How to do strategic planning for small and medium sized enterprises

First, the market environment faced by small and medium-sized enterprises.

1.The market structure and survival and development faced by small and medium-sized enterprises.

In reality, most of the small and medium-sized enterprises are located in decentralized industries. The market structure faced by small and medium-sized enterprises is either a perfectly competitive market or a monopolistic competitive market.

In a perfectly competitive market, due to the large number of producers and consumers, the products are homogeneous, and there is no difference in the market. Enterprises can also only use the same **** products. If there are small and medium-sized enterprises in a certain industry, if there are a large number of enterprises and there is no difference in the specifications, varieties and quality of products, the sales probability faced by each enterprise is about the same.

No one has a relative competitive advantage, nor can they obtain differential benefits. Enterprises may be able to survive, but they lack the initiative to develop.

In a monopolistic market, there are more producers and consumers, there are differences in product quality, and the barriers to market entry are relatively weak. In the short term, monopolistic competitors are equivalent to monopolistic firms, which can obtain high profits by virtue of the differentiation of their products. However, in the long run, due to the relatively weak barriers to market entry, the differentiation of products can be easily broken through, and the profits of manufacturers will tend to zero.

If there are small and medium-sized enterprises in a certain industry, if there are a large number of enterprises and there are differences in product quality, enterprise competition is manifested as product differentiation competition. Of course, there is also competition and advertising competition. Whoever can continue to innovate can obtain high profits and win in the competition.

2.Target market for SMEs.

Philip Kotler divides companies into four categories based on their position in the target market: market leaders, challengers, followers, and fillers. Small and medium-sized enterprises are small in scale, weak in technical force, backward in management level, poor in competitiveness, and lack of capital and talents, and generally can only be used as market fillers.

As a filler in the market, small and medium-sized enterprises generally subdivide the market again or many times, concentrate on some small parts of the market that are ignored by large enterprises, and obtain maximum benefits through professional operation in these small markets, so as to survive and develop in the cracks of large enterprises.

In a gap market, the number of customers is defined as a small number of consumers who are grouped together due to common preferences, interests and consumption habits. It is the best choice for SMEs to occupy a leading position in the market. For small and medium-sized enterprises, it is impossible to provide all the products and services to everyone, and provide specialized products and services to a small group of consumers in the population, which is more conducive to their survival and development.

3.Relative disadvantages and advantages of SMEs.

1) Compared with large enterprises, small and medium-sized enterprises are at a relative disadvantage: small scale and high cost; insufficient funds and lack of human resources; Poor market competitiveness and easy to be squeezed out of the market by large enterprises; Lack of marketing ability to create a market; Dependence on large business.

2) SMEs also have some advantages that large enterprises do not have: information symmetry between business leaders and employees. Business leaders can conduct face-to-face management of employees; Enterprises have a relatively accurate and sufficient grasp of local market information.

Enterprises can communicate directly with customers or conduct market research in person; Strong market adaptability, can adjust the product or service types in a timely manner with market changes.

In order to formulate a strategic plan for the development of an enterprise, it is necessary 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) of strategic planning in the implementation process, adjustment and end-of-term strategic audit.

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.

Of course, it is not easy to do a good job in strategic planning and management, and without exquisite skills, it will be average.

Enterprises can organize their own internal staffing for strategic planning and strategic management, or they can hire external consulting agencies to help.

The founder of the domestic strategic consulting agency is Mingde Strategy, and the founder Lou Yong is the first person in domestic strategic management, focusing on strategy for 20 years, with a deep reputation and convincing enterprises.

1. The method of enterprise strategic planning is:

1) Through the analysis of external factors, understand the macro environment, market and industry environment;

2) Analyze the internal capabilities of the enterprise and summarize the advantages and disadvantages of the enterprise; After a comprehensive analysis of the internal and external environment, clarify the strategic direction and market positioning, identify the gaps in its own resources, and formulate an overall strategy accordingly.

3) In order to ensure the implementation of the overall strategy, it is usually necessary to formulate a strategic action plan, ensure the supply of resources, and monitor and adjust it with certain evaluation methods.

2. Enterprise strategic planning refers to the process of formulating and implementing strategies according to the external environment and its own conditions and changes in the enterprise, and adjusting and formulating new strategies according to the evaluation and feedback of the implementation process and results.

3. A complete enterprise strategic plan must be executable, which includes two basic contents: enterprise development direction and enterprise resource allocation strategy.

The first step is to sort out the strategic planning of the enterprise, which is the positioning, the company's goals and vision. Many small and medium-sized business owners think that there is no need for strategic planning, but I don't think so, any work of the enterprise is basically around the strategic goal of the service, the enterprise does not have a strategy or the strategic planning is vague, the enterprise will lose its soul, employees can not find the goal, such an enterprise is not able to go far. People have no goals, they live to get by, and the walking dead are the same.

So how should SMEs develop strategic planning? Teacher Zhao Yunyang suggested the following:

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.

1. Determine the company's vision and mission: The corporate vision is mainly a kind of Sun Spine vision of the person in charge of the enterprise for the future of the enterprise, that is, what kind of enterprise do we want to become? The mission of the enterprise is the guiding ideology, principle and direction of the enterprise, and it is also a business philosophy, that is, what is the guiding ideology of our operation?

How do we deal with the market, customers, employees, shareholders and competitors? It affects the company's decision-making and thinking. If my vision is:

2. Determine the main target planning. Examples of goal planning are as follows:

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?

Safety 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?

Different companies have different priorities, but if there are clear goals in all of the above, strategic planning can be said to be basically clear. Third, the formation of a draft strategic plan, widely solicit the opinions of employees, only "from the staff, to the staff", with the support and support of the majority of employees, to ensure the implementation of the strategy. 4. Instruct the relevant person in charge to formulate a strategic plan and implement the plan, and implement it after discussion at the meeting.

1. Strengthen R&D investment. By strengthening R&D investment, improve the innovation and technical content of products to maintain market competitiveness.

2. Expand market channels. Expand the market through multiple channels, such as adding partners, expanding online sales, etc., to expand market share.

3. Improve production efficiency. By optimizing the production process and management system, improve production efficiency and reduce production costs to improve the company's profitability.

Fourth, strengthen personnel training. By strengthening the cultivation and introduction of talents, improve the company's technical strength and management level, and provide strong support for the company's long-term development.

The development strategy of a good enterprise is what every enterprise needs to do, and it is necessary to make its own rapid development.

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 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.