is an important means of entry. Therefore, there are also three types of comparative competitive advantage: comparative advantage in the same industry and correlation. Industry comparative advantages and substitution comparative advantages.
1. Comparative advantage in the same industry
Comparative advantage in the same industry comes from "multiple comparisons in the same industry", that is, the comparative advantage of the company compared with its competitors in the industry. Advantages are mostly concentrated at the "enterprise value chain" level, and mostly involve "enterprise production, supply, sales and related support links". Full value chain comparison and key link benchmarking will definitely make enterprises more aware of their "comparative competitive advantages" , can better understand the advantages and disadvantages of future development, and is more conducive to the strategic decision-making of enterprises.
2. Comparative advantages of related industries
The comparative advantages of related industries come from the business analysis of "industrial chain". This method pays more attention to the "enterprise industry chain" from the perspective of "industrial management" Comparative competitive advantage at "level", starting from the awareness, key links, key capabilities, etc. of "industry chain" operations, comparing the company with upstream and downstream companies, and finding out the key links in the "industry chain" operation and the company's own industry The competition status on the chain determines its competitive advantages to better determine the development direction of the enterprise and confirm the direction and key points of "industrial chain management".
3. Comparative advantages of alternative industries
The comparative advantages of alternative industries mostly originate from the concept of "product substitution", which is more based on the thinking mode of "product management" and uses future products Sales-oriented, determine the company's position and advantages in future marketing, thereby clarifying the advantages and disadvantages of the company's development and determining its comparative competitive advantages to better promote company operations.
4. Strategic Objectives
Strategic objectives are an enterprise’s guidance for strategic planning. They are strategic decisions made by an enterprise based on internal and external inventory. They guide the direction of enterprise development. , determines the future of enterprise development, and at the same time, the "phased promotion and implementation" of its strategic goals also invisibly determines the core tasks of each development stage of the enterprise. Corporate strategic goals include short-term, mid-term and long-term goals.
1. Short-term strategic goals
Most of the short-term strategic goals are time concepts, and most of them are three-year strategic goals, which means "the company completes strategic tasks within three years." It is both There are qualitative goals and quantitative goals. The short-term strategic goals are the "wind vane" of the company's recent development and the guiding document for the company's recent work. Its main contents include: sales goals, market construction goals, technology improvement goals, production construction goals, human resources construction goals, financial management and control goals, Brand building goals, etc., involve all aspects of corporate operations. The direct carrier of recent strategic goals is often the "enterprise annual business plan", which is used to guide the annual operation of the enterprise.
2. Medium-term strategic goals
The medium-term strategic goals are phased. They will guide the company's development within 5 years or 5-10 years. They will adhere to the development direction of the company's development strategy and at the same time According to the phased focus of the enterprise's development, the strategic measures, key links, phased work priorities and key point management and control measures during this period are determined. It is a mid-term guidance document for the enterprise's development and will guide the enterprise's resource capabilities for mid-term operations. Configuration, its main content is more macroscopic, and will pay more attention to sales targets, technology research and development, human resources reserves, regional expansion, etc. to a certain extent. It is evaluative of sales growth targets, has a large forecast component, and also has a certain Development guidance.
3. Long-term strategic goals
Most of the long-term strategic goals of enterprises are more than 10 years. They are more macro-planned based on "corporate vision" and focus more on future development strategies. It is more instructive and is more inclined to provide macro-forecast guidance for various corporate indicators. It is of great guiding significance for the long-term development of the company. Excellent companies will always pay more attention to the formulation and promulgation of "long-term strategic goals" and pay more attention to their macroeconomics. The guiding significance is to pay more attention to its role in allocating resource capabilities.
5. Strategic path
The enterprise has a clear strategic direction and formulated feasible strategic goals, and it must also have a clear strategic path. The strategic path directly carries the strategic goals of the enterprise, is an important support for achieving strategic goals, and is an important way to achieve strategic goals. To choose a strategic path, you must choose the strategic entry point and the carrier of the strategic path.
1. Strategic entry point
The strategic entry point is the short-term "realization" entry point for "the achievement of corporate strategic goals" and is based on the company's actual resources and capabilities. , the choice of entry points is diverse, it can be the development of new products, the research and development of new technologies, the expansion of new regions, the development of new businesses, etc. The definition and implementation of these strategic entry points are An important path for the rapid development of enterprises is also an important aspect of strategic path presentation.
2. Carrying subject
The strategic goal of the enterprise is established, and its implementation path is defined. The carrying subject of its strategic path is also extremely important, and the carrying subject is also the entry point. The implementation department can be the management and control organization for strategic promotion, or an important module for the entry point. The selection, implementation and control of its carrying entities are also important aspects of the strategic path; for corporate departments, the strategy implementation promotion department is mostly the strategic planning department. Department, Strategy Development Department, Development Department, etc., mostly have functions such as strategy formulation, strategy promotion, and strategic supervision.
6. Strategic subject
The strategic subject is the "main part" of strategic planning promotion. It is the core part of strategic planning. It is also the strategic subject and core strategy. It is the entire strategic plan. Where the "soul" lies, companies need to be "cautious".
1. Formulation subject
The formulation subject refers to the formulation subject of the "strategic plan", which determines the depth, breadth and breadth of the influence of the strategic plan. Strategic planning can be at the company level, business level, or functional level. Each has its own scope and degree of influence. Some are formulated by departments such as the Strategic Planning Department and Development Department, and some are formulated by the "Strategic Management Committee" The level, type and level of the formulation entities that promote the formulation determine the role and influence of the strategic plan, as well as the advancement and implementation of the "strategic plan".
2. Core strategy
"Core strategy" is the core and most important link in strategic planning. It carries the strategic direction, constructs the strategic advancement steps, and determines the strategic advancement. Core, the strategy will involve target definition, resource scheduling, capability cultivation, etc., as well as key indicators such as sales achievement, market construction, customer growth, financial control, etc., and will clarify the components of the core strategy. The core strategy usually It is proposed by the management and submitted to the board of directors for approval.
3. Strategic elements
Core strategy is a "business orientation" and a strategic arrangement, which mostly consists of specific strategic plans, and "strategic elements" "Configuration will be the "soul" of the core strategy and a key link in the construction of strategic entities. The core strategy determines the composition of "strategic elements". The core strategy is technology-driven, and technical reserves and R&D mechanism construction become strategic elements. For a market-oriented "core strategy", the strategic elements will inevitably focus on "market planning." , marketing strategy"; strategic elements vary depending on the "core strategy".
7. Strategic Guarantee
The core strategy of the strategy is the key to "enterprise strategic planning", and the implementation of the strategy must have its guarantee. Strategic guarantee is an important part of the advancement of strategic planning. It is also an important support for the successful implementation of the strategy. Strategic assurance covers a wide range and can be divided into functional, service and alliance categories. Different types of assurance have different operational points.
1. Functional guarantee
Functional guarantee is mostly a link that supports the "main strategy" of the strategy. It is subordinate to various functions, such as cultural construction, marketing planning, market construction, In terms of financial control, customer management, etc., functional construction must be oriented towards "promoting core strategies", strengthening the confirmation of key functions, matching of related functions, and support for the implementation of general functions. The mechanism construction and efficient operation of each function are "strategic guarantees" "One of the key links.
2. Service guarantee
Service guarantee mainly refers to various guarantees for "enterprise operations", which can be industrial base services, production supporting services, material warehousing services, logistics distribution services, etc. , Service refinement is an important link to ensure "strategic advancement". Without guarantees, we cannot survive, and without guarantees, we cannot develop. Service improvement is an important link in the rapid advancement of strategy.
3. Alliance guarantee
Strategic alliance is based on the "external competition" of the enterprise. If the enterprise wants to develop, it must quickly promote the "strategy implementation" and handle the conflicts with the outside world. Various interest relationships, handle the relationship with the company's strategic allies, form alliances with stakeholders for common development, maintain close communication with all links in the industrial chain, make common progress, and work side by side with potential competitors Big cakes, etc. are all feasible methods of "strategic alliance".
8. Strategic Control
To implement strategic planning, there must be control. Excellent management and control settings can ensure the rapid advancement of corporate strategies and the correct implementation of corporate plans. Without control, Without success, there is no development without control.
1. Stage division
"Rome" was not built in a day, and strategic goals should also be achieved in stages. The stage division is mostly oriented towards the realization of "strategic goals" and based on corporate resources. Capability characteristics and strategic development planning, accurately define the direction of strategic implementation, determine the key contents of each stage, and determine the implementation methods of each stage. At this time, it needs to be formulated close to the "core competitive advantage" of the enterprise to ensure that the division of strategic stages is correct and feasible. nature, while ensuring the effective implementation of the strategic plan.
2. Key links
The realization of strategic goals always has its key links, and the success or failure of key links will affect the success or failure of strategic advancement. The key links come from the company's definition of strategic goals, from the company's division of strategic stages, and from the in-depth review of the company's own resource capabilities. The identification of key links is also one of the important tasks of strategy makers and strategy executors. The key Links are usually related to strategic planning and are linked to the core resource capabilities of the enterprise.
3. Key nodes
An important method of strategic management and control is "key node control". This node can be a time node. When this stage ends and a new stage begins, it is "key node control". "Key node control" period; this node can be the "key link promotion point". When the key link is implemented to a certain extent, "necessary control" must be carried out to ensure its feasibility, effectiveness and correctness; this node can be the "key link promotion point". Personnel", manage and control the main persons responsible for core work, strengthen the review of their responsibilities, confirmation of task completion, and promotion of future work, etc., to ensure the correct implementation of strategic plans with "core leadership focused management".