If an enterprise s strategic planning is done, how to make the strategic planning land?

First of all, it is necessary to have a proper understanding of what strategic planning management actually is. Times Guanghua believes that any strategic management is not a great prophecy. It is nothing more than a path hypothesis that is put forward from the back to the front.

The purpose of developing corporate strategic management is to focus and decide what should be done and what should not be done. Therefore, it is wrong to think that strategic management is omnipotent, regardless of the changes in the environment and resource conditions, and to rigidly promote strategic management, and at the same time, it is also wrong to think that strategic management is useless, how to do it, and put strategic management there as a vase.

Second, it is necessary to establish an evaluation and adjustment mechanism for strategic implementation management. The future is uncertain, whereas strategic management itself is certain. Therefore, it is important to constantly review and make timely adjustments.

Under an overall strategic management, it is necessary to change tactics and tactics, not to negate the strategy, but to better execute the corporate strategy.

Thirdly, we must make every effort to promote the implementation of the strategy. Practice is the only criterion for testing the truth, and not doing it is equivalent to having no strategic management, and it is impossible to judge whether the established strategic management is correct. The implementation of strategic management should include continuous learning, communication and discussion of new strategic management, including the implementation of organizational and personnel guarantees and the coordination and support of specific operational activities.

Once the strategic objectives are defined, implementation becomes key. If strategy is the "heart" of the enterprise, then execution is the "hand" of the enterprise. No matter how good the company's strategy is, without a strong execution as a guarantee, this strategy is just a dream.

Since the beginning of this year, many companies (especially large companies) have proposed to speed up internal control and establish a set of internal supervision system, which can turn strategic goals into realistic carriers. How to strengthen execution, the author will focus on three key points of personal information: First, the information process.

It is necessary to maintain the smooth flow of information within the enterprise, between the enterprise and the outside of the enterprise, so as to provide timely and effective information feedback and solve the problems existing in the work. The second is the operational process. The operational process is the implementation step, which ensures that everyone can complete their tasks through detailed follow-up measures.

The third is the personnel process. The focus is to do a good job in the development of human resources, make full use of the OA MyAPPS supervision management system and salary system, and supervise people through performance appraisal and training, so as to promote the landing.

The purpose of enterprise strategic planning is to set the direction of enterprise development, so that the enterprise can better develop in a more accurate direction. It includes two basic contents: enterprise development direction and enterprise resource allocation strategy, and the company that does well in this line is Happy Cloud!

In my opinion, it is simply to analyze and specify the corporate strategy according to the situation of each department and the planned work, and then decompose the corporate strategy to each department and each employee. Enterprise strategy can be implemented with the help of performance management tools Enterprise strategic management can be defined as the art and science of how to formulate, implement, and evaluate corporate strategies to ensure that business organizations can effectively achieve their goals.

It mainly studies the functions and responsibilities of enterprises as a whole, the opportunities and risks they face, and focuses on the comprehensive decision-making issues involved in business operations across functional areas such as marketing, technology, organization, and finance. Strategic management of the business helps the business on the road to success. But incorrect strategic management can sometimes backfire.

Therefore, strategic management should follow the principles of science.

1) The principle of adapting to the environment The influence from the environment will greatly affect the business objectives and development direction of the enterprise. The formulation of the strategy must pay attention to the interaction between the enterprise and the external environment in which it is located.

2) The principle of whole-process management Strategy is a process, including the formulation, implementation, control and evaluation of strategy. In this process, each stage supports and complements each other, ignoring any of these stages, the strategic management of the enterprise cannot be successful.

3) The principle of overall optimality Strategic management should treat the enterprise as a whole, and emphasize the overall optimum, rather than the local optimum. Strategic management does not emphasize the importance of a certain part or department of the enterprise, but coordinates the activities of various units and departments by formulating the purpose and objectives of the enterprise, so that they can form a joint force.

Fourth) the principle of full participation because strategic management is the overall situation, and there is a whole process of formulation, implementation, control and revision, so strategic management is not only a matter of enterprise leaders and strategic management departments, in the whole process of strategic management, all employees of the enterprise will participate. (5) Principle of feedback and correction Strategic management involves a large time span, generally more than five years. The implementation process of a strategy is usually divided into multiple stages, so the overall strategy is implemented step by step.

Environmental factors may change during the implementation of the strategy. At this point, the company can only ensure the adaptability of the strategy by constantly tracking the feedback.

6) The Outside-In Principle Excellence in strategy is from the outside in, not the inside out.

First of all, it is necessary to grasp the concept and connotation of corporate strategy, such as what corporate strategy is, and corporate strategy can be further divided into what is the dust of the banquet.

Secondly, we need to master the methods of corporate strategic planning, such as the methods of market research, the methods of enterprise evaluation, the methods of developing ideas, and the methods of program preparation.

In order to formulate strategic planning, the company needs to clarify the following three concepts: strategy, strategic planning, and strategic management.

Strategy is the direction and goal. The essence of strategy is choice. The difficulty in choosing is to give up.

Strategic planning includes the development of strategies and the steps (paths), strategies and specific initiatives designed to achieve the strategic goals of the enterprise.

Strategic management is broad and narrow. Strategic management in the broad sense includes strategic planning, and strategic management in the narrow sense is the inspection (strategic inquiry), adjustment and end-of-term strategic audit in the implementation process of strategic planning.

The significance of formulating strategic planning and implementing strategic management:

First of all, the development of enterprises to a certain extent, to develop or go further, or to encounter development obstacles or difficulties, or to seek to win in the market competition, these need strategic guidance;

At the same time, a strategic approach alone is not enough. It is also necessary to plan specific steps, strategies and a series of measures to map out a feasible path to ensure the realization of the strategy.

At the same time, the internal and external environment of the enterprise is constantly changing, and the strategy is not set in stone after it is formulated, but it is necessary to actively carry out strategic management. This includes adjusting the strategy accordingly according to internal and external changes and maintaining a dynamic balance with the internal and external environment; At the same time, in the process of implementing the strategy, the shortcomings of the initial strategy design will be gradually exposed, such as defects or poor consideration, which need to be improved and perfected.

The planning company is the external aid of the strategic business activities of the enterprise, and its responsibility includes not only the determination of the strategic planning of the enterprise, but also the establishment of the strategic objectives of the enterprise. What is a strategic goal?Strategic goal refers to the expectation of the main results expected to be achieved by the strategic business activities of an enterprise. The setting of strategic objectives is related to the concretization and concretization of the purpose of the enterprise, the further elaboration and definition of the business purpose of the enterprise, and the specific provisions of the level to be achieved by the enterprise to carry out strategic business activities.

So, how does the company help companies set strategic goals?

Generally speaking, the setting of strategic goals needs to go through four specific steps: investigation and research, goal formulation, evaluation and argumentation, and goal decision. The strategic objectives of the enterprise include market goals, innovation goals, profit goals and social goals. This kind of goal requires enterprises to conduct research work before formulating, and then review the success of the research that has been done, and further compare and analyze opportunities and threats, strengths and weaknesses, self and opponents, enterprises and the environment, needs and resources, and current and future, so as to lay a reliable foundation for the formulation of strategic goals.

For example, the determination of market objectives should involve a careful analysis of customers, target markets, products and services, sales channels, etc. The setting of strategic objectives requires that the investigation and research must be carried out comprehensively, and the focus should not be biased, but the key points should be highlighted, and the relationship between the enterprise and the external environment and the future research and development should be the focus. In this way, objectives can be better formulated.

After the strategic objectives are formulated, it enters the process of evaluation and demonstration. The evaluation and demonstration link requires the organization of experts and relevant personnel in various fields to evaluate and demonstrate the proposed target plan. It is emphasized that the evaluation argument must be carried out on three aspects: whether the target line of defense is correct, how feasible the strategic objectives are, and how well the objectives are well developed.

Whether the target line of defense is correct is the basic requirement is that the proposed strategic objectives should be in line with the spirit of enterprise, in line with the interests and development needs of the enterprise, in line with the needs of the external environment and future development; The degree of perfection of strategic objectives should start from two aspects: the clarity of the objectives and the consistency of objectives and contents. Only by comparing and weighing the pros and cons and finding out the advantages and disadvantages of each scheme can we improve the target plan and promote the realization of the target plan. This is related to the goal decision of strategic goal setting.

In the case of multiple options, when deciding on the selection of goals, the trade-offs should be considered from three aspects: the degree of correctness of the direction of the goal, the degree to which the goal can be expected to be achieved, and the size of the expected benefit. In addition, goal decisions require timing, on the one hand, to prevent hasty and rash decisions before the opportunities and difficulties are understood, and on the other hand, not to be indecisive and lead to delayed timing.

First, the person in charge of the enterprise, the heads of various departments of the enterprise and employee representatives participated, find a relatively quiet place to discuss the strategic plan, and form a draft strategic plan. 2. Discuss and determine the company's vision, mission and main goals.

First, the person in charge of the enterprise, the heads of various departments of the enterprise and employee representatives participated, find a relatively quiet place to discuss the strategic plan, and form a draft strategic plan. 2. Discuss and determine the company's vision, mission and main goals.

Output value planning: What was the output value last year? How much will it be for this year, the year after that, and the next five years?

Product planning: How many kinds of products are there now, how many occupy the market, and how many make money? How many more types will be developed?

Brand planning: How many brands are there now, and what is the market influence? How much does it cost to invest in brand building?

In what ways to increase brand awareness, etc.? Market planning: What was the sales last year?

What is the sales volume by region? What is the sales volume for this year, the year after next, the next year, the next year, etc.? Quality Planning:

What was the first-pass rate of last year's products? How much should the pass rate be increased this year, the year after next and once every five years? What aspects of product quality need to be improved?

Technological transformation planning: How much does it cost to invest in technological transformation every year? Security Planning:

Safety is the top priority, and safety must have hard indicators and be implemented in all positions. Crisis Management Planning: What other risks do companies face?

Formulate corresponding plans according to the risk to ensure that the risk is controllable. Human resource planning: What is the current staff size of the company?

How many people need to be added compared to the annual output value? What talents are we urgently lacking, and how are they cultivated?

Hope mine is helpful to you.