First, the significance of enterprise strategic management to the development direction of enterprises. Only when a person is ambitious can he motivate himself to make unremitting efforts until he succeeds.
An enterprise also needs to have a clear and long-term development goal in order to have a strong enterprise cohesion and become bigger and stronger step by step. At present, with the rapid change of market competition, it is an essential task for enterprises to predict and evaluate the future form and make long-term strategic planning if they want to further develop and grow. "Whenever you see a great enterprise, someone must have made a great decision." Drucker, the father of modern management, also fully demonstrated this point.
The core of enterprise development strategy is to plan the basic goal of enterprise survival and development, which should take into account the needs of enterprise overall development and be applicable in a long strategic development period; At the same time, it is necessary to make a short-term operational strategic plan to achieve this goal. In this way, the business direction and future vision of the enterprise are clarified, which provides a practical scientific basis for enterprise managers to carry out business management activities; At the same time, it describes the blueprint for the development of the enterprise for all employees and encourages them to work together to realize the enterprise ideal.
1984, Zhang Ruimin, president of Haier group, put forward Haier's brand strategy thought of "do or do first". 199 1, Haier culture has activated "Huck Fish", which is its diversified development strategy. 1998 put forward the international development strategy, and Haier began to go abroad and build a global brand; The networking strategy put forward by 20 12 is to build a platform-based enterprise in the Internet era. With the lofty vision of enterprise strategic management, Zhang Ruimin led Haier Group to develop vigorously. Haier's successful experience fully proves that the strategic management of the enterprise is conducive to the enterprise to make great strides in the right direction.
Second, the significance of strategic management for enterprises to gain competitive advantage In the competition of market economy, competitive advantage is the lifeblood and core of enterprise development.
In the traditional environment of relatively peaceful competition, if an enterprise establishes a competitive advantage, it may last for decades without much change. However, in an excessively competitive market, this advantage is difficult to maintain. Successful enterprises should plan and implement appropriate strategies to gain advantages and break the advantages of competitors.
Enterprise strategic management effectively analyzes the external environment and internal conditions, so that enterprises can gain competitive advantage.
The external environment, whether macro or micro, is generally beyond the control of enterprise managers in the short term. Enterprise strategy analyzes and evaluates the external environment, fully understands the threats and opportunities faced by enterprises, and formulates reasonable coping strategies and clear tasks. Once the external environment of an enterprise changes, relevant strategies and tasks should be adjusted in time to prevent competitors from entering or breaking their advantages.
Internal conditions are the basis for enterprises to gain competitive advantage, and must be considered when formulating development strategies. They usually refer to internal factors that enterprise managers can control, such as human resources, research and development capabilities, financial and equipment conditions, and organizational structure.
Only by analyzing the internal conditions of enterprises, understanding the present situation of enterprises, knowing their own advantages and disadvantages, planning strategic objectives suitable for enterprise development, selecting areas conducive to enterprise development, cultivating advanced enterprise culture and formulating reasonable and effective rules and regulations can we obtain and maintain the advantages of enterprises in the competition.
Third, the significance of enterprise strategic management to optimize enterprise management. The development of any enterprise is inseparable from high-level and powerful enterprise execution.
Scientific enterprise strategic management can optimize enterprise management, thus improving the core competitiveness of enterprises.
Only by maintaining excellent human resources can we enhance the competitiveness of enterprises. At present, the high mobility of talents makes enterprises have to face the problem of retaining real talents. Through effective communication and coordination among various functional departments within the enterprise, strategic management not only allows employees to see the development direction of the enterprise, but also allows employees to see their full development and upward space, enhances their sense of belonging and responsibility, and mobilizes their enthusiasm and enthusiasm for work, thus truly maintaining the strategic advantage of the enterprise.
In addition, enterprise strategic management can also create a good employment mechanism, coordinate the relationship between leaders and employees, establish a reasonable performance appraisal system, and provide a fair and just competition platform for employees, thus avoiding internal contradictions, uniting employees, improving work efficiency, and thus enhancing the overall competitiveness of enterprises.
Fourth, the significance of the company's strategic management The company's strategy is committed to the company's development and growth, which is related to the company's success or failure, rise and fall and life and death.
Only by establishing scientific decision-making procedures and reasonable and useful strategies, constantly pushing the company to keep pace with the times and truly establishing a development strategy suitable for the company's long-term development can the company develop healthily and orderly.
(1) The company's strategic management helps the company to accurately evaluate the crisis and opportunities of the external environment. External environment analysis, its focus is to judge the development form beyond talent, and then remind everyone of the situation to be faced and make a response.
② Analyze the advantages of the company, so that the company can gain its own competitive advantage in beneficial strategic activities. In strategic management, strengthen the analysis of the company's internal, recognize its own advantages and disadvantages, so as to carry out work and ensure its professionalism.
③ Execution is fundamental, and the implementation of strategic management can manage its manpower and other capital well. Adhere to the smooth road of strategic management of the company, and let the strategic management talents of the company keep advancing.
④ Strategic management helps to establish a strategic evaluation and control system based on the value of companies and consumers. It is very important to check, evaluate and control the implementation of the strategy. Flexibility, innovation and initiative are the necessary characteristics of its strategic system.
Expanding reading: an important research paper on strategic management of small and medium-sized enterprises
abstract:
Many small and medium-sized enterprises have accumulated to a certain extent, but there is no way to expand. The reason is that they have not achieved a qualitative leap in business philosophy, management methods and staff quality. Among them, it is very important to lack the idea of strategic management. Based on the reality of the development of small and medium-sized enterprises in China, this paper puts forward some ideas of strategic management of small and medium-sized enterprises at present.
Key words:
Small and medium-sized enterprises; Strategic management; Machine adjustment
First, the strategic thinking of managers
Some managers of small and medium-sized enterprises think that only large enterprises need enterprise strategy, and small and medium-sized enterprises do not need strategic management. This idea is completely wrong. As the saying goes, "Shopping malls are like battlefields". Facing the increasingly fierce market competition and the current changeable business environment, only strategic planning can win thousands of miles, and enterprise strategy is the key to grasp the fate of the whole enterprise. Enterprise managers are the role of planning the production and operation of the whole enterprise, so enterprise strategy has become the main work of enterprise managers, especially senior managers. In the process of formulating, implementing and controlling enterprise strategy, managers must comprehensively consider three basic strategic issues, namely:
1. What kind of enterprise is our enterprise? What kind of enterprise will it be? What kind of enterprise should it be?
2. What kind of goals should our enterprise achieve? That is to determine the expected effect of enterprise management activities.
3. How to achieve the established goals of the enterprise? That is, to find ways and means to achieve strategic goals and effectively manage all activities of enterprises.
Second, the formulation of SME strategy
For the managers of small and medium-sized enterprises, the formulation of enterprise strategy is particularly important, because no matter how superior the conditions of an enterprise are and how effective its operation is, once it chooses the wrong direction and goal, it will never succeed. Because the correct formulation of enterprise strategy is the top priority in the work of small and medium-sized enterprise managers. The formulation of the strategy can be divided into the following steps:
1. Analysis of internal and external environment of enterprises. The purpose of analyzing the external environment is to understand which external factors will affect the future development of enterprises. Recognizing the essence of these influences, positive influences are opportunities and negative influences are threats. How to deal with different external influences and take corresponding countermeasures. The purpose of analyzing the internal environment of an enterprise is to understand what factors will affect its future activities. Recognizing the essence of these influences, supportive influence is the advantage of enterprises, and obstructive influence is the disadvantage of enterprises. How to take countermeasures against different internal environmental factors?
2. Clarify the mission of the enterprise. The mission of an enterprise includes two aspects: enterprise concept and enterprise purpose. The so-called enterprise concept refers to the values, beliefs and codes of conduct set by enterprises for their business activities. The purpose of the enterprise refers to the business activities that the enterprise is required to carry out or intends to carry out, as well as the current or expected types of the enterprise. In short, establish the behavior and management concept of enterprises.
3. Formulate enterprise policies. Policy refers to the general principles of enterprise behavior, which summarizes the framework structure of establishing goals, selecting strategies and implementing strategies. When formulating policies, an important issue to be considered is that policies should contribute to the successful realization of enterprise goals and the implementation of strategies.
4. Establish long-term and short-term goals. Long-term goals specify the expected results of an enterprise in carrying out its tasks, and their term usually exceeds one fiscal year of the enterprise. Short-term goal is the implementation goal within one year, which is the basis for managers to achieve long-term goals.
5. Choose the target strategy of the enterprise. Choosing an enterprise's target strategy refers to choosing a specific strategic combination that an enterprise intends to adopt from several feasible schemes to achieve the enterprise's goals. As far as small and medium-sized enterprises are concerned, the long-term goal of enterprises may be the growth rate of total profits in the next three years, or the improvement of market share, or becoming one of the advanced industries in the region. In order to achieve different goals, enterprises adopt different strategies or strategic combinations, and small and medium-sized enterprises can choose according to specific conditions.
Third, the strategic choice of SMEs
In order to adapt to the fierce market competition and improve the competitiveness and operating efficiency of enterprises, small and medium-sized enterprises must formulate feasible market management strategies in light of their own characteristics. SMEs generally choose the following strategies:
1. the strategy of concentrating advantages to win by specialization. It is a strategy based on the characteristics of small and medium-sized enterprises such as small scale and limited resources. Small and medium-sized enterprises are weak, and they often can't manage a variety of products to spread risks. However, they can concentrate their advantages, specialize by selecting market segments that can effectively play their advantages, concentrate effective resources in the target market, improve the product development ability of enterprises, do a good job in product upgrading, form enterprise-specific products and increase market share.
2. Find a blank and win quickly. This is a strategy based on the flexibility and adaptability of small and medium-sized enterprises. Small and medium-sized enterprises should follow the principle of "no one has me, no one has me", look for various gaps in the market, rely on their own fast and flexible advantages, enter the blank market in one fell swoop, expand the gap when moving forward, develop in the direction of specialization, and quickly evacuate when retreating to find new gaps. This is the strategy of "small but fine, small but fast" for SMEs. This strategy must establish an efficient, sensitive and accurate information system. Organizationally, it is necessary to maintain the effectiveness of strategic decision-making in the process of implementing decision-making, so that decision-making can be transformed into enterprise production and operation activities as soon as possible.
3. Unique and distinctive winning strategy. This is a business strategy based on the fact that it is easier for SMEs to get closer to customers. Small and medium-sized enterprises are generally unable to meet the requirements of economies of scale and maintain the leading position in cost level in order to gain the initiative position in competition. Small and medium-sized enterprises have narrow business scope and are easy to get close to customers. They can attract consumers by making their products or services have distinctive features and are in a strong competitive position. This is a unique business strategy for small and medium-sized enterprises. This strategy must deal with the relationship between business characteristics and costs.
4. The strategy of horizontal cooperation to win. This strategy is based on the characteristics of small and medium-sized enterprises, such as weak funds, poor production technology and difficulty in using economies of scale. On the basis of equality and mutual benefit, small and medium-sized enterprises form a relatively close relationship, fill each other's gaps, make more effective use of limited capital and technical strength through business concentration, reduce internal friction under decentralized operation, and jointly develop the market, thus contributing to their own survival and development. This is the strategy of joint competition of small and medium-sized enterprises. According to the degree of alliance between small and medium-sized enterprises, this strategy can be divided into loose alliance and close alliance.
5. The winning strategy of vertical cooperation and contracting. It is a business strategy based on the characteristics of limited strength and single product of small and medium-sized enterprises. Small and medium-sized enterprises do not focus on developing new products when deciding their own business direction, but rely on the production system of large enterprises to accept long-term fixed orders from one or several large enterprises and become the main processing contractors. Under the supervision and guidance of large enterprises, small and medium-sized enterprises produce some parts or provide some services for large enterprises, and finally form a close and stable division of labor and cooperation relationship among large enterprises, so as to maximize the professional advantages of small and medium-sized enterprises, provide a reliable foundation for their long-term survival and development, and greatly reduce the business risks of small and medium-sized enterprises. Therefore, more and more small and medium-sized enterprises will exist and develop as partners of large enterprises in the future. This strategy must deal with the signing conditions of small and medium-sized enterprises and large enterprises and the long-term development of small and medium-sized enterprises.
6. Marriage and franchise strategy. The so-called franchise refers to all the structures or business structures of small and medium-sized enterprises or independent operators recognized by a head office, based on the combination of goods or services provided by the head office. For small and medium-sized enterprises or small and medium-sized independent operators, the biggest advantage of franchising is the low bankruptcy rate. According to relevant survey data, the annual bankruptcy rate of ordinary small and medium-sized enterprises in the United States is 35%, and it is 92% five years later; The bankruptcy rate of franchise system is 5% in the first year and 12% five years later, which is much lower than the former. When small and medium-sized enterprises adopt this strategy to choose the head office, they should consider whether the head office fully respects the autonomy of small and medium-sized enterprises and avoids unilateral control and series domination; Whether the head office can provide distinctive goods and services to increase sales; Whether the head office can provide thoughtful business guidance; Whether the head office can provide necessary financial assistance and land, buildings and equipment; Can the head office actively seek ideological communication and not engage in vicious competition with the region?
7. Scientific and technological innovation and new technology winning strategy. This is the strategy for the rapid development of small and medium-sized enterprises. Small and medium-sized enterprises acquire the core technology of a product or a market through innovation or invention in the field of science and technology.
So as to form a technological advantage to a certain extent, form its own core competitiveness, and make the products or services of enterprises in a leading position and advantage in the competition. This strategy needs to pay attention to the confidentiality of technology, maintain technological innovation and improve technology. Once other substitute products or technologies are found, we must respond quickly and strive for the superiority and advancement of the products or technologies. In the information age with the rapid development of science and technology, product innovation is a very important focus of the development of small and medium-sized enterprises.
Fourth, the implementation and adjustment of strategic management of small and medium-sized enterprises.
Implementing enterprise strategic management is a challenging task, which includes establishing an efficient enterprise organizational system, stimulating employees' work enthusiasm and improving labor productivity, creating an organizational and cultural environment conducive to the realization of enterprise strategy, coordinating all aspects of the relationship within the enterprise, revising the work flow and adjusting the work plan to adapt to the changes in the market environment.
The organizational structure of the enterprise is the organizational guarantee for the enterprise to implement the strategy. In order to meet the needs of the strategy, we must make the enterprise a dynamic organization suitable for the internal and external conditions of the enterprise, and design and develop the organizational structure model required by the corresponding strategy. To select suitable candidates for key positions, we must optimize strategic resources (including purchasing and supply capacity, production capacity, product strength, market and marketing strength, financial strength, human resource strength, management strength and control of intangible resources such as time and information) to ensure the implementation and promotion of enterprise strategy.