Corporate strategic planning allows the company to develop itself and helps the company plan its future career development direction. Below is a sample corporate strategic planning essay that I compiled for everyone to read. Enterprise Strategic Planning Sample 1
1. Historical Review
***The company was established in 199X. At that time, the country was transforming from a planned economy to a market economy, policies for private enterprises began to relax, and various opportunities emerged. ***The founder relied on his courage and vision to enter the instant noodle market at the right time. After six or seven years of hard work, he accumulated a certain amount of original capital.
With the expansion of first-tier brand production capacity, increase in sales and the entry of many second-tier brand newcomers, the XX market has gradually become saturated. It immediately switched to the production and sales of beverages, and experienced several rises and revolutions in the beverage market from juice to ready-to-drink tea to milk drinks, functional drinks, etc. During this period, in order to alleviate the impact on the company during the low and peak seasons of beverage sales, Due to internal pressure and effective use of the company's resources, the company began the production and sales of condiments in 1998: After more than eight years of struggle, the company's production scale has continued to expand and its technology development capabilities have continued to increase. , the level of operation and management continues to improve, and the speed of market response is also constantly accelerating. The overall competitiveness and brand influence of the company have achieved considerable development. Of course, with the intensification of market competition, the overall output value and sales volume of enterprises have slowed down in the past two years, while profits have declined.
It is particularly important to point out that since 200 "" operation policy, continuously strengthened the construction of enterprise software and hardware, and successfully passed ISO9001: 2000 international quality system certification, QS food quality and safety market access certification, HACCP hazard analysis and critical control point international certification As well as the health registration certification of export food production enterprises, it has added a powerful weapon for *** companies to participate in domestic and even international market competition!
Since 200X, in line with the "decisive terminal", In order to meet the requirements of beverage market development trends such as "deep distribution" and "channel flattening", *** Company began to convert and upgrade marketing channels. First of all, it opened all major branches of Wal-Mart, the world's largest retailer, throughout China, and opened more than ten branches of Carrefour, the world's second largest retailer, in South China and Southwest China, and subsequently formed a wave of The sales momentum was like a wave; subsequently, major stores such as Wanjia, Parknshop, New Best, Trust-Mart, Jusco, etc. were also opened one after another. The terminal network in Guangdong Province has been basically complete, and the complete terminal operation summarized from this has gradually been put into operation. The introduction of the model nationwide has made a good start and a good start for the brand war!
More than ten years have passed, and despite all the ups and downs, *** companies can still survive. According to statistics, Chinese companies can survive for five years. In 2016, there were less than 10 companies out of 100 and they had accumulated huge development potential. It is not easy!
More than ten years later, after many vicissitudes, *** Company is still fluctuating in the rapids of the market. It is a pity that a brand is often created every year and many business risks lurk!
II. SWOT analysis
***The development of a company is affected by external and internal factors and is full of risks. It has opportunities but also faces threats; it has advantages but also has disadvantages. The detailed analysis is as follows:
OPPORTUNITY in an environment
1. As China continues to deepen its reform and opening up, its national economy has stabilized increase. The country has accelerated the pace of developing the western region to make economic development more balanced, which has brought new opportunities to many domestic enterprises.
2. In the food and beverage industry, domestic production enterprises, especially small and medium-sized enterprises below the first echelon, generally have low management levels. Most enterprises lack strategic concepts and brand awareness. The "famous brands" in the domestic food industry "The space is large, and *** must seize this opportunity. In future work, put brand awareness first and focus on building the brand. "Aware early, start early." The investment in building the brand in the early stage will be more than the "brand When the "war" comes, it will be much less, and it will also have the effect of getting twice the result with half the effort.
3. In the domestic food and beverage industry, most manufacturers have backward production equipment and low technical content. ***Company can compete with them by relying on its equipment advantages, quality advantages, scale advantages, network advantages, etc. And find out the entry point of the product market and surpass the opponents in the advantageous market.
4. Judging from ***’s current products: milk drinks, tea drinks, fruit drinks, functional drinks, condiment series, etc., the packaging design has a certain level, the quality is acceptable, and the price is relatively reasonable. Various specifications are complete, suitable for consumption by people from different classes, and there is a huge market space.
Threats in the Second Environment THREATNESS
1. Threats One:
Opportunities often coexist with threats. The other side of the "brand" space is poor competition methods and vicious price wars. In particular, some local factories with neither strength nor technology rely on producing low-quality, cheap or counterfeit products and using abnormal business methods. High-quality products pose a certain threat mainly in terms of price. Coupled with the expansion of new manufacturers or some old factories, the maturity of experience, the update of equipment, the improvement of sales networks, the strengthening of brand awareness, etc., the business war will intensify. Prices, operating methods, etc. will also affect some large-scale and large-volume products. , manufacturers with good quality and relatively high prices pose a serious threat.
2. Threat 2:
The food and beverage industry, especially the beverage industry, has little product differentiation, low technical content and slow progress, making it difficult to pass the test in the future. It is difficult to obtain the unique selling point of the product itself by seeking the serialization of product "hardware" through technological progress and innovation, making it difficult for the industry to get out of the price vortex.
3. Threat 3:
The food and beverage wholesale link and most terminals generally lack image building, most business service levels are low, and there is still a lack of standards for brand preparation. Channels and retail stores that can match the “identity” of the brand. However, brand promotion strategy must start from channels and terminals, which is time-consuming and labor-intensive.
4. Threat No. 4:
Whether it is a brand-name product that has been recognized by consumers or a "good product" that has not yet been recognized,
Except for vigorous products In addition to advertising, a sales window that consumers can trust and that delivers goods quickly is also very important. Nowadays, some domestic Class A stores have extremely strict entry conditions. However, some manufacturers, in order to expand sales and increase product awareness, have to compromise and squeeze in even though they know they will make small profits or lose money, thus causing increased costs for the manufacturers, and they will have sales but no profits.
5. Threat No. 5:
From the perspective of the current channel competition environment in the beverage market, we are not as good as the first-tier brands in wholesale and distribution. The first group, such as Master Kong, Uni-President, Erle, Wahaha, Robust, Huiyuan, etc.; from the competitive situation of the second-tier brands and the second group army in the beverage market, we are not as good as Rikang, Zhujiang, etc. in wholesale, and we are not as good as Vita, Zhujiang, etc. in supermarkets. Xianjin, Jinwei, Qiangren, Chuangkang, etc.
6. Threat No. 6:
This year, the heads of beverage production companies lamented that "business is difficult to do and product gross profit margins have declined." The important factor that has led to the "increasingly difficult to make money" in the beverage industry this year is the skyrocketing purchase price of sugar, PE raw materials, and PET plastic bottles. The price of raw materials has become a "helicopter" and has become the main factor driving down industry profits. It is affecting the nerves of all beverage manufacturing companies.
The second *** company has strong marketing STRENGTHEN
① Quick response to information, rapid industrial adjustment, and rapid product replacement. The so-called "a small ship can easily turn around";
② The packaging is flexible and diverse, and the exquisite and novel packaging serves as advertising;
③ The general manager personally handles marketing, has effective personnel promotion, and has a relatively harmonious relationship with dealers;
④ Multiple channels are used simultaneously, including general distribution, Distribution, direct sales, mixed distribution, export sales, independent or cooperative terminal development, etc., channel expansion is eclectic;
⑤ Effective quality control, certain cost advantage.
Three *** Company's marketing weakness WEAKNESS
1. Marketing weakness content
① Lack of resource advantages such as: no fixed milk raw material production base, tea Raw material production base, juice raw material production base, etc.;
② Lack of financial advantage and lack of strength to compete with first-tier companies;
③ Lack of brand awareness and influence;
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④ Does not have independent scientific research and development capabilities;
⑤ The overall level of management and marketing needs to be improved.
2. Weakness response strategies
① Don’t stick to a certain industry or industry for a long time. You should constantly launch new products in a timely manner and eliminate old products; ② It is not suitable to conduct large-scale projects in the short term. Market operations such as TV advertising, holding of large-scale promotional activities, etc.; ③ Every marketing activity should be carried out with profit as the first consideration. If you cannot build a brand, you can have a brand image display or terminal brand exposure;
< p>④ Do not easily get involved in the ranks of high-tech products;⑤ Market expansion should be carried out in an orderly manner and cannot be rushed.
3. Development strategy
Analysis of alternative strategies:
1. Total cost leadership strategy
Key points of this strategy It is to maintain the relatively low cost of products to gain competitiveness by controlling the total cost, which requires enterprises to have comparative advantages in cost control, such as procurement control management of raw materials and packaging, cost management of the production process, and human resources management. , device management, etc. This strategy is suitable for *** company's current accounting system and operating methods.
2. Centralization strategy
Many successful small and medium-sized enterprises often adopt this strategy. This strategy is to avoid direct conflicts with large and powerful companies and often concentrate on a certain market. In this regard, *** did relatively well in the early stage. At present, we still need to adopt this strategy and cannot sow extensively and reap little.
3. Differentiation strategy
Most successful large companies adopt this strategy, which is also a better choice for ***. Differentiation means that enterprises seek long-lasting competitiveness of products by obtaining "selling points" that are different from similar competitive products. As mentioned in the previous threat analysis, it is difficult to differentiate the "hardware" of food and beverage products. We can only create greater differentiation in business strategies, such as using brand image and popularity to create consumer brand preferences. Even though the product is the same. Distinctive sales service network, novel and unique promotional methods, patented personalized packaging, and unique and extraordinary management models and development strategies.
4. Adaptive strategy
As the market environment changes, constantly adjust the business direction and goals of the company
rather than deliberately choosing the above three A certain kind of strategy, or "strategy without strategy". This is also the best choice for *** company at present.
***The company as a whole has no advantage, but it does have advantages regionally, or in a certain link, or in a certain aspect, or in a certain region, or in a certain period, even if a single individual has an advantage. , we should also take it as the center to quickly incubate a single whole to create regional core competitiveness, and then drive the overall competitiveness of the enterprise.
Second overall development strategy established
1. Implement “eight modernization” management and create a take-off platform.
The "eight modernizations" refer to: standardization of operations, form-based processes, management documentation, professional talents, marketing positioning, image socialization, team humanization, and action militarization
2. Use intangible assets such as brand advantages, network advantages, R&D advantages, and management advantages to extensively seek horizontal alliances in the industry
Use limited funds to rapidly expand the business scale and variety range of the enterprise in the short term , consolidate and continuously improve the position of "***" in the industry.
3. Change the business philosophy of the company, and change the business goal from pursuing short-term profit maximization to pursuing long-term asset appreciation, including maximization of intangible assets, so as to win over all relevant groups in the business, such as dealers , consumers, employees and other community organizations, etc., and change the means of promoting enterprise development from "distribution profit" to "innovation profit", including strategic management, technology, products, marketing, etc. All-round innovation.
IV. Development route
Based on the above SWOT analysis and development strategy statement, the company’s short- and medium-term development route can be summarized as follows: accurately grasp market trends, timely adjust industrial layout, and timely launch marketable products. ; Pay attention to the construction and management of the marketing team, adopt a multi-channel marketing route, and cooperate with certain distribution discounts, terminal promotions and brand image display; effectively control product quality, reasonably plan marketing expenses, and appropriately strengthen cost advantages so that *** companies can always Flexible and steady posture, from victory to victory, from glory to glory! Corporate strategic planning sample 2
1. Corporate strategy
Corporate strategy is the positioning and choices of the enterprise, popularly speaking Talking about the idea of ??running a business. What a company plans to do or not do, how it will do it, in what scope it will do it, and for whom it will do it, etc., is the corporate strategy.
1. The starting point, end point and soul of corporate strategy: mission, vision and core values
Mission is why the company is born, vision is where the company ultimately reaches, and core values ??are to ensure An enterprise starts from its mission to achieve its vision with faith. Core values ??are the soul of corporate strategy.
In other words, the mission is the company's responsibility and commitment, the vision is the company's vision for the future, and the core values ??are the fundamental concepts that ensure that the company's operations will not deviate from the course from beginning to end.
The main content of corporate strategy: Generally, companies choose ***10 items from product positioning to management model. Different companies can freely add, subtract, and make choices at different stages of development.
1 Product positioning
What products an enterprise provides or represents, and what services it provides or represents all belong to strategic positioning. Manufacturing enterprises can determine their own product positioning, such as the production of steel, glass, furniture, shoes and socks, etc.; the labor export, financial services, consulting services, agency product sales, agency financial services, agency consulting intermediaries, etc. selected by service enterprises also belong to Product positioning. The key to determining product positioning is to find out the company's own advantages.
2 Service positioning
Service positioning refers to the positioning of service objects, which in layman’s terms is customer positioning. Any product or service is aimed at a specific group of people. Without customers who are willing to buy products or services, a company cannot survive no matter how many and good products it has. Service positioning, market positioning and channel selection together constitute the company's marketing strategy.
3 Market positioning
Choosing the area in which to sell products or provide services is market positioning. In the era of global economic integration, any enterprise has the possibility to introduce products or services to the world. However, at different stages of enterprise development, its market selection is still restricted by many conditions such as the enterprise's product, scale, and location. Finding the best market entry point is the key to the success or failure of business operations. The right choice in the early stage of entrepreneurship can make the company go longer; in the development process, the right choice can make the company bigger and stronger; in the transformation period, the right choice can make the company stand firm and long-lasting in the same industry.
4 Channel Selection
Channel selection means that the company chooses the most convenient way for customers to obtain products or services. There are usually distribution channels, agency channels or direct sales channels. In the Internet era, there are offline channels, traditional channels and online channels and Internet marketing. Channel selection focuses on complementary advantages and mutual benefit.
5 Talent selection
Talent selection is the enterprise’s talent development strategy, which determines the enterprise’s talent use methods, training methods and introduction strategies.
6 Sources of Funds
Sources of funds are a company’s strategy for obtaining funds. Funds are the blood of an enterprise and must ensure continuous supply and turnover.
7 Resource Selection
A productive enterprise refers to the enterprise’s selection of material resources during the production process. It determines the enterprise’s product cost and quality, but also restricts the enterprise’s production scale. and production efficiency.
Non-productive enterprises mainly focus on the selection of information resources, which of course also include policy resources, social resources, and technical resources. Resource selection is crucial to the formation of an enterprise's core competitiveness.
8 Technology Selection
Technology selection can be regarded as the company's technology development strategy. The entry threshold for high-end technologies is high and competition is relatively loose; the entry threshold for low-end technologies is low and competition may be fierce. However, this strategy is subject to talent strategy and funding strategy.
9 Partner selection
Choose like-minded partners to maximize development and minimize risks. Whether in the early stages of entrepreneurship, in the middle stages of growth, or in the later stages of development, enterprises may face the choice of partners. The paths are different and they do not seek each other. The first condition for partner selection is recognition of the company's core values.
10 Management model selection
This also belongs to the category of corporate development strategy. The early stage of starting a business involves the selection and establishment of the organizational structure, including the classification of rights and responsibilities. As an enterprise grows and develops, the management model must be adjusted accordingly.
Any of the above choices or trade-offs must avoid the disadvantages and shortcomings of the company.
2. Expression of corporate strategy: medium- and long-term plans and annual goals
Medium- and long-term plans vary depending on the size of the company. No matter how small a company is, it needs to develop a three-year plan. When an enterprise develops to a certain stage, it needs to formulate a five-year plan. Large enterprises must have a 10-year plan. Ideas that are more than 10 years old are presented using corporate vision.
Enterprise strategic planning must be formulated on a rolling basis, that is, it must be revised every year and cannot necessarily remain unchanged for 3 to 5 years.
Annual goals are a breakdown of the company's strategic plan. Any great corporate strategy must be implemented year by year. The achievement of annual goals makes the strategic plan become a reality step by step.
2. Clear strategic significance
Any enterprise is born from strategy. There is no business without strategy. Large enterprises must constantly adjust their strategies based on the market, environment, organization, and scale. A top priority for small businesses is to have a clear strategy. Especially those enterprises that have developed by relying on opportunities, resources, and cheap labor should understand where they come from and where they are going.
All failed or bankrupt companies can find the reasons from lack of strategy or mistakes. Such as the lack of talent strategy, the company has no successor; vicious low-price competition, and finally the fish and the net are destroyed; blind expansion, the capital chain is broken, the company bleeds to death; the company has broad prospects, rear management constraints, the most typical one is "a pen" tied up A lot of hands and feet, slow decision-making, will inevitably lead to a slow response to the market. As a result, the internal backbone will fall apart, and external customers will turn away...
Chinese companies generally have a weak foundation, and the average life span is less than 3 years, which is the most cruel. Footnote. Countless companies flourish and decline suddenly, and many companies do not know why they live or why they die. Just burying your head in pulling the truck without looking up at the road, the company is trapped in the quagmire of death without knowing it... The tragic failures of countless dead companies are a warning that living companies should establish rules, clear strategies, and correct directions. Only with a clear strategy and clear direction can an enterprise move forward more steadily and sustainably.
If a company has a clear strategy, it will not lose its way. Clarifying the development direction of the enterprise, clarifying the development path of the enterprise, clarifying the enterprise's development blueprint, and optimizing resource allocation can unite people's hearts, attract partners, increase corporate influence, and then enhance the core competitiveness of the enterprise.
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