Efficient Strategic Management Is A Magic Weapon For Enterprise Development.

Today, the world economy is turbulent, and the business environment of enterprises has undergone drastic changes.

We are in the age of great change in eliminating others or being eliminated by others. It is the age of choice between life and death.

In order to survive and develop in such a fierce competition era, it is far from enough to organize the production within the enterprise.

Therefore, efficient enterprise strategic management is particularly important in the current fierce competition environment.

If enterprises want to survive and continue to grow, they must have foresight and foresight. They must have a strategic vision, define strategic positioning, clarify strategic priorities, grasp strategic planning and implement them effectively.

The so-called "enterprise strategy" is based on the analysis of the external environment and internal conditions of the enterprise, making overall and long-term plans and Countermeasures for survival and development in the competition.

It has the overall nature -- Taking the overall situation of the enterprise as the object, and stipulating the overall behavior of the enterprise according to the overall development needs of the enterprise; the programmatic nature stipulates the enterprise's goals, priorities and measures; it is the outline of the enterprise's operation and development; in the long run, in order to seek the long-term development of the enterprises, it will open up the future prospects on the basis of scientific prediction; and compete for the purpose of constantly expanding the market share and competing with the competitors; and according to the changes in the external environment and internal conditions of the enterprises, it should be adjusted at the right time to adapt to the changing situation.

Enterprise strategy is the principle and guideline that must be followed in the development and extension of enterprises.

It should be formulated according to the resources of the enterprise, the specific conditions of the product, technology and information superiority of the enterprise.

He should generally include: development direction strategy, enterprise operation strategy, management strategy, enterprise culture strategy, market competition strategy, talent management strategy, enterprise informatization strategy and so on.

Enterprise strategy should generally change with the change of enterprise resource advantage.

There is no strategic enterprise, and its vitality is short.

Only when strategic positioning is accurate can an enterprise conform to the trend of the times, seize opportunities and speed up development, so as to plug in the wings for enterprises.

On the contrary, an enterprise is not allowed in strategic positioning. Then, the enterprise will suffer setbacks, or even a slump, leading to bankruptcy.

In a certain sense, today's enterprises have entered the era of strategic competition, and enterprise strategy has become the central issue of the development of modern enterprises. The competition among enterprises is manifested in the competition of strategic thinking and strategic positioning to a certain extent.

Therefore, how to formulate and implement the correct enterprise strategy in the fierce and turbulent market competition has become the key to decide whether an enterprise can remain invincible.

After fully recognizing the great significance of the enterprise strategy, the enterprises should focus their efforts on strategic planning and create a first-class enterprise strategy.

There are many elements in the strategic planning of an enterprise, and enterprises can determine the basic elements of strategic planning according to their own actual conditions.

The author believes that a successful strategic planning should include four core elements: first, we must formulate a scientific and pragmatic strategic plan; second, we must formulate a highly effective management strategy plan; third, we must formulate a set of highly effective talent strategy planning; fourth, we must formulate a set of strong vitality and distinctive corporate culture strategic planning.

Why do successful strategic planning involve these four core elements rather than other elements?

The success of an enterprise is that its business strategy must be correct.

Business strategy mainly solves the major problem of "what to do".

Second, its management strategy must be highly efficient.

Management strategy mainly solves the problem of "how to do".

Third, its talent strategy must be stimulating.

The talent strategy mainly solves the problem of "who will do" business matters.

Finally, the cultural strategy of enterprises.

A successful enterprise must have strong vitality and its distinctive personality characteristics.

Corporate culture strategy is mainly to answer the important question of "who am I" in the competition.

In modern planning, it is often attributed to the brand strategy planning of enterprises.

In addition, the first three basic elements of the above four basic elements are to lay the groundwork for answering the last factor, "who am I".

What are the basic elements of the four core elements and their mutual relations?

Combined with the practice of our company's strategic planning, we briefly talk about the basic elements of these four core elements: first, the basic contents of the enterprise's management strategy are: product and market, growth direction, competitive advantage and synergy effect.

This is also the content of Ansoff's famous corporate strategic management elements.

The basic contents of these four aspects can produce a resultant force in the enterprise and form the main line of common operation of enterprises.

When doing business strategy planning, first of all, we should identify a common line of operation for enterprises from the similarities of products, technology and marketing.

This is a very important step in the strategic planning of enterprises, and is also a very important first step.

When planning GEIL's business strategy, the company first conducts a full investigation of the industry's products, technology and market. It has sufficient analysis of the competitive environment of the enterprises, accurately positioning the development stages and future prospects of the enterprises, and determines the competitive advantage and core competitiveness of the industry in a global and dynamic sense.

Through the integration of internal resources and innovative ways to add unique value to enterprises, we can create and maintain the competitive advantage and core competitiveness of enterprises.

Two, as far as the management strategy of an enterprise is concerned, its basic contents include: organization system, command system, liaison system, inspection feedback system, budget planning system, etc.

Its characteristics must be closely matched with the characteristics of the business strategy of the enterprise.

Serve business strategy and subordinate to business strategy.

To do well in the construction of management organization system is an important prerequisite for doing well in the strategic planning of management.

Since the enterprise strategy is established, the management organizational system is the decisive factor.

It is necessary to bring up management organization with professional knowledge and skills; to work independently, to shoulder heavy responsibilities and to be responsible for the work; perseverance, perseverance and perseverance; teamwork spirit of teamwork, unity and cooperation and interdependence.

It must be a learning organization that dares to deny itself, to think well, to learn, to learn, to learn, to learn, to learn, to learn, to learn, to learn and to learn.

Three, regarding the talent strategy of an enterprise, its basic contents include: talent selection, recruitment, training, motivation, etc.

Talent is the treasure of every company's dream. Human resources are the first resources.

GEIL industry has always taken human resources development and building talent Heights as an important strategy for enterprise development.

1, be good at selecting talents: open recruitment, fair competition, preferential employment, multi-channel and omnibearing.

We should comprehensively examine the chosen objects from the aspects of morality, intelligence, non intelligence and physical conditions. We should be good at predicting their development from realistic performance, and selecting people with genuine knowledge and development prospects. We should be good at providing people with practical opportunities and make their potential talents become contributions to the cause and stand out from them.

2, be good at using talents: enterprises should be good at using talents, know that people are good at work, and make good use of talents.

We should create a good environment for people to do their best and encourage them to give full play to their potential and create value for enterprises.

When employing a person, he should also be tolerant of others, overcome his ignorance of jealousy and be able to think, see the wise, and win the best.

3, attach importance to training talents: talents must be based on their own training.

We should comprehensively plan, organize, plan and implement staff training and education in a planned way.

We should focus on training and education for different departments and posts, and train talents and strengthen examination so as to stimulate talents and make them become the backbone force of enterprises as soon as possible.

4, the ability to retain talent: career retention, formulate clear development strategy goals, long-term planning, stimulate staff enthusiasm for long-term work; emotional retention, pay attention to the cultivation of corporate culture, through the shaping of corporate culture to establish employees' deep feelings for enterprises is the best way to retain talents; treatment and retention, reasonable distribution mechanism, fair competition mechanism and good promotion opportunities enable outstanding talents to have good career development through their own efforts.

Four, on the cultural strategy of an enterprise, its basic content can be stated in a nutshell, that is, to do well the CIS system planning of an enterprise.

The CIS system consists of three parts: MI system (recognition recognition system), BI system (behavior recognition system), VI system (image recognition system).

Corporate culture is the soul of an enterprise and a common value system for all employees.

Its core is to nurture and create a spirit of enterprise that is consistent with the reality of the enterprise, pushing people forward, pioneering and innovating, and striving for the best.

Enterprise culture becomes the core competitiveness of enterprises is the inevitable trend of enterprise development.

The ultimate goal of corporate culture strategic planning is to form a unique value concept of enterprises through the construction of corporate culture, and then to refine and sublimate such values, thus becoming a very famous, distinctive and powerful brand.

GEIL people know that the future market competition is the competition of brand competition. Brand is the most valuable asset of an enterprise.

GEIL's corporate culture strategy is centered on elaborately building "GEIL" brand, strengthening the quality of the enterprise, cultivating the spirit of the enterprise, promoting the brand of the enterprise, building the corporate brand with culture, and guiding the development of the enterprise with culture.

In every aspect of enterprise strategic planning, we must do well in planning the above four basic elements, and successful strategic planning can be done well.

A good corporate strategy depends on firm execution.

If there is no executive power, corporate strategy can only be utopian and can never be realized.

Practice has proved that 20% of the success of enterprises lies in strategic planning, and 80% depends on execution.

Therefore, while doing strategic planning, it is more important for enterprises to develop their execution of strategic planning.

To cultivate enterprises, we must have the spirit of loyalty, obedience, courage of innovation and extraordinary implementation will. We must unswervingly implement the strategy of enterprises, so as to lead enterprises to the other side of victory and create brilliant achievements.