I. Strategic business opportunities
Excellent "enterprise strategic planning" must be an important grasp of "strategic business opportunities" Strategic business opportunities are based on the in-depth grasp of internal resources and external business opportunities, which is an "important guarantee" for the rapid development of enterprise strategic planning and one of the "important assumptions" for the formulation of enterprise development strategy. It is based on the grasp of "strategic business opportunities" that we can better formulate strategies and determine the main contents of strategic planning.
At present, strategic business opportunities are mostly viewed from the industrial level, consumption level and competition level. They are based on enterprises' real grasp of external business opportunities, which are the key links in the formulation of enterprise strategic planning and the key to the rapid growth of enterprises.
1, industrial business opportunities
The strategic business opportunities of enterprises are more based on "industrial development" to make their own insights, play a leading role in the development of new industries, transform and change in time in industrial upgrading, and find their own direction in industrial transformation. Industrial business opportunities are often accompanied by "industrial development", and its main types are:
1) There are business opportunities in new industries. That is, when new industries rise, enterprises seize the opportunity of new industry development, give appropriate guidance to the development of new industries and promote industrial development; For example, when the quick-frozen food industry rose, Sanquan seized the opportunity of the rise of the industry and the failure of giants in Zhengzhou, focused on the expansion of modern channels and exerted its strength in regional markets, thus establishing the status of "quick-frozen food industry".
2) Business opportunities for industrial upgrading. That is, driven by technology, production, consumption and other factors, the whole industry has undergone new changes, and industrial development is facing upgrading and reconstruction. Enterprises must seize the opportunity of upgrading to achieve rapid growth; For example, fried food is upgraded to puffed food, and a large number of food enterprises follow suit to promote the upgrading of new categories and realize the rapid development of enterprises. The rapid development of snack food production clusters in southern Fujian is benefiting from this.
3) Business opportunities of industrial transformation. That is, when the industrial operation changes greatly, enterprises rely on their core competitive advantages to seize opportunities and grow rapidly; For example, after 1998 "Sanlu" melamine incident, the dairy industry experienced a "big shock", Sanlu closed down, and Beijing Sanyuan merged with Sanlu, realizing the 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 competitive environment in the industry has changed greatly, and enterprises have seized the development opportunities that are beneficial to them to achieve rapid growth; For example, with the strong intervention of capital in the beer industry, China Resources, Qingdao and Yanjing have achieved a large number of "enterprise mergers and acquisitions" in the whole beer industry, which has promoted the soaring concentration of the beer industry. Venus Beer "focuses on Henan and other markets" and promotes the strategy of "regional intensive cultivation" in industry mergers and acquisitions, achieving a rapid breakthrough.
2. Consumer business opportunities
Consumer business opportunities are based on "changes in consumer demand" and more on in-depth study of consumers and grasp of core consumer demand. "Consumer business opportunities" can trigger changes in enterprise market operation, thus stimulating related actions such as capacity expansion and technological progress. 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 the change of living consumption level. In the past, consumers' living standards were not high, and their consumption grades were limited. Consumer goods were mostly concentrated on daily necessities, while optional goods and high-end goods were less consumed. The improvement of consumption payment ability and living standard has virtually boosted the consumption of luxury goods and high-end goods. According to relevant data, China's personal luxury consumption increases by 1 18% to 22% every year, which is the highest in the world. In the next two to ten years, the consumption of luxury goods in China will increase at the rate of twice or even three times the GDP, and the high growth of luxury goods industry is an example.
2) Business opportunities for demand upgrading. Some consumer demand itself exists, but the original consumer demand is basic, and more attention is paid to product quality and purchase convenience when consuming; With the improvement of living standards, consumer demand pays more attention to the high grade, grade sense and personalization of products, and pays more attention to the purchase experience, consumption experience and pleasant transaction experience of products. The clothing industry has developed from being well dressed, well dressed and well dressed for a long time to being well dressed, well dressed and well dressed. This is an obvious example. The upgrading of consumer demand will certainly bring business opportunities for the rapid development of enterprises.
3. Competitive business opportunities
Competitive business opportunities are based on the insight of "competitors", and they are often combined with "industrial business opportunities". Grasping business opportunities in industrial development will inevitably involve "deep insight into competitors". Most industry markets are in rapid growth, but not all enterprises can "find a shortcut to growth" in the fast-growing market, and the mistakes of opponents are a good opportunity for enterprise development. The types of competitive business opportunities mainly include:
1) When a "competitor error" occurs. Enterprises always take some measures in market development, and when their measures are not appropriate, their mistakes are "rare business opportunities" for competitors, and enterprises can "take advantage of the situation" and point to the "emptiness caused by mistakes" of their opponents, thus realizing the rapid growth of enterprises.
2) When "competitors discover the blue ocean". In industrial development, excellent enterprises are always good at exploring the "blue ocean of growth". A new product, a new model, a new channel and a new technology can all trigger new growth opportunities and a new blue ocean for development. "Blue Ocean Business Opportunity" is a "rare business opportunity" for enterprise development itself. For example, Apple launched well-known products such as IPAD and IPhone, and competitors such as Samsung and Lenovo also launched related products. * * * Share the development opportunities of "Blue Ocean" and * * * grow together.
Second, core competitiveness.
Strategic business opportunities are aimed at the external resources of enterprises, and pay more attention to the grasp and discovery of external business opportunities; While paying attention to the external strategic business opportunities, we should pay more attention to the internal resources and capabilities of enterprises, so as to better discover our own core resources and capabilities, and only by combining internal and external can we formulate a correct "enterprise development strategy."
1, resource combing
Enterprise resources are an important support and guarantee for enterprise development. Abundant resources are the key to enterprise development and an important driving force for enterprise progress. Resource sequencing is one of the prerequisites for the rapid development of enterprises, and its key points are as follows:
1) What are core resources? There are many kinds of resources of enterprises, and their resources are hidden, such as brand and goodwill. There are also explicit ones, such as sales network and product characteristics; There are different levels of enterprise resources, such as short-term resources, long-term resources, general resources and core resources. Enterprises should always know what their core resources are, what their actual situation is and what their role is in the development of enterprises. These are things that need to be clarified, and it is impossible to make a clear development strategic plan.
2) Renewable, transferable and exploitable resources. Resources are not isolated, but should be transferable, reproducible and convertible, and should play a more important role in the future development strategy of enterprises, and will not lose their luster due to the loss of time, nor will they lose their effectiveness due to business transformation. It is very important to compare the reproducibility, transferability and playability of various resources, and enterprises must think deeply and gain insight into this; For example, Samsung's patent and Apple's excellent product industrial design are excellent, reproducible, transferable and exploitable resources.
3) What is the matching degree and adaptability between resources and industrial development? Because of the trend of industrial development, enterprises are in the process of industrial development, and their resources must maintain a high degree of matching and adaptability with industrial development. For resources that can't keep up with the pace of industrial development and can't help the development of enterprises, their utility for the future development of enterprises is limited and they can't play an efficient role in strategic planning. Enterprises must sort out the resources, protect the strategic assets such as patents, technologies, process formulas, sales networks and brands, and protect the resources of suppliers.
2. Capacity consolidation
Capacity integration is an important part of "introspection" of enterprises. Enterprises with resources may not be capable, but capable enterprises can occupy a competitive advantage in the future development; Capacity consolidation is an important premise of enterprise strategic planning, which allows enterprises to re-examine their own capabilities, make necessary preparations for forward pressure, and at the same time make corresponding capacity allocation. The main points of capability integration mainly include:
1) Confirmation of core competence. Enterprises can have a variety of capabilities, strong research and development capabilities, strong innovative design capabilities, and brand planning and operation capabilities, but some of these capabilities are "core capabilities of enterprises", which are unrepeatable and unique to enterprises. The consolidation of enterprise capabilities is to sort out the "core capabilities" of enterprises and confirm the future driving force of enterprise development.
2) Confirm the distribution of capabilities. Enterprise capabilities are divided and belong to each other. We need to make clear the distribution of enterprise capabilities, which belong to enterprise capital operation capability, enterprise R&D capability, brand operation capability, product design capability and so on. We need to sort out and confirm the distribution of various capabilities, and combine them with industrial operation chain and enterprise value chain, so as to optimize the distribution of enterprise capabilities and better plan the future of enterprises.
3) Determine the matching degree and adaptability between capability and industrial development. Enterprises have their own capabilities, but industrial development has its own trend, which needs to be matched with capabilities. Industrial development is closely related to enterprise conditions. After confirming the distribution of enterprise core competence and enterprise competence, we should also confirm the matching and adaptability of enterprise competence and industrial development to see how they cooperate and adapt. If the two are combined, they will use each other. If they are not, they will be adjusted. The purpose is to consolidate their docking ability with strategic advancement.
Third, comparative competitive advantage.
Resource arrangement and capacity integration are more aimed at the enterprise itself, and its insight object is more "the internal factors of enterprise development" Compared with competitors, the "comparative competitive advantage" of enterprises has become particularly important, which directly determines the "strategic advantage" of enterprises, determines the basis and reliance of future strategic planning of enterprises, and partially limits the speed of future development of enterprises.
Comparative competitive advantage is based on the comparison of enterprise's resource capacity and external competitors, and the method of comparison is an important means to cut in. Therefore, there are three kinds of comparative competitive advantages: comparative advantage in the same industry, comparative advantage in related industries and alternative comparative advantage.
1, comparative advantage in the same industry
The comparative advantage of the same industry comes from "multi-party comparison of the same industry", that is, the comparative advantage of this enterprise relative to its competitors in this industry. Its advantages are mostly concentrated in the "enterprise value chain" level, involving "enterprise production, supply, sales and related support links" The comparison of the whole value chain and the benchmarking of key links will certainly make enterprises more aware of their "comparative competitive advantages" and better understand the advantages and disadvantages of future development, which is more conducive to the strategic choice of enterprises.
2. Comparative advantages of related industries
The comparative advantage of related industries comes from the management analysis of "industrial chain". This method pays more attention to the comparative competitive advantage of "enterprise industrial chain level" from the perspective of "industrial management", and compares enterprises with upstream and downstream enterprises from the aspects of awareness, key links and key capabilities of "industrial chain" management, so as to find out the key links of "industrial chain" operation and the competitive state of enterprises' own industrial chain and determine the competitive advantage of enterprises.
3. Comparative advantages of alternative industries.
The comparative advantages of substitution industry mostly come from the concept of "product substitution", and are more based on the thinking mode of "product management", which determines the position and advantages of enterprises in future marketing with the guidance of future product sales, so as to clarify the advantages and disadvantages of enterprise development and determine its comparative competitive advantage, thus better promoting enterprise operation.
Four. strategic goals
Strategic goal is the guidance of enterprise to strategic planning and the strategic choice made by enterprise based on internal and external inventory. It guides the development direction of enterprises and determines the future development of enterprises. At the same time, the "phased implementation" of its strategic objectives also invisibly determines the core tasks of each development stage of the enterprise. The strategic objectives of an enterprise are short-term, medium-term and long-term.
1, short-term strategic objectives
Short-term strategic objectives are mostly time concepts, mostly three-year strategic objectives, which means "enterprises complete strategic tasks within three years", both qualitative and quantitative. Short-term strategic objectives are the "wind vane" of enterprises' recent development and the guiding document of enterprises' recent work. Their main contents include: sales target, market construction target, technical improvement target, production construction target, human resource construction target, financial control target, brand construction target and so on. This involves all aspects of business operation. The direct bearing of recent strategic objectives is often the "annual business plan", which is used to guide the annual operation of enterprises.
2. Medium-term strategic objectives
The medium-term strategic goal is phased, which will guide the company's development in five years or 5- 10, and will adhere to the development direction of the enterprise development strategy. At the same time, according to the phased focus of enterprise development, the strategic measures, key links, phased work focus and control measures of key points in this period are determined. It is a medium-term guiding document for enterprise development, which will guide the allocation of resources and capabilities for medium-term operation of enterprises, and its main content is more macro. To a certain extent, it will pay more attention to sales targets, technology research and development, human resources reserve, regional expansion, etc., and it is evaluative, predictive and development-oriented.
3. Long-term strategic objectives
The long-term strategic goal of the enterprise is 10 years or more. It is more based on "corporate vision" for macro-planning, more focused on future development strategy, with stronger macro-guidance, more inclined to macro-forecast and guide various indicators of enterprises, and has important guiding significance for the long-term development of enterprises. Excellent enterprises always pay more attention to the formulation and promulgation of "long-term strategic objectives", their macro-guiding significance and the allocation of their resources and capabilities.
Verb (abbreviation of verb) strategic path
Enterprises have a clear strategic direction, formulate feasible strategic objectives and have a clear strategic path. The strategic path is the direct bearing of the enterprise's strategic objectives, and it is an important support and an important way to realize the strategic objectives. Choosing the strategic path requires choosing the strategic entry point and the main body of the strategic path.
1, strategic breakthrough point
The strategic entry point is the recent "realistic" entry point of "realizing the strategic goal of the enterprise", which is based on the actual resources and capabilities of the enterprise. The choice of entry point is varied, which can be the development of new products, new technologies, new fields and new businesses. The definition and implementation of these strategic entry points is an important path for the rapid development of enterprises and an important aspect of the presentation of strategic paths.
2. Bearing body
When the strategic goal of an enterprise is established, the implementation of the path is clear, and the undertaker of its strategic path is also extremely important. The undertaker is also the implementation department of the entry point, the management and control institution of strategic promotion, and an important module of the entry point. The selection, implementation and control of carriers are also important aspects of the strategic path. For enterprise departments, the departments that promote the implementation of the strategy are mostly strategic planning department, strategic development department and development department. , with the functions of strategic formulation, strategic promotion and strategic supervision.
Strategic theme of intransitive verbs
The strategic subject is the "main part", the core part, the strategic subject and the core strategy of strategic planning, and the "soul" of the whole strategic planning. Enterprises need to be cautious.
1, making main body
The formulation subject refers to the formulation subject of "strategic planning", which determines the depth, breadth and width of strategic planning. Strategic planning can be at the company level, business level and functional level, and each level has its influence scope and degree. Some departments, such as the Strategic Planning Department and the Development Department, have formulated it, while others have been promoted by the "Strategic Management Committee". The level, type and level of the formulation subject determine the role and influence of strategic planning, and also determine the implementation of "strategic planning".
2. Core strategy
"Core strategy" is the most core and important link in strategic planning. It carries the strategic direction, constructs the steps of strategic advancement and determines the core of strategic advancement. The strategy will involve target definition, resource allocation, ability training and other aspects, as well as key indicators such as sales performance, market construction, customer growth and financial control, and will clarify the components of the core strategy. The core strategy is usually put forward by the management and submitted to the board of directors for approval.
3. Strategic elements
The core strategy is a kind of "management orientation" and a strategic arrangement, which is mostly composed of various specific strategic plans. The allocation of "strategic elements" will be the "soul" of the core strategy and the key link in the construction of strategic subjects. The core strategy determines the composition of "strategic elements". The core strategy is technology-driven, and technology reserve and R&D mechanism construction become strategic elements. Market-oriented "core strategy", the strategic elements must focus on "market planning and marketing strategy"; Strategic elements are different because of different "core strategies".
Seven. Strategic support
The core strategy of strategy is the key to "enterprise strategic planning", and its implementation should be ensured. Strategic guarantee is an important link in promoting strategic planning and an important support for the successful realization of strategy. Strategic support covers a wide range, which can be divided into functional category, service category and alliance category. Different types of support have different operating points.
1, function guarantee
Functional guarantee is mostly a link of supporting the "main strategy" of the strategy, which belongs to various functions, such as cultural construction, marketing planning, market construction, financial control, customer management and so on. The function construction must take the "core strategy promotion" as the direction, and strengthen the confirmation of key functions, the matching of related functions and the ground support of general functions. The mechanism construction and efficient operation of each function is one of the key links of "strategic guarantee".
2. Service guarantee
Service guarantee mainly refers to various guarantees of "enterprise operation", which can be industrial base service, production supporting service, material storage service, logistics distribution service and so on. Service refinement is an important link to ensure "strategic advancement", and service improvement is an important link to ensure rapid strategic advancement.
3. Alliance guarantee
Strategic alliance is based on the "external competition" of enterprises. If an enterprise wants to develop, it must quickly promote "strategic implementation", handle all kinds of interests with the outside world, handle relations with strategic allies, form alliances with stakeholders for common development, maintain close communication with all links in the industrial chain, and make a big cake side by side with potential competitors.
Eight. Strategic control
To implement strategic planning, there must be control. Excellent management and control settings can ensure the rapid promotion of enterprise strategy and the correct implementation of enterprise planning. Without control, there will be no success, and without control, there will be no development.
1, phase division
"Rome" was not built in a day, and the strategic goal should be realized in stages. The stage division is mostly oriented to the realization of "strategic goals". According to the characteristics of enterprise resources and capabilities and strategic development planning, accurately define the direction of strategic implementation, determine the key contents of each stage, and determine the realization methods of each stage. At this time, it needs to be formulated close to the "core competitive advantage" of the enterprise to ensure the correctness and feasibility of strategic stage division and the effective implementation of strategic planning.
2. Key links
The realization of strategic objectives always has its key links, and the success or failure of key links will affect the success or failure of strategic advancement. The key link comes from the enterprise's definition of strategic objectives, the division of strategic stages, and the deep consolidation of the enterprise's own resource capabilities. The confirmation of key links is also one of the important tasks of strategy makers and strategy executors. The key links are usually related to the strategic planning and core resource capabilities of enterprises.
3. Key nodes
An important method of strategic control is "key node control", which can be a time node. When this stage ends and a new stage begins, it is the period of "key node control"; This node can be a "key link promotion point". When the key link is implemented to a certain extent, "necessary control" is needed to ensure its feasibility, effectiveness and correctness; This node can be a "key person", the main person in charge of controlling the core work, strengthening the audit of its responsibilities, confirming the completion of tasks, and promoting future work. And ensure the correct implementation of strategic planning with "key management of core leadership".