On The Strategic Planning Of Enterprises

< p > < strong > 1. The direction of enterprise development based on core competitiveness is < /strong > /p >

The core of < p > a href= "http://www.91se91.com/news/index_c.asp" > strategy < /a > is positioning, that is, to choose the direction of enterprise development.

Choice means "trade-offs". "Strategy is to make trade-offs in competition, and its essence is to choose not to do anything."

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< p > (1) the connotation of core competitiveness < /p >

< p > core < a href= "http://www.91se91.com/news/index_c.asp" > competitiveness < /a > is a combination of skills and knowledge which is deep-rooted and mutually complementary in groups or teams, and is the ability of collective learning within the organization.

It embodies two points in the enterprise: one is insight and foresight, and the "critical success factor" in the value chain is predictably discovered. This capability helps enterprises to discover and master the pattern with the advantage of first out; the two is the ability to implement, that is, the unique ability of the organization to use resources or technology learning ability or application ability to deliver products or services.

It embodies two points outside the enterprise: one is to create value for customers; the two is to exert the ability to weaken the opponent's competitive advantage.

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< p > core competitiveness is the key to sustainable development and sustainable growth of enterprises. Therefore, enterprises must combine their core competencies when they choose the direction of development, otherwise they will run counter to their objectives.

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< p > (two) choose based on core competitiveness (< /p >).

< p > "trade-off" includes two levels: the company level refers to specialization or diversification, and the business level refers to the completion or outsourcing of business within the enterprise.

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< p > 1. company level.

Which is better for specialization and diversification? It depends on what core competencies the enterprise possesses.

If the core competence of enterprises can not support diversified expansion, enterprises should choose specialization.

Diversification requires higher core competence than specialization. For example, at present, many enterprises in China are not yet strong enough to blindly expand and pursue diversified expansion.

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< p > 2. business level.

Business activities generally fall into three categories: new product development, customer relationship management, and infrastructure management.

Enterprises should make trade-offs between these three kinds of activities according to their own abilities, and enterprises should choose a business that is consistent with their core competencies.

The so-called "consistency", that is, the core competence of the enterprise helps to engage in the business, and this business helps to enhance the core competence of the enterprise.

Knowing the core competitiveness of an enterprise, and making a "choice" based on this ability, determines the direction of the future development of the enterprise, which includes selecting diversification or specialization and positioning business, which is the first step in strategic planning.

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< p > < strong > two, strategic map based enterprise < a href= "http://www.91se91.com/news/index_c.asp" > resource allocation < /a > /strong > /p >

< p > positioning determines what activities should be carried out by the company and how to design various activities. The second step of strategic planning is to decide how the activities should be related.

Strategy is not simply collecting activities, but organically combining them with rational allocation of enterprise resources.

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< p > (1) strategic map < /p >

< p > strategic map is a strategic description tool. It clarifies a series of causal relationships that need to be solved in the process of strategic implementation, including the causal relationship between targets at all levels and the causal relationship between improvement measures and desired results.

It describes various paths for an enterprise to achieve its established goals. Its standard template includes four perspectives: finance, customers, internal processes, learning and growth.

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< p > 1. financial point of view.

The creation of strategic maps usually begins with identifying financial strategies aimed at increasing shareholder value.

The financial strategy of an enterprise includes two basic financial poles: income growth or labor productivity improvement.

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< p > 2. customer perspective.

The core of corporate strategy is customer value proposition, which helps an organization to connect the internal processes that create better performance with customers.

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< p > 3. internal flow angle.

The internal process angle includes the key activities of an enterprise, which can be divided into four advanced processes: by strengthening supply chain management, improving internal process cost, product quality, operation cycle, asset utilization ratio and asset management level to achieve excellent operation; increasing customer value through deepening the relationship with existing customers; establishing distribution network through innovative products and services, and mining new markets and new consumer groups to achieve product leadership; and establishing effective relations with external stakeholders to become a good corporate citizen.

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< p > 4. learning and growth perspective.

The perspective of learning and growth is the foundation of all strategic maps. It defines the intangible assets that have the greatest impact on the implementation of enterprise strategy, including human capital, information capital and organizational capital.

The goal of this angle is to achieve consistency between intangible assets and strategy.

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< p > (two) based on the configuration of strategic map < /p >

< p > by using strategic map, enterprises can get resources allocation that helps to successfully implement strategy.

One is to maintain a simple consistency between operational activities or functional departments and overall strategies; the two is to reinforce each other's activities; and the three is to optimize input.

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< p > strategic map decomposes the development direction selected by the enterprise from top to bottom, and maps the target location with such a diagram.

From bottom to top, the next level of activity arrangement supports the smooth progress of the previous activity.

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< p > to achieve the strategic map, we need the participation of all functional departments.

The participation of department heads ensures that departments can better understand the positioning and development goals of enterprises.

At the same time, it allows employees to see clearly how their work relates to the overall goals of the organization, and to keep all operational activities or functional departments in line with the overall strategy.

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