Enterprise development strategy research, enterprise development strategy

An enterprise, the development strategy, that is, its sustainable development plan, how to reasonably formulate the enterprise development strategy? Below I have prepared an article about the development strategy of the enterprise for you, welcome to read.

1. What is the company's own vision?

Vision refers to the direction in which the business wants to go. Vision is very important, if a company's vision is not clear, there will definitely be a lot of problems in the going concern. Many companies don't pay much attention to the vision, thinking that it is just a text description, which is very illusory.

In fact, the vision is very important for a business, the key is whether the owner of the business really believes in your vision, and effectively disseminates it to every internal stakeholder so that they can confirm it and really work towards it. If you really want to do it, you may not be able to do it, but there is a possibility of success, and if you don't really fancy the vision, you will definitely not be able to do it. In this regard, it is mainly the owners and executives of the enterprise who must pay attention to this link.

The vision proposed by a business is a long-term goal. Therefore precisely because from the long-term'From the perspective of perspective, enterprises must maintain consistency in the process of operation, and this consistency can truly precipitate the company's brand, style and value recognized by customers. Therefore, the vision must be the long-term goal of the enterprise.

Second, what is the development goal of the enterprise?

Goals are divided into medium- and long-term goals and short-term goals. The setting of these two types of goals should be determined according to the scale of the enterprise, and cannot be generalized. For a large enterprise, the short-term goal may be one year, and the long-term goal may be five years; But for a small business, a quarter is a short-term goal, and a year is a long-term goal.

The basic meaning of the goal itself is a financial goal, which should be repeatedly considered and scientifically strodied. At the same time, when formulating development strategies and business layouts, it is necessary to constantly reverse evaluate whether this goal is realistic. How you determine your goals is related to the style and awareness of the owner of the business.

3. Plan the development strategy of the enterprise

It can also be referred to as a route. It is a clear definition of what to do, what not to do, and what methods to do to achieve the goal. For example, a real estate company decides how to acquire land, how to finance, whether to do residential or commercial, whether the development of the region or the development of the whole country, whether to rent or to rent, etc.

The general direction is actually the development strategy. At this level, it is more of a comprehensive choice based on the factors of internal and external environment and resources, which requires both the intuitive judgment of the business owner and the rational analysis of the strategy department. Generally speaking, enterprises need to conduct an analysis of the objective situation and the subjective situation at this stage.

Summary. There will be two successes for people, once in thought and once in reality. Only by being able to clearly conceive a successful picture in the mind can we better gather energy in reality and achieve it faster and better.

Through the analysis of the overall business environment of the enterprise, the living space of the enterprise can be sorted out. Specifically, it can be carried out from the following three aspects, first of all, to see the general trend of doing business, and take advantage of it. The main factors that form and influence this trend can usually be summarized into four categories: political, economic, social, and technological.

In the environmental impact, there are both opportunities and threats to enterprises.

Hello, dear. If any company wants to develop well, it must first have a clear positioning. Enterprise positioning is like the root of a big tree.

If the positioning is unclear, or miscellaneous, the roots of the big tree do not know where to be rooted, and they cannot be deepened. In this way, the tree will not be able to grow taller and grow. With positioning, there must also be a clear desire to hide and search cautiously.

The success of the enterprise comes from a dream.

There will be two successes for people, once in thought and once in reality. Only by being able to clearly conceive a successful picture in the mind can we better gather energy in reality and achieve it faster and better. Through the analysis of the overall business environment of the enterprise, the living space of the enterprise can be sorted out.

Specifically, we can carry out filial piety from the following three aspects, first of all, we must see the situation of great caution and take advantage of it. The main factors that form and influence this trend can usually be summarized into four categories: political, economic, social, and technological. In the environmental impact, there are both opportunities for enterprises and threats to enterprises.

The content of the strategic planning for the development of the enterprise consists of three elements: (1) Direction and goals Managers have their own values and their own ambitions when setting directions and goals. However, he has to take into account the external environment and his own strengths, so the final goal is always a compromise of these things, which is often subjective, and generally speaking, the final direction and goal are by no means a person's desire.

2) Constraints and Policies It's about finding a balance between the environment and opportunities and the resources of your own organization. Find some of the best collections of activities so that they can best play to the strengths of the organization and achieve the organization's goals as quickly as possible. These policies and constraints contemplate opportunities that have not yet emerged, and the resources that are being considered are those that are being sought.

3) Plans & Targets This is a near-term task, and it is the responsibility of the plan to match opportunities and resources. But what is considered here is the current situation, or rather the situation in the near future. Since it is short-term, it is sometimes possible to make an optimal plan to achieve the best indicators.

The manager or plant manager thinks that he has achieved the best balance of time, but this is still subjective and the actual situation is difficult to match exactly.

There are five ways to develop strategic planning: the first is directed by the leadership and developed from the top down, which is used in many enterprises; the second is bottom-up, with public institutions as the core; The third is that the leadership establishes a planning department, which is formulated by the planning department; The fourth is to entrust a responsible, trustworthy and authoritative consulting agency, of course, the responsibility, trustworthiness and authority mentioned here are some necessary conditions, and there may be more conditions, if the consulting agency does not have these necessary conditions, then it is very dangerous for the enterprise; The fifth is the cooperation between enterprises and consulting institutions.

1. The relationship between strategy and plan Enterprise development strategy is the route and principle, soul and program of enterprise development plan. The enterprise development strategy guides the enterprise development plan, and the enterprise development plan implements the enterprise development strategy. 2. Pay attention to the subdivision and implementation of small plans under medium and long-term large plans.

It is right to focus only on plans, especially annual plans; However, it is necessary to make a good stage plan around the annual plan, and insist on using the development strategy of the enterprise to guide and command various plans. Plans must be drawn up with specific measures, quantitative targets and an overall balance.

3. The plan must be based on the detailed relative short-term goals on the basis of the enterprise development strategy, which is the fundamental guarantee for the achievement of the strategy. 4. In the process of formulating and implementing the enterprise development strategy, it is necessary to closely focus on the core of the strategy (1) In the process of formulating and implementing the enterprise development strategy, whether you are a strategic defense or a strategic offensive, there will be the most important thing, which is the inevitable law of anything. If we grasp the main contradiction in things, we will grasp the essence of the problem, and the solution of the problem will be twice the result with half the effort, and many problems will be solved with ease.

2) The focus of enterprise development strategy is the competitiveness of the enterprise. The competitiveness of an enterprise is based on the objective analysis and evaluation of the internal factors of the enterprise, which depends on the industry structure and the relative market position of the enterprise. The core competitiveness of an enterprise is the essence of the core of the company's development strategy.

Core competitiveness refers to the key resources, knowledge or capabilities that an enterprise itself has over other competitors participating in the competition. This ability is difficult for opponents to imitate, not portable, and does not lose with the departure of employees. Core competencies can be specific skills, know-how, the knowledge management system of the enterprise, or the production capacity of a company with high competitive value, or a specific skill set.

In a standardized and orderly market environment, enterprises must have a clear strategy if they want to win in the competition and achieve long-term development. Enterprises without a strategy can often only focus on the present, and are exhausted by short-term material gains, and often end up disappearing. Strategy defines and determines the core competitiveness of the enterprise, so that the enterprise needs to know what kind of structure it needs to build, what kind of culture it needs to build, and how to attract and cultivate talents.

Strategy stems from the organization's mission and vision. Only by first clarifying the fundamental reason for the existence of the organization and where the value lies, foreseeing and gradually clarifying the target state to be achieved by the organization, can the corresponding strategy be formulated. Strategy itself is also a concept, a guide for the future, and a guide for the present.

The strategic vision of a business is usually formed by the leaders of the business; On the basis of understanding the mission and vision of the enterprise, they comprehensively consider the external political, economic, and social environment of the enterprise, as well as the current situation of the enterprise, and conduct strategic analysis through a series of logical and non-linear thinking of non-causal determination, so as to determine the strategy of the enterprise. Once the strategy is in place, you need to think about how to implement it. Strategies are often expressed in the form of goals; Because the goal is visible, easy to communicate and understand, so that the efforts of all members of the business can be directed towards a common thing to achieve the strategic intent of the leader.

But in reality, even if a company has a good strategy and sets corresponding goals, it is often difficult to implement it. There are many factors that affect the implementation of the strategy, including changes in the external environment, the quality of enterprise members, corporate culture, etc.; From the perspective of the goal itself, whether it can be effectively communicated is an extremely important prerequisite for the implementation of the strategy. It is not difficult to understand why Drucker's "management by objects"[1] has become a concept that has had a profound impact on the history of management.