(1) The enterprise environment includes all internal and external factors that can affect the strategic interests of the enterprise. The main task of environmental analysis is to identify the development trend of the external environment, and take this as the background to identify the parts of the internal structure of the enterprise that are not suitable for the external environment, that is, to find out the problems. (2) Prosecute and analyze the past target system and re-set the target. The goal of an enterprise is a hierarchical system, starting from the highest goal and advancing step by step. Set the enterprise's vision and mission, strategic intention, long-term development goals, phased development goals, short-term goals and departmental work goals in turn. (3) Excellent strategy is the product of combining creative thinking with system analysis. In strategic planning, the questions to be answered include: how to meet the needs of customers, how to achieve growth, how to deal with the challenges of environmental change, how to allocate resources to seize opportunities, how to set activities within the company, and how to achieve financial and strategic goals. Strategic decision is to choose a set of decision variables (structural factors)! (4) Strategic implementation refers to the dynamic process of transforming the enterprise's strategic plan into concrete actions, achieving the goals required by the strategic plan through strategic changes, and then achieving overall success. Strategic implementation in strategic management theory mainly refers to all kinds of preparatory work before the strategy is put into action. First, organize mobilization. The purpose is to infiltrate the strategic intention of the company into every employee, and the common means are: propaganda slogan, symbolic action, typical task demonstration and so on. B. structural adjustment. Before the strategy is put into action, necessary adjustments should be made to the organization: ensuring new activities and new functions; Eliminate the adverse effects of organizational inertia; Formulate internal policies. Internal policies are mainly reflected in the company's internal management system and work policy. Internal policy is the development of strategic plan, which can also be said to be the institutionalized performance of strategic plan. C, management center of gravity adjustment. Every organization has its own management focus in a certain period of time, and enterprises should constantly adjust their management focus. The management content and time allocation of top managers are the concrete embodiment of management focus. (5) Strategic control is a special kind of organizational control, which aims to improve and improve the strategic operation effect through the detection and evaluation of the internal and external environment of enterprises and provide a basis for strategic adjustment. Including the monitoring of internal and external environment and the adjustment of organizational attitude. If unexpected changes are found in the monitoring of the external environment, these changes will have a significant impact on enterprises, and enterprises may have to re-examine their own strategies. Monitoring the internal environment requires a set of indicators, such as BSC method.
6. What are the main components of entry barriers?
Entry barriers refer to all kinds of costs that enterprises outside the industry must pay to enter the industry. The main components of entry barriers are:
(1) economies of scale. Scale economy refers to the industrial feature that the cost per unit product decreases with the expansion of business scale. The higher the minimum effective scale of an industry, the greater the barriers to entry. (2) Degree of differentiation. Differentiation refers to the unique pertinence of products and services to customer needs. The higher the degree of differentiation, the greater the barriers to entry. The contents of differentiation include: unique quality and performance; Brand and image; Service; Product mix, etc. (3) switching costs. Conversion into cost refers to the extra cost that customers have to pay in order to change suppliers. The more important the supplier is to the customer, the higher the switching cost of the customer. Switching costs include the following aspects: the cost of retraining their own employees; The cost of new auxiliary equipment; Time, risk and cost required for testing and evaluating newly purchased products; Need technical help from the seller; The newly sold product needs the buyer to redesign the product or change the user's role; The psychological cost of establishing new relationships and breaking old ones; Wait a minute. Turning costs into costs is a very effective competitive weapon-strengthening the connection between enterprises and customers. (4) Technical obstacles. Refers to patented technology, proprietary technology (proprietary technology), learning curve, etc. Learning curve refers to the industrial characteristics that the unit product cost decreases with time. The learning curve enables the earliest enterprises to enjoy the special cost advantage regardless of scale. (5) Control of sales channels. The distribution channel established by the enterprise alone, good cooperative relationship and reputation, brand, etc. (6) policies and laws. National policies protect certain industries, such as finance.