Business strategy is an overall plan for the long-term survival and sustainable development of enterprises in the face of fierce changes and severe challenges. It is the concentrated expression of enterprise's strategic thinking, the scientific regulation of enterprise's business scope and the basis for making plans (schemes). The purpose of formulating a reasonable and effective business strategy is to ensure the realization of the objectives of enterprises at all stages, in short, to achieve profitability.
Its content is very rich, including making full use of various opportunities existing in the environment and creating new opportunities, determining the relationship between enterprises and the environment, stipulating the business scope, growth direction and competitive countermeasures of enterprises, rationally adjusting the enterprise structure and allocating all resources of enterprises. The business strategy is overall, long-term and programmatic, which provides the company's growth direction, growth rate and its realization mode from a macro perspective.
Tan Xiaofang, the chief expert, believes that the decision-making of business strategy is directly related to the future development of enterprises, and its decision-making objects are complex, and the problems it faces are often sudden and unpredictable. Therefore, it is difficult to evaluate and standardize the company's business strategy. Generally speaking, when analyzing the company's business strategy, it can be carried out from the following aspects.
1. Understand the company's business strategy through public media materials, surveys and interviews, and pay special attention to whether the company has a clear and unified business strategy.
2. Investigate and evaluate the stability of the company's senior management and its possible impact on the company's business strategy.
3. Whether the company's investment projects, financial resources, research and innovation and human resources meet the requirements of the company's business strategy.
4. On the basis of analyzing the market structure of the industry in which the company is located, further analyze the competitive position of the company, whether it is an industry leader, challenger or follower, and whether the corresponding business strategy of the company is appropriate.
5. According to the life cycle of the company's products, analyze and evaluate whether the company's product strategy is specialized or diversified.
6. Analyze and evaluate whether the company's competitive strategy is cost-leading, unique or centralized.
Standardization of decision-making management is an important way to realize the sustainable and stable development of enterprises. A typical example is Shanghai Yidian Holding (Group) Company. By the end of 1999, it has become a large enterprise group with seven wholly-owned subsidiaries, four holding listed companies, ten joint ventures and two limited liability companies. The standardization of its decision-making management is an important factor for its sustained and stable development. Its series of management systems, except financial budget management system and property right management system, are all about enterprise management decision-making management system.
The decision-making management norms of enterprises generally include two types of systems: one is the decision-making procedure management system; The second is the management standard of decision-making scheme demonstration. The following is a brief overview of the two types of management systems that enterprises must have. Ten basic decision-making procedure management systems:
1. Management system of decision-making procedure of shareholders' general meeting: its purpose is to guarantee shareholders' right to participate in decision-making. Its content is clearly stipulated in the company law.
2. Management system of decision-making procedures of the board of directors: Its purpose is to ensure that the decision-making of the board of directors can be carried out in accordance with scientific methods and reasonable procedures, and to avoid arbitrary decision-making or slapping the head by business leaders. Its contents include the analysis of decision-making types and the definition of step-by-step standards and requirements for different types of decision-making processes.
3. Financing decision-making procedure management system: Its purpose is to optimize the combination of financing channels, save financing costs and avoid debt risks. Its contents include the possibility analysis of different financing channels, the cost and risk analysis of different financing channels, and the definition of step-by-step standards and requirements in the financing decision-making process.
4. Management system of investment decision-making procedures: Its purpose is to minimize mistakes in investment decision-making, improve investment returns, and avoid decision-making mistakes caused by factors such as feelings and emotions. Its contents include income analysis, risk analysis, feasibility analysis and optimization of investment scheme, as well as the steps of decision-making activities and the definition of responsible person.
5. Market strategic decision-making procedure management system: its purpose is to ensure the integrity of business strategy and the construction of core competitiveness of enterprises, and avoid making random decisions and slapping the head with the wind. Its contents include the feasibility analysis of market strategy, the value correlation analysis and the gradual definition of standards and requirements in the decision-making process.
6. Talent strategic decision-making procedure management system: Its purpose is to ensure the implementation of enterprise development strategy and serve the construction of enterprise core competitiveness. Its content is mainly to clarify the step-by-step standards and requirements of talent strategic decision-making process.
7. Major market decision-making procedure management system: Its purpose is to ensure the implementation of market strategy through market decision-making and form the core competitiveness of enterprises. Its content is mainly the feasibility analysis, risk analysis, cost-benefit analysis of major market activities, and the determination of step-by-step standards and requirements in the decision-making process.
8. General market decision-making procedure management system: its purpose and content are basically the same as those of major market decision-making procedures, but the requirements are relatively simple, and the level of decision-making participants and responsible persons is relatively low.
9. Procedural management system for the selection, appointment and dismissal of middle and senior managers: Its purpose is to truly appoint people on their merits, to ensure that the selection and employment of people are good, not to miss high-level talents that are useful for enterprise development, to select mediocre talents among them, and to select the best talents to enrich the relevant management positions of enterprises and improve the management level of enterprises under certain labor costs. Its content is to concretize and clarify the above content according to the actual situation of the enterprise.
10. General management personnel selection and appointment procedure management system: Its purpose and content are basically the same as those of middle and senior management personnel selection procedure management system, but the requirements are relatively simple to reduce the decision-making cost.
Standardize the formulation, demonstration and implementation of two decision-making schemes;
1. Detailed rules for the formulation and demonstration of decision-making schemes for major investment projects: Its purpose is to avoid the blindness of investment, so as to ensure sufficient investment returns and reduce investment risks. Its contents include the basic requirements of scheme formulation and the basic methods of demonstration.
2. General investment project decision-making scheme formulation and demonstration management rules: its purpose and content are basically the same as those of major investment project decision-making scheme formulation and demonstration implementation rules, but the requirements are relatively simple, so as to improve the response speed of decision-making and reduce the decision-making cost. (Solving enterprise management problems: Lu Jia)