Mainpurpose
Theenterpriseconsultingcompanybelievesthatthestrategicplanningoftheenterprisemainlyhasthefollowingpurposes:
1.Analyzetheexternalenvironmentoftheenterprise;
2.Understandtheinternaladvantagesanddisadvantagesofthecompany;
3.Helpthecompanymeetfuturechallenges;
4.Providethecompanywithcleargoalsanddirectionsinthefuture;
5.Makeeverymemberofthecompanyunderstandthegoalsofthecompany;
6.Companieswithacomprehensivestrategicmanagementsystemhaveahigherprobabilityofsuccessthancompanieswithoutsuchasystem.
Features
Theeffectivenessofstrategicplanningincludestwoaspects.Ontheonehand,whetherthestrategyiscorrectornot,andthecorrectstrategyshouldbeagoodmatchbetweentheorganization’sresourcesandtheenvironment;ontheotherhand,Whetherthestrategyissuitableforthemanagementprocessoftheorganization,thatis,whetheritmatcheswiththeorganization'sactivities,aneffectivestrategygenerallyhasthefollowingcharacteristics:(1)Cleargoals-thegoalsofstrategicplanningshouldbeclear,Shouldnotbeambiguous.Itscontentshouldinspireandencouragepeople.Thegoalshouldbeadvanced,butitcanbeachievedthroughhardwork,andthelanguageofitsdescriptionshouldbefirmandconcise.
(2)Goodimplementability-thedescriptionofagoodstrategyshouldbepopular,clearandexecutable.Itshouldbeaguideforleadersatalllevels,sothatleadersatalllevelscanunderstandexactlyIt,executeit,andalignyourstrategywithit.
(3)Organizationandpersonnelimplementation-thepersonwhoformulatesthestrategyisoftenthepersonwhoexecutesthestrategy.Agoodstrategicplancanonlyberealizedwithgoodpeopletoexecuteit.Therefore,thestrategicplanrequiresimplementationatalllevels,downtotheindividual.Thestrategyformulatedbytheseniorleadershipshouldgenerallybetoldtothesubordinatesintheformofdirectionandconstraints.Thesubordinatesacceptthetaskandtellthesubordinatesinthesameway.Thislevelofrefinementcanbedeeplyrootedintheheartsofthepeopleandeveryoneknowsthestrategicplan.It'spersonal.
Thepersonalizedstrategicplanclarifieseveryone'sresponsibilitiesandcanfullymobilizeeveryone'senthusiasm.Ontheonehand,thismotivateseveryonetousetheirbrainstothinkofways,andontheotherhand,itincreasesthevitalityandcreativityoftheorganization.Inacomplexorganization,itisdifficulttoidentifyallopportunitiesonlybyaseniorleader.
(4)Flexibilityisgood-anorganization’sgoalsmaynotchangeovertime,butitsscopeofactivitiesandtheformoforganizationalplanschangeallthetime.Thestrategicplanisonlyatemporarydocumentandshouldbeperiodicallycheckedandreviewed.Theflexibilitymakesiteasytoadapttotheneedsofchange.
Formulation
Simplyput,theformulationofastrategicplanistheformulationofadevelopmentstrategicplan:howtoachievethesetgoalsundercurrentandfutureconditions.
(1)Basicprinciplesofstrategicplanning
1.Principlesofcoordinateddevelopmentwiththeeconomy
Thedevelopmentofmoderneconomyisthefoundationofthedevelopmentofmodernlogistics.Thereisnosuchthingastherapiddevelopmentofmodernlogisticswiththerapideconomicdevelopment.Thedevelopmentofmodernlogisticsneedstobecoordinatedwitheconomicdevelopmentandindustriallayout.
2.Theprincipleofunifiedplanningandstep-by-stepimplementation
Unifiedplanningandstep-by-stepimplementationcanpreventwasteofresourcescausedbyrepeatedconstruction.Taketheconstructionoflogisticsparks,logisticscenters,anddistributioncentersasthefocusofplanning,optimizeandcoordinatetheinvestmentandconstructionofkeyareasandkeyprojects,andbuildabatchofdemonstrationeffects,strongradiationfunctions,andcorrespondingplansaccordingtotheplan.Logisticsprojectswithhierarchicalfunctions.
3.Theprincipleofcombiningintegrationandconstruction
Accordingtothedifferentiatedlocationandresourceadvantagesofthecentralcity,makefulluseoftheexistingbasiclogisticsconditions,optimizethecombinationofresources,andusemodernElectronicinformationnetworktechnologyandadvancedmanagementmethodshaveenabledexistinglogisticsresourcestobecomprehensivelyimprovedintermsoffunctionandutilizationefficiency.Basedontheintegrationoflogisticsresources,withthegoalofbuildingamodernlogisticsservicesystem,adheretothecombinationofintegrationandconstruction,andpromotetheorderlyandsounddevelopmentofmodernlogistics.
4.Theprinciplethatthegovernmentguidesenterprisesasthemainstay
Givefullplaytothegovernment’sroleofencouragement,guidanceandsupport,createagoodenvironmentandnecessaryatmosphereforthedevelopmentofmodernlogisticsindustry,andgivefullplaytotheenterprise’sroleinthelogisticsmarketThedominantpositioninChinaencouragesenterprises,especiallybackboneleadingenterprises,toinnovateindependentlyinmarketcompetition,improveservicequality,enhancetheircorecompetitiveness,andbecomebiggerandstronger.
(2)Themethodofformulatingstrategicplanning
Theleadershipisinstructedtoformulatefromtoptobottom.Thismethodisusedinmanycompanies.
Bottom-up,withpublicinstitutionsasthecore;
Theleadershipestablishesaplanningdepartment,whichisformulatedbytheplanningdepartment;
Entrustaresponsible,trustworthy,andauthoritativeconsultingagencytodevelop,Ofcourse,theresponsibility,trustworthiness,andauthoritymentionedherearesomenecessaryconditions.
Developedincooperationwithcompaniesandconsultingagencies.
Intheactualplanningprocess,theyareoftencombinedwitheachothertooperate.Specificissuesareanalyzedindetail,andallavailableresourcesareusedtoformulateplanstoachievestrategicgoalsandpriorities.
Strategicissues
1.Lackoflong-termdevelopmentplanning,nocleardevelopmentstrategyandcompetitivestrategy;
2.Strategicdecision-makingismorearbitraryandlacksscienceThedecision-makingmechanismofthecompany;
3.Theleaderisdedicatedandtheemployeesworkhard,butthecompanyisstagnant;
4.Thejudgmentofthecompany’sstrategyonlydependsonthepersonalintuitionoftheleaderandmanagerAndexperience;
5.Insufficientunderstandingofthemarketandcompetitiveenvironment,lackofquantitativeobjectiveanalysis;
6.Blindlychasingmarkethotspots,excessivediversificationofcorporateinvestment,resultinginscatteredresources,Managementischaotic;
7,theenterprisehasnotreachedaconsensusonthefuturedevelopmentdirection,andtherearelargeinternaldifferences;
8,thestrategyformulationisnotfullycommunicatedandexchangedwithintheorganization,Asaresult,theestablishedstrategylackstheinternalunderstandingandsupportoftheorganization;
9.Thestrategicobjectivesarenotfullydecomposed,andthereisnospecificactionplan,whichcannotbeimplementedinthedailyoperationandmanagementactivitiesoftheenterpriseandbecomeacastleinthesky;
p>
10.Lackofeffectivestrategyimplementationmethodsandsafeguards,andisoutoftouchwithstrategyintermsoforganizationalstructure,humanresourceplanning,andfinancialpolicies.
Content
Thecontentofstrategicplanningconsistsofthreeelements:
(1)Directionandgoals
Goalshavetheirownvaluesandambitions.Buthehastoconsidertheexternalenvironmentandhisownstrengths,sothefinalgoalisalwaysacompromiseofthesethings,whichisoftensubjective,andgenerallyspeaking,thefinalgoalisneveraperson'sdesire.
(2)Constraintsandpolicies
Thisistofindabalancebetweentheenvironmentandopportunitiesandtheresourcesofyourorganization.Tofindsomeofthebestcollectionofactivities,sothattheycanbestusethestrengthsoftheorganization,andthefastesttoachievethegoalsoftheorganization.Theopportunitiesconsideredinthesepoliciesandconstraintsareopportunitiesthathavenotyetappeared,andtheresourcesconsideredaretheresourcesthatarebeingsought.
(3)Plansandindicators
Theresponsibilityoftheplanistomatchopportunitiesandresources.Butwhatisconsideredhereisthecurrentsituation,orthesituationinthenearfuture.Becauseitisshort-term,sometimesthebestplancanbemadetoachievethebestindicators.Themanagerorfactorydirectorthinksthathehasachievedthebesttimebalance,butthisisstillsubjective,andtheactualsituationisdifficulttocompletelymatch.
Theformulationofthecontentofthestrategicplanreflectsbalanceandcompromiseeverywhere,andthefollowingfourquestionsmustbeconsideredonthebasisofbalanceandcompromise:
Whatdowerequire?Whatdowewanttodo?
Whatcanwedo?Whatmightwedo?
Whatcanwedo?Whatcanwedo?
Whatshouldwedo?Whatshouldwedo?
Theanswerstothesequestionsarebasedonthepersonalunderstandingofopportunities,basedonpersonalevaluationofthestrengthsandweaknessesoftheorganization,andbasedontheirownvaluesandambitions.Allofthesearenotlimitedtoreality,butthefuturemustbeconsidered.
Strategicplanningishierarchical.Asmentionedabove,strategicplanningisnotonlyatthehighestlevel,butalsoatthemiddleandgrassrootslevels.Anenterpriseshouldgenerallyhavethreelevelsofstrategy,namelythecompanylevel,thebusinesslevelandtheexecutivelevel.Eachlevelhasthreeelements:directionandgoals,policiesandconstraints,andplansandindicators.Theseninefactorsconstitutethestrategicplanningmatrix,thatis,theframeworkstructureofstrategicplanning,asshowninthefollowingfigure"FrameworkStructureofStrategicPlanning".
Theonlyrelativelyindependentelementinthisstructureis①,itsdeterminationisbasicallynotaffectedbyotherelementsinthediagram,butitisstillaffectedbytheenvironmentoutsidethediagram,andhassomerelationshipwith④inthediagram.Becausewhenconsideringtheoverallgoal,wemustconsiderthecompletionofvariousbusinessgoals.Forexample,wemustunderstandtheactualfinancialsituationofthecompanywhendeterminingtheoverallfinancialgoal.
Theotherelementsareinterrelated.Whenthebusinessmanagerdetermineshisowngoals,hemustconsiderthegoalsofhissuperiors,aswellastheconstraintsandpoliciesofthecompany.Especiallywhenthediversificationofthecompany'sactivitiesincreases,thescopeofthecompany'sgeneralgoalisrelativelyreduced,andthesubordinatesmusthavetheirowngoals.Awell-runcompanyshouldrequireitssubordinatesto"havepoliciesatthetopandcountermeasuresatthebottom",andshouldnotbesatisfiedwiththesubordinateswho"havepoliciesatthetopbutnocountermeasuresatthebottom".Similarly,suchcompanyleadersshouldalsobegoodatdeterminingtheirgoalsreasonably,andbegoodatissuinginductivepoliciesandconstraints.Theexecutivemanager’sgoal⑦isnotonlyaffectedbythesuperior’sgoal④,butalsobythesuperior’sconstraintsandpolicies⑤.
Thegeneralstructureis:up,down,leftandrightarerelated,whilethebottomleftandtoprightarerelated,andtheupperandlowerlevelsareintegrated.Thisismostobviousintheplanandindicatorscolumn.Thiscolumnismadeupofthemosttangiblethings.Thehigher-levelplanisactuallyasummaryofthelower-levelplan.Thereisaguidingrelationshipbetweentheleftandright,constraintsandpoliciesarederivedfromgoals,andplansandindicatorsarederivedfromconstraintsandpolicies.
Tips
1.Lookatscenarioplanningrealistically
Inahighlyuncertainenvironment,theadvantagesofscenarioplanningareobvious:becausethereisnobasicCircumstancescanbeidentifiedaspossible.Therefore,planningneedstobemadebasedonassumptions(assumingseveraldifferentpossiblefutures),andahighdegreeofattentionneedstobepaidtovariouspotentialdriversofuncertainty.
Currentlyprevalentuncertaintymakesscenarioplanningmorecomplicated:thenumberofvariablesatplay—andthedistributionrangeofpossibleoutcomes—hasexplodedinthepastyear.Forexample,considertheplightofanindustrialsupplier.Notonlyisitseverelyaffectedbythecommercialandresidentialrealestateindustry,butitalsohasmanygovernmentcustomers.Forthiscompany,themostimportantuncertaintiesinclude:thedevelopmentdirectionofthecommercialcreditandmortgagemarket,housingprices,taxes,andthegovernment'seconomicstimulusplan.Thedifferentresultsofeachoftheseuncertainfactorswillmakethedevelopmentpathofthiscompanygreatlydifferent.Asthecoreofscenarioplanning-conceivingmultiplestrategiesfordifferentresults-hasbecomemoreandmorecomplex1,therefore,strategyexpertsshoulddevelopmorestringentinformationcollection,possibilityresearchprocedures,andcompletelyold-fashionedRigorousthinking.
Businessexecutiveswhohavenotparticipatedinthestrategicplanningteam—eventhosewhoareaccustomedtothedevelopmentofscenariomodels—mayfindthatthediversityandcomplexityofthisyear’sscenariomodelsareconfusing.Ataloss.Itisessentialthattheseexecutivesparticipateintheplanningprocessasearlyaspossible:forexample,ascenario-makingmethodinvolvingtheentireexecutiveteamisusedtoinitiatetheplanningprocess.Similarly,whenthereviewprocessforbusinessunitsbegins,companiescaninviteseniorexecutivesfromvariousdepartmentstoparticipateintheprocess-insteadofmaintainingaone-timeworkingrelationshipbetweentheseniormanagementteamandthepersoninchargeofeachbusinessunit,Toinculcatehowtocorrectlyevaluatethethreatsfacedbythecompanyandthecommonresponsestrategyofthecompany.
Second,strengthenmonitoring
Ifthecommercialandresidentialrealestatemarkethasstabilized,itcanexpectthatbeforetheeconomicrecovery,althoughthesalesvolumeofthesesaleschannelswilldecrease,butItsbusinessmodelwillremainbasicallyunchanged.Ifthesemarketsweakenfurther,then,intheforeseeablefuture,thecompany’sbiggestmarketopportunitywillbeininfrastructureinvestmentsthatarepaidforbythegovernment’seconomicstimulusplan.Inthiscase,thecompanyneedstore-allocateitssalesresourcestothegovernment-orientedbusinessarea,andfocusonhowtomaximizesalesinthisarea.
Inshort,thecompany’sstrategymustconsidervariouspossibilitiesthathavebeengreatlyincreasedcomparedtonotlongago.Sincetheeffectivenessofthisstrategydependsonanorganization’sabilitytomakeadjustmentsquicklywhenthesituationbecomesconfusing,managersmustidentifyandcloselymonitorkeyindicatorsthatindicatewhichscenariosmaygraduallyunfold.Forthisindustrialsupplier,someofthemostimportantindicatorsare:salesofnewandsecond-handhouses,foreclosurerateofhomemortgages,mortgageinterestrates,rateofnewhousingstarts,andannouncementsofgovernmentprojects"comingsoon".Ofcourse,althoughthecompany’smanagersneedtokeeptrackoftheseindicators,thestrategicplanningprocessusuallyreducesitspotentialvariablestoaverageforecastsofmarketgrowth.However,inviewofthecurrenthighuncertainty,thestrategicplanningteamneedstodecomposetheaverageforecastofmarketgrowthintoindividualelementstomakethepossibleresultscorrespondingtoeachindicatormoreclearlyvisible,andtomonitortheseinmoredetail.index.
Thestrategicplanningprocessdoesnotneedtospecifythespecificvaluesoftheseindicators-becausetheseindicatorvaluesshouldalsohelpcompaniesmakedynamicbudgetdecisionsinrealtime.Thisiscrucial,becauseifcashistightandbusinessexecutivesplantousethecashcarefullywhenplanninguncertaintybecomessmaller,theneachoperatingunitshouldbedeterminedatthebeginningofthecompany’sfinancialyearThebudgetallocationismeaningless.Whatcompaniesneedisadynamic"disbursementasappropriate"resourceallocationprocess,whichcannotonlysavecash,butalsoencourageeveryonetoadheretothestrategicroadmaparrangedinthescenarioplanning.
Thestrategicplanningprocessshouldalsodevelopaveryspecialplantomonitortheperformanceofsuppliers,customersandcompetitors.Aswehaveseeninthepastsixmonths,someofthemostsolidestablishedcompaniesmayalsobecaughtinfinancialtroubleatadizzyingrate.Earlyaccesstoinformationcanhelpcompaniesdeterminewhentheyshouldnegotiatemorefavorablesupplycontractswithsuppliers;whentheyshouldpreparetoreplacehigh-risksuppliers;whentheyshouldprovidekeycustomerswithmorerelaxedcreditconditions;whentheyshouldstepupCollectpaymentfromtroubledcustomers;orwhenshouldyoupreemptivelyacquireallorsomeofyourtroubledcompetitors.Themainsignsthatacompanyisintroubleincludesomecommonsigns,suchasarrearsinaccountspayable,adeclineindebtratings,asharpdropinstockprices,delaysindeliverytimes,andadeclineinproductormaterialquality.Althoughallthesesignsarefamiliartooperationsmanagers,inthepasttheywereusuallydealtwithinaspecificwayratherthanthroughastrategicplanningprocess.
3.Lookingbeyondthecrisistoseethefuture
Inviewofthehugescaleoftheeconomicupheavalscurrentlytakingplace,manyplannerswillinevitablybetemptedtoconcentratealltheirattentionInthedevelopingeconomiccrisis,itisdifficulttoextricateitself.Thisisawrongapproach,andthereareatleasttworeasonsforthis.
Firstofall,althoughtheeconomicdownturncanbeverydisruptive,itisunlikelytoreversesomefundamentalmarkettrends,suchastheagingofconsumersinEuropeandNorthAmerica,orBrazil,China,India,andRussiaWiththeongoingeconomicdevelopment,thesetrendswillcontinuetocreatestrategicopportunitiesandthreats.Therefore,nomatterwhathappens,businessmanagersmustfocustheirattention-andresources-onthesetrends.
Second,plannerswhoareoverlyfocusedonthecurrenteconomiccrisismaytakeanotherrisk,whichistoignoretheircoreresponsibilities-toevaluatetheeffectivenessofexistingstrategies.Althoughthiscrisismayforcecompaniestoshelveormodifysomepartsoftheirstrategy,eveniftheeconomicenvironmentchanges,otherpartsofthecorporatestrategywillstillplayanimportantrole.Thestrategicplanningprocessprovidesanopportunitytopromptmanagerstocarefullysortoutwhichexistingstrategiesarehelpfultothecrisis,whichareharmful,andwhichhavenoimpact,andtoensuretheuseofsystemsandmeasurementmethodsthatcaneffectivelytracktheirperformance.Althoughallthismaysoundlikeacliché,thegreatuncertaintycaneasilyputthiscommonsensebehind.
Despitethischallengingperiod,thestrategicplanningprocessisnotnecessarilyaworryingorfutiletask.Creatingmorein-depthscenarios,monitoringcorporatestrategiesmoreclosely,andalwayskeepinganeyeonlong-termstrategieswillhelpstrategyexpertstomakethemmorelikelytoformulatestrategiesthatcanguidetheircompaniesthrougheconomicturmoil.planning.
Managementplanning
Strategicmanagementhasbecomeamajorpartofmanagementconsulting.Qiushimanagementconsultingbelievesthatstrategicmanagementasmanagementconsultingincludesthefollowingaspects:
1.Evaluationandrecommendationsofthecompany’sexistingstrategy
2.Evaluationofthecompany’sstrategicresourcesandcapabilities
3.Theoveralldevelopmentstrategyofthecompanyissortedoutandclarified
4.Companybusinessstrategyselectionandformulation
5.Companybusinessportfolioanalysisandstrategicdesign
6.CompanyM&Astrategyanalysisanddesign
7.GroupstrategyPlanningandsupportsystemdesign
8.Groupstrategictargetsystemdesign
9.Groupenterprisebusinessintegrationandorganizationcontrolmodeldesign
10.Strategicexecutionsystemdesign
Execution
Howtoformulateastrategicplan,howtoexecutethestrategicplan,isthemaincontentofthestrategicplan.Thesearecalledtheoperationalizationofthestrategicplan.Therearetwoinherentdifficultiesintherealizationandoperationofstrategicplanning:
(1)Thiskindofplanningisgenerallyaone-timedecision-makingprocess,anditcannotbeexperimentedinadvance.Themodelsanddecisionsupportsystemsestablishedwithsomemanagementsciencetheoriesareoftennotrecognizedbymanagers.Theyliketousetheirownexperiencetobuildheuristicmodels.Becauseoftheone-timenature,itisdifficulttodeterminewhichoneiscorrect.
(2)Theexpertsparticipatingintheplanningaremostlypersonnelintheenterprise,andtheyareresponsibleforthefuturerealizationoftheplanning.Becausestrategicplanningalwaysconsidersexternalchanges,itrequiresinternalchangestoadapttoexternalchanges.Suchchangesareoftenunwelcomebytheseenterprisepersonnel,sotheymayopposetheimplementationofsuchstrategicplanning.manner.
Inordertoimplementstrategicplanning.Itshouldbe:
(1)Doagoodjobofideologicalmobilization,letallkindsofpersonnelunderstandthesignificanceofstrategicplanning,andenablecadresatalllevelstoparticipateintheimplementationofstrategicplanning.Itisnecessarytolethigh-levelpersonnelknowthebenefitsofabsorbingexternalpersonneltoparticipateintheplanning,andtobegoodatlettingtheplanner’sintentionsbeunderstoodbythosewhoimplementtheplan.Thenewthinkingforsomelargecorporatestrategicplansshouldoftenbeinlinewiththecorporateculture,orinotherwordsThenewcontentshouldbepromotedintheoldcorporateway.Aslongastheplanismade,itshouldnotbechangedlightly.
(2)Regardplanningactivitiesasacontinuousprocess.Intheprocessofplanformulationandimplementation,wemustconstantly"evaluateandcontrol",thatis,continuouslyintegratevariousplansandberesponsiblefortheimplementationofsuchplans.Themanagementofthecompanyisconstantlyadjusted.Agoodstrategicmanagementshouldincludethefollowingcontents:
①Establishingoperatingprinciples;
②Determiningthestatusofthecompany;
③Establishingstrategicgoals;
p>
④Evaluateandcontrol.
Thesecontentsaredynamicandconstantlyrevisedthroughouttheoperation.
(3)Theimportantcoreofmotivatingnewstrategicthinkingstrategicplanningshouldbesaidtobestrategicthinking.Theimportanceofstrategyisoftenneglectedduetotheusualurgenttasks.Thisisthecontradictionbetweenurgencyandimportance.Encouragingtheemergenceofnewstrategicideasisthesourceofacompany'sstrongvitality.
Inordertoproducegoodstrategicthinking,itisnecessarytostrengthenthedemocraticatmosphereincorporateleadershipandpromotethespiritofownershipofemployees.Shoulddo:
①Clarifytheimportanceofstrategicthinking,changethedepressedmoodofemployees,changethespiritualoutlookoftheenterprise,andcommunicatewithsuperiorsandsubordinates.Generallyspeaking,companiesshouldinjectoldmanagementmethodsintonewplans,andthenpursuechangesintheoldmethods.Middle-levelmanagementplaysakeyroleintheprocessofchangingthoughts,andspecialattentionshouldbepaidtoit.
②Wemustrewardcreativestrategicthinkingandovercometheguiltofthespeaker.Thosewhohavecontributedtothestrategicthinkingofthecompanyshouldberewarded;forthosewhohavemadegoodsuggestionsbutcannotberealizedforawhile,doagoodjobanddon'tdampentheirenthusiasm.Somecompanymanagersnotonlydonotcultivatetheseedlingsofnewstrategicideas,butareangeredbycreativethinkingandhaveabadinfluence.Therefore,whenchoosingacompanymanager,theattitudetowardscreativethinkingorthepresenceorabsenceofstrategicthinkingshouldbetakenasanimportantcondition.
Formulationmethod
Therearefivewaystoformulateastrategicplan:
Thefirstoneistheleadership’sinstruction,fromthetopEstablishstepbystepfromthebottom,thismethodisusedinmanycompanies;
Thesecondisbottom-up,withbusinessunitsasthecore;
ThethirdisleadershipTheplanningdepartmentisestablishedbytheplanningdepartment;
Thefourthtypeistoentrustaresponsible,trustworthy,andauthoritativeconsultingagency.Ofcourse,theresponsibility,trustworthiness,andauthoritymentionedherearesomenecessaryconditions.Therewillbemoreconditions.Iftheconsultingagencydoesnothavethesenecessaryconditions,itisverydangerousfortheenterprise;
Thefifthtypeisthecooperationbetweentheenterpriseandtheconsultingagency.
Determinethegoals
First,determinethestrategicgoals,thenformulatethestrategicplan,andfinallyevaluateandapprovethepreparedstrategicplantext,andmodifyitifnecessary.
Thefirststepofthisishowtodeterminethecompany'sstrategicgoals.Thefirststeptodeterminethestrategicgoalistoanalyzethecurrentsituationofthecompany.ThemostcommonistoconductaSWOTanalysis.Theso-calledSWOTanalysisistoanalyzethecompany'sstrengths,weaknesses,whoarethecompetitors,andthestrengthsandweaknessesofthecompetitors,andwhataretheopportunities.Place,marketconditions,etc.,
Thengiveajudgmentbasedontheresultsoftheanalysis,mainlyconsideringtheresultsofsuchananalysis,inthenextthreeorfiveyears(accordingtothecycleofyourstrategicplanningLength)Ifthecompanydoesnotmakechanges,willtheleadersorshareholdersofthecompanybesatisfied?Ifyouaresatisfied,youwillmaintainthecompany’scurrentstrategyanddonotmakechanges;ifyouarenotsatisfied,youmustconsiderwhatchangesthecompanycanmakeinternallybasedontheresultsoftheanalysis,andthenanalyzewhatchangesthecompanycanmaketotheoutsideworld.Comparetheresultsofinternalandexternalchangeswiththeresultsofnochange,lookforchangesanddifferences,whetherthesechangesanddifferencescansatisfytheenterprise,andfinallydecidewhethertochangeandhowtochange,Anddeterminethegoalofthechange.Whenthecompanydecidestochange,andafterconsideringhowtochange,itwritesthesechangestoaformaldocument.Theabovearethestepstodeterminethestrategicgoal.
Developaplan
Thefirststepistoanalyzeandpredictthestrategicenvironment
Generallyspeaking,itistoanalyzethebusinesscharacteristicsofthecompany.Inshort,itisToanswerthequestion,whoarewe?Manypeoplethinkthisquestionisverysimple,butitisnot.Whenyouworkinanenvironmentforalongtimeandareaccustomedtothecompany'ssurroundings,youmaynotbeabletoanswerthisquestionveryaccurately.Forexample,foracertainautomobilecompany,everyonecanseethatthecompany’sbusinesscharacteristicsaremainlymanufacturing,butafterweanalyzedthevariousbusinessmodulesoftheautomobilecompanyanditsvariousbusinessunits,wefoundthatThebiggestsourceofprofitforanautomobilecompanyisnotitsmanufacturing,butitsfinancialindustry.Thisisasurprisinganalysisresult.Howshouldweunderstandsucharesult?Doesitmeanthatthecompanycanignoreitsmanufacturingandfocusonthedevelopmentofitsfinancialindustry?Ofcoursenot.Ifthefinancialindustryofthisautomobilecompanydoesnothaveamanufacturingbase,itwillloseitsbrandandgoodwill,anditwillalsoloseitsprofitability.Therefore,forthisautomobilecompany,itmustdevelopitsmanufacturingwell,anditmustbeveryclearthatitsmainsourceofprofitisfinance.Throughthisexample,wecanseethatitisnoteasyforcompaniestorecognizethemselves.
Inadditiontoanalyzingourownsituation,wemustalsoanalyzethemacroenvironment,andhaveanunderstandingofthechangesthatmayoccurinvariousfieldssuchassociety,economy,politics,culture,technology,etc.noworinthefuture.Onthisbasis,itisthepurposeofanalyzingandpredictingthestrategicenvironmenttolookformarketopportunitiesandidentifytheobstaclesanddefectsthatwillbeencounteredingraspingthemarketopportunities.
Thesecondstepistoformulategoals
Thegoalsreferredtoherearedifferentfromthe"targets"inthe"determiningstrategicgoals"mentionedearlier.That"target"Itiswhatwewanttochange,howtochange,andwhatkindofresultswewanttoachieve,butthosedescriptionsarequalitative,notaquantitativegoal.Ourstrategicplanshouldbeanappraised,measurable,andactionableplan.Quantitativegoalsarethebasisforthis.Forexample,foracompany,howmuchitsmarketshare,howmuchsales,andhowmuchprofititmustachieve,howtocontrolthetimetoachievethesegoals,andwhentoachievethesegoalsareallright.Quantificationofgoals.
Thethirdstepistodeterminethefocusofthestrategyimplementationprocess
Thecomprehensivestrategyoftheenterprise,whichfocusesondeterminingthecorporatemission,dividingthebusinessunits,anddeterminingthegoalsofthekeyunits.Fortheautomobilecompanymentionedearlier,itisnecessarytodeterminethegoalsofitsmanufacturingunitsandfinancialunitsinitscomprehensivecorporatestrategy.Thisisthehighestlevelofstrategy.Forthebusinessstrategy,itfocusesonhowtoimplementthecorporatemission,environmentalanalysis,thegoalsofthesecondaryunit,andthespecificmeasuresneededtoachievethegoals.Thesub-strategyismoredetailed,focusingonhowtoimplementandrefinethegoals.Therefinementofthegoalsincludesdevelopmentgoals,qualitygoals,technologicalprogressgoals,marketgoals,staffqualitygoals,managementimprovementgoals,benefitgoals,etc.,aswellasspecificMeasures;thelastistactics,whichfocusesondividingstagesandmakingplans,analyzingtherisksthatmaybeencounteredineachstage,analyzingthepossiblevariablesineachstage,andmeasurestodealwithrisksandvariables.
Thefourthstepistoformulateanactionplananddividephases
Thefifthstepistoformulatemeasurestoimplementstrategies
Forexample:todevelopfundsandotherresourcesTheallocationplanshouldbefocusedonfundsaftertheplanisformulated;themeasurement,reviewandcontrolmethodsoftheimplementationprocessshouldbeselected.Thefinalstepistodocumenttheselectedplanandsubmitittothecompany'sseniormanagementforreviewandapproval.
Evaluationplanning
Aftercompletingthetwostepsofdeterminingstrategicgoalsandformulatingstrategicplanning,thestrategicplanningworkentersthethirdstage:evaluationofcorporatestrategicplanning.Howtoevaluatecorporatestrategicplanning?Specifically,therearefivesteps.
Thefirststepistoevaluatethebackgroundoftheformulationofthestrategicplan
Thebackgroundherereferstowhetheritprovidessufficientinformationonthehistoryofbusinessoperations.Backgroundinformation,orwhethermoreinformationneedstobeadded;whetherthemacroenvironmenthasbeenfullyestimated;inaddition,whetheryourabilitycanbethoroughlyreviewed,mainlyreferstowhetherthepeoplereviewingyourplanhavetheabilitytoinfluenceyourabilityGiveanobjectiveandsufficientassessment.
Thesecondstepistheevaluationofbusinessopportunities
includingwhetherthebestopportunitieshavebeenfound,andwhetherallopportunitiesandunfavorableriskshavebeenidentified.Sometimesthegoalsseemperfect,butduetotheomissionofsomeriskconsiderations,manygoalsmaynotbeachievedintheend.
Thethirdstepistoevaluatethestrategicplanitself
Mainlyconsidertwoquestions:Haveyouconsideredallpossiblestrategicplans?Isthemarketingmixderivedfromtheselectedstrategicplan?
Thefourthstepistheevaluationoffinancial-relatedsituations
Forexample:Istheproposedprojectnecessary?Isreasonablefinancialguaranteeprovided,andisthefinancialinformationclearandconsistent?Especiallyforshort-andmedium-termstrategicplanning,itismorenecessarytowritedownthefinancialsituationinmoredetail.
Thelaststepistoevaluatetheoperabilityofthestrategy
Awell-writtenstrategicplanshouldbeoperable,forexample,whethertheimplementationstandardsandcontrolmethodsarealreadyinplace,Doesitmeettherequirementsofcorporategoals?Canthestrategicplancoexistharmoniouslywiththecurrentemployees’attitudes,interestsandconcepts(iecompanyculture,image)?Becausetheimplementationofstrategicplanningwillinevitablyleadtoacertaindegreeofchange,thenthegoalsachievedbythesechangesWhetheritcancoexistharmoniouslywiththecorporateculture.Forexample:awell-knownITcompanyonceformulatedastrategicplanatthemostdifficulttime.Theimplementationofachangeintheplanwastoletallsalesstaffnothavetheirowndesks,andallsalesstaffsharedanofficespaceasasalesagent.Whenyouneedadesk,youcanworkwhereverthereisanemptyseat.Thepurposeofthischangeistohopethatasmanysalesaspossiblegotothesocietytorunordersinsteadofsittingintheoffice.Doessuchachangeconflictwiththecompany'soriginalcorporateculture?Itcanbesaidthatthereisdefinitelyaresistance,butthekeyistoseewhetherthisresistancecanbeaccepted,andwhatkindofeffectthischangewillproduce,thisisthemostimportant.Inaddition,whenunexpectedsituationsoccur,whetherthisstrategicplanhasdefensivecapabilities.Throughthesefive-stepevaluations,wecanbasicallyconfirmwhetherthestrategicplanisfeasible.
Strategiclevel
Corporatestrategycanbedividedintothreelevels:corporatestrategy,businessstrategyorcompetitivestrategyandfunctionalstrategy.
Thethree-levelstrategyisanimportantpartofcorporatestrategicmanagement,butthefocusandscopeofinfluencearedifferent.
Corporatestrategy,alsoknownasoverallstrategy,isthehighest-levelstrategyofanenterprise.Itneedstoselectbusinessareasinwhichthebusinesscancompeteaccordingtothegoalsofthebusiness,rationallyallocatetheresourcesnecessaryforbusinessoperations,andmakevariousbusinessoperationssupportandcoordinatewitheachother.Suchasthedecisiontobuildfactoriesoverseasandestablishoverseasmanufacturingoperationsincountrieswithlowlaborcosts.
Thecompany’ssecondarystrategyisoftenreferredtoasabusinessstrategyoracompetitivestrategy.Thebusinessstrategyinvolvesthesupervisorsandsupportstaffofeachbusinessunit.Themaintaskofthesemanagersistoconcretizethecorporategoals,developmentdirectionsandmeasuresincludedinthecompany'sstrategytoformaspecificcompetitionandbusinessstrategyforthebusinessunit.Suchaslaunchingnewproductsorservices,establishingresearchanddevelopmentfacilities,etc.
Functionalstrategy,alsoknownasfunctional-levelstrategy,mainlyinvolveshowvariousfunctionaldepartmentswithintheenterprise,suchasmarketing,finance,andproduction,canbetterservestrategiesatalllevels,therebyimprovingorganizationalefficiency.Suchastheautomationoftheproductionprocess.
Strategicmanagementprocess
Strategicmanagementmainlyreferstotheprocessofstrategyformulationandstrategyimplementation.Generallyspeaking,strategicmanagementconsistsoffourkeyelements:
Strategicanalysis—understandtheorganization’senvironmentandrelativecompetitiveposition;
strategicchoice—strategyformulation,Evaluationandselection;
Strategyimplementation---takemeasurestoplayastrategicrole;
Strategicevaluationandadjustment---testtheeffectivenessofthestrategy.
1.Themainpurposeofstrategicanalysisistoevaluatethekeyfactorsaffectingthecurrentandfuturedevelopmentoftheenterprise,andtodeterminethespecificinfluencingfactorsinthestrategicselectionstep.
Strategicanalysisincludesthreemainaspects:
●Determinethemissionandgoalsoftheenterprise.Theyarethebasisfortheformulationandevaluationofcorporatestrategies.
●Analysisoftheexternalenvironment.Strategicanalysisneedstounderstandwhatchangesaretakingplaceintheenvironment(includingmacroandmicroenvironments)inwhichthecompanyislocated,andwhichchangeswillbringmoreopportunitiesormorethreatstothecompany.
●Analysisofinternalconditions.Strategicanalysisalsoneedstounderstandtherelativepositionofthecompanyitself,whatresourcesithas,anditsstrategiccapabilities;italsoneedstounderstandtheinterestsofthecompanyandtheexpectationsofthestakeholders.Intheprocessofstrategyformulation,evaluationandimplementation,thesestakeholderswillWhatarethereactions,andhowthesereactionswillaffectandrestrictorganizationalbehavior.
2.Thestrategicanalysisstageclarifiesthe"currentstatusoftheenterprise",andthequestiontobeansweredinthestrategicselectionstageis"whereistheenterpriseheading".
First,weneedtodevelopastrategicchoiceplan.Intheprocessofformulatingastrategy,ofcourse,themoreoptionstochoosefrom,thebetter.Enterprisescanconsiderfrommultipleperspectivessuchastheprotectionoftheoverallgoalsoftheenterprise,theenthusiasmofthemiddleandlowermanagers,andthecoordinationofthestrategicplansofthevariousdepartmentsoftheenterprise,andchooseatop-downapproach,abottom-upapproachoracombinationoftopandbottom.Methodtodevelopastrategicplan.
Thesecondstepistoevaluatestrategicalternatives.Twocriteriaareusuallyusedtoevaluatealternatives:oneistoconsiderwhethertheselectedstrategyexertstheadvantagesoftheenterprise,overcomesdisadvantages,andwhethertheopportunityisusedtominimizethethreat;thesecondistoconsiderwhethertheselectedstrategycanberelatedtotheinterestsoftheenterpriseAcceptedbytheperson.Whatneedstobepointedoutisthatthereisactuallynooptimalselectioncriterion.Thevaluesandexpectationsofmanagementandstakeholdergroupsinfluencethechoiceofstrategytoalargeextent.Inaddition,theevaluationofthestrategywillultimatelybeimplementedonthefinancialindicatorsofstrategicreturns,risksandfeasibilityanalysis.
Thethirdstepistochooseastrategy.Thatis,thefinalstrategicdecisiontodeterminethestrategytobeimplemented.Ifthereareinconsistenciesintheevaluationofmultiplestrategicplansduetomultipleindicators,thefinalstrategicchoicecanconsiderthefollowingmethods:(1)Chooseastrategyaccordingtotheenterprise'sgoals.Thecorporategoalistheconcreteembodimentofthecorporatemission,therefore,choosethestrategicplanthatismostbeneficialtotherealizationofthecorporategoal.
(2)Hiringexternalagencies.Employexternalconsultantstoconductstrategicselectionwork,andusetheirextensiveandrichexperiencetoprovideamoreobjectiveview.
(3)Submittosuperiormanagementforapproval.Forthestrategicplanofthemiddleandlower-levelinstitutions,submittingittothehigher-levelmanagementdepartmentcanmakethefinalselectionplanmoreinlinewiththeoverallstrategicgoalsoftheenterprise.
Finally,therearestrategicpoliciesandplans.Formulatepoliciesandplansrelatedtoresearchanddevelopment,capitalrequirements,andhumanresources.
3.Strategyimplementationistotransformstrategyintoaction.
Itmainlyinvolvesthefollowingissues:howtoallocateanduseexistingresourcesamongvariousdepartmentsandlevelswithintheenterprise;inordertoachievecorporategoals,whatexternalresourcesneedtobeobtainedandhowtousethem;inordertoachievetheestablishedStrategicgoals,whatadjustmentsneedtobemadetotheorganizationalstructure;howtodealwiththepossibleredistributionofbenefitsandtheadaptationofcorporateculture,howtomanagecorporateculturetoensurethesuccessfulimplementationofcorporatestrategies,andsoon.
4.Strategicevaluationistoexaminethescientificityandeffectivenessofthestrategybyevaluatingthebusinessperformanceofanenterprise.
Strategicadjustmentistomaketimelyadjustmentstothestrategyformulatedinaccordancewiththedevelopmentandchangesofthecompany’ssituation,thatis,withreferencetoactualbusinessfacts,changingbusinessenvironment,newthinkingandnewopportunities,toensurethatthestrategyisrightEffectivenessoftheguidanceofbusinessmanagement.Includingtheadjustmentofthecompany’sstrategicoutlook,thecompany’slong-termdevelopmentdirection,thecompany’stargetsystem,thecompany’sstrategy,andtheexecutionofthecompany’sstrategy.
Thepracticeofcorporatestrategymanagementshowsthatwhilestrategyformulationisimportant,strategyimplementationisequallyimportant.Agoodstrategyisonlytheprerequisiteforthesuccessofthestrategy,andtheeffectiveimplementationofthecorporatestrategyistheguaranteeforthesmoothrealizationofthecorporatestrategicgoals.Ontheotherhand,ifthecompanyfailstoformulateasuitablestrategyperfectly,butcanovercometheshortcomingsoftheoriginalstrategyintheimplementationofthestrategy,itmayeventuallyleadtotheimprovementandsuccessofthestrategy.Ofcourse,ifanimperfectstrategicchoicecannotbeturnedontherighttrackduringimplementation,therewillonlybefailure.
5tips
Establishareliableplanningandassessmentsystem
BankofAmericaisAmericanThethirdlargestbank,theychooseHoshinKanritechnologyandSixSigmatooptimizebusinessprocesses.Beforereachingaconsensusandformulatingaunifiedplan,eachdepartmentofthebankhaditsownsetofprocessoptimizationplans,butdidnotrealizetheneedtocommunicateandintegratewithotherdepartments.Therefore,thenewplanningsystemensuresthecoordinationwithinthebankorganization,andthelaunchofSixSigmaalsostrengthensitscorebusiness,andwillcontinuetoplayaroleintheBankofAmericaforalongtimetocome.
Usingstrategicplanningtostimulateemployees’senseofresponsibilityandcooperation
ThetwomaingoalsofMEDRAD’sstrategicplanningaretoemphasizecooperationandresponsibility.MEDRADisaleadingproviderofmedicaldevicesanddoctorservicesthatenableimprovedcapabilitiesandimageprocedures.MEDRADisaleadingmedicalequipmentmanufacturer,providinguserswithequipmentandservicesinmedicalimagingtechnology.Theyusetheperformancemanagementsystemtodecomposethecompany'sstrategicgoalsinawaterfallstyle,thatis,tocorrespondandlinkcorporateperformancewithindividualperformance.Thiswaterfalldecompositionprocessdrivesemployeestohaveahighsenseofresponsibilityandaspiritofcooperation.Atthesametime,thecompanyalsoallowsemployeestoclearlyrecognizetheopportunitiesthatwillhelpthemimproveandgrow.Amongthe12indicatorsofperformanceappraisal,thespiritofcooperationandtheabilitytocoordinateandbalancearecalibratedasthehighestmanagementlevel.
2.Trytoleteverycolleagueparticipateintheplanningprocess
ThisisthemosttrustedexperienceofPalmettoGBA,whichisownedbytheBlueCrossBlueShieldsubsidiaryinSouthCarolinaBy.PalmettoGBAfirmlybelievesthatnotallemployeesstillagreewiththecompany'sstrategyasearlyas1998.Therefore,thecompanybegantotransformtoanevaluationmanagementorganization,andstrivetocreateastrategythatcandrivetheentireorganizationtoachieveacommonvision.Theyformulateplansinanewwayofcooperationthroughoutthecompany,andcontinuetoaddtotheperformanceappraisalindicatorsofemployees.Themoreemployeesparticipateinthisnewwayofplanning,themoreexecutabletheplanwillbe.
3.Obtainformalrecognitionfromeachbusinessrelatedperson
Siemensmedicalprojectteamfirmlybelievesthat"consistent"isessential,whichwillensurethatallmembersoftheorganizationareinthegoalandstrategyReachaconsensus.Forexample,whentheSiemensServiceDivisiondevelopsabusinessstrategy,itreaches"unanimousrecognition"inallbusinesslines-frombusinessunitstofunctionaldepartments.Afteracertainprocessisformed,representativesofvariousregionswillsignaformalagreement,andthisagreementwillbeimplementedasastandardamongmultinationalorganizations.Therefore,theagreementisanofficialdocumentofthecompany,whichwilldescribehowacertainbusinessisformed,aswellasthetasksandresponsibilitiesnecessarytoachieveitspredeterminedgoals.
4.Realize3Cs-continuity,communication,andclarity
(consistency,communication,andclarity)
GovernmentExecutiveMagazine(GovernmentExecutiveMagazine)describesitas"oneofthebestmanagementagentsofthegovernment",andtheAmericanSocietyforQualityalsoemphasizesthatitisthebestservicedepartmentinallstandardizationindustries.Inthisregard,theUSPostalServiceattributedittocertainkeysuccessfactorsinstrategydevelopment,suchascontinuity,communication,andclarity.Thismeansthattheirsuccessisnotwonbythe"three-minuteheat",buttheresultofthecontinuityofstrategyexecutionandthegradualintegrationintothecorporateculture.Inotherwords,theexecutionofthisstrategywillnotchangeduetothereplacementofcorporateleaders.TheU.S.PostalServicealsoperseveredlycommunicatedwithits700,000employeesandmillionsofcustomers.Finally,theyalsoemphasizedtheclarityofstrategy,suchasclearlyexpressingtheultimategoalofthecompanyinadigitalway.
5.Howtoconductcorporatestrategicmanagement?
Theoriginalmeaningofstrategyistoplanandguidetheoverallsituationofwar.
Businessstrategyreferstotheapplicationofstrategicideasandtheoriestobusinessmanagement.Itreferstotheoverallandlong-termplanformulatedbythecompanyinordertoadapttofutureenvironmentalchangesandseeklong-termsurvivalandstabledevelopment.