Inventory The Five Principles For Enterprises To Formulate Development Strategies

　　 One: keeping pace with the times: refining strategic vision

Throughout the world, the success of their business tycoons has benefited from their foresight and strategic vision. First, William, an American businessman in the early part of this century. Hoover, in 1908, when he realized that cars would take the place of wagon and became a tool for people to walk, he resolutely gave up the business of producing leather products for his horse and turned to vacuum cleaner. His decision triggered a huge vacuum cleaner Market; CNN president Ted. Turner pioneered 24 hours of news coverage without a stop, Bill. Gates's vision of enterprise development is reflected in the bundling of WINDOWS software and IBM computer; Michael. DELL's strategic vision is to seize the opportunity of the Internet to develop direct selling online. Their strategic vision of enterprises' development always reminds people that keeping the idea of keeping pace with the times is a hotbed for their discerning eyes.

Such enterprises development strategy In addition to intelligence, the vision shows the strong determination of these leaders and the strong cohesive force formed by enterprises. From them, it is easy to see that any successful enterprise has either the best product or the most appropriate production and marketing method. Then, to take the offensive marketing strategy in order to seize the market, to "keep sweet words" for the customers in order to maintain the market, to maintain internal vitality without interruption, and to display their culture and values externally for social recognition. Chinese entrepreneurs are not lacking in wisdom and enough strategic thinking, but to get rid of the vicious circle of human beings and human beings, the first thing to do is to enable enterprises to have smart brains. Second, let the minds of enterprises learn to keep learning and updating.

　　 Two: Foresight: looking for strategic heights.

What is an enterprise development strategy with foresight? I think an enterprise is like a person looking for his place in the whole social environment.

First, it is necessary to see clearly the market environment in which you live.

Secondly, we should understand the trend of consumption trend, including the special market rules of some products.

For example, disposable drinks and other consumables. Market advantage It is because people's previous consumption hardly affects the subsequent consumption. The market always exists and expands with the increase of income level. The enterprises in this industry are not worried about food, but are constrained by "Engel's law", that is, "the proportion of food expenditure in total expenditure is decreasing, and the development of the market is not as fast as the development of the overall market capacity". Durable goods such as household appliances have a market disadvantage than the former. In the fierce market competition, durability of durable goods has become an inevitable requirement. Once the product is durable, the market capacity of the durable goods is becoming smaller while the products are occupying the market at the same time. However, it is a commodity with low demand price elasticity and large elasticity of demand income, which can gain greater profits and higher profit margins from rising prices and income growth, to a certain extent, to make up for the shortage of market capacity. But the market capacity of durable goods is becoming more and more saturated, and the increasingly difficult pressure of market development is objective.

Third, we should predict the development trend of our industry in the next 5 years.

That is to say, after analyzing the above three, we can find out what our business can do and what can not be done; what is good at what is not good at; what is good and what is bad; these are directional, which can change the trend of decision making and future development. In order to enrich and standardize ourselves, we can make our enterprises develop towards a sustainable and robust cycle. And only by making such an advance, long-term and innovative enterprise development strategy, can enterprises not blindly expand because of "taking the chance to do something". If they encounter a little risk, they will lose their way.

At the same time, our enterprise development strategy decision should also aim at the target. If the target is wrong, the development strategy decision of a business enterprise will not be correct. Many of our state-owned enterprises once took output as the first target, resulting in backlog and sale. Later, some enterprises took the sales volume as the first index. The result was that the product was sold, but the money could not be recovered, resulting in the "negative growth" of the huge amount of accounts receivable owed. When the investment capital returns are higher than the cost of capital, enterprises are truly "making money". For example, when your business puts forward a "CS" strategy that is "striving to satisfy customers" as a core strategy, it is necessary to answer this question before formulating any plan and taking any action: will this help to improve customer satisfaction?

　　 Three: Core competence Seize the strategic commanding heights

Our business has another common problem: lack of core competencies. Some large companies are well capitalized but tend to develop in more than ten fields at the same time. Once the market changes, the first ones to go bankrupt are those who cast their nets around, which is due to the lack of core competence. What is the core competence? It is the ability of an enterprise's product innovation, especially the ability to miniaturized, and whether it is a sign of the health of an enterprise. This theory is a refutation of the theory of "big is good" in Europe and America in the 70s. Represented by German scholar Simon's "potential champion". It thinks that "no one has me, others have me, I turn", and the latter is wrong. The core capability is to strengthen its absolute superiority and achieve the goal of commanding the strategic height of enterprise development in competition.

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An enterprise should be good at grasping its core competence which is superior to its rivals. That is to say, the core competitiveness of people without me should be established. Because in the economic competition without boundaries, the larger the market, the greater the need for specific customers, namely, "specialization", otherwise you will never be able to meet the real needs of customers, and you will not be able to achieve sustainable business development. Moreover, the "specialty" should be different. The core of core competitiveness is to focus on areas where you can satisfy customers. Because no one can satisfy all people's needs in all fields, the core competitiveness is the ability to provide customers with special value that others can not provide. But the value of core competitiveness will disappear over time, especially when others also own it. For example, SONY's core competitiveness is miniaturization, but when all manufacturers will make micro products, SONY will be in deficit, because the core competitiveness is weakened.

In order to create core competitiveness, we must strengthen in these aspects: first, people in the organization, not technology or products; secondly, the most profitable is the human imagination, and it depends on the ability of the staff to learn quickly; thirdly, the exclusive product or service that others can not imitate is the most effective weapon for future competition; finally, remember: from the past "I believe, because I see it, I believe" to turn it into "believe it, you can see it", and reset the new rules of the game to make itself a "pioneer of new mode of thinking". Therefore, it is an effective way to avoid risks by focusing on specialized operation and strengthening the core competitiveness of enterprises in the market downturn. From the point of view of customers, they think that enterprises should concentrate on narrow fields, especially when you get a certain popularity.

　　 Four: foster strengths and circumvent weaknesses: build competitive advantages

Today, the relationship between supply and demand has changed. This is a surplus era marked by the buyer's market. You must create something that can provide more value than others to survive. This requires you to be stronger than others. To achieve this, you must be very professional. Only by concentrating on developing core competence from within, can enterprises create strengths and avoid weaknesses and create value for customers in the market. At the same time, a company's unique core competence is often hard to imitate by competitors, also known as "core competitiveness". This will help enterprises to establish lasting competitive advantages in the fierce market competition and ensure the sustainable development of enterprises. That is to say, "something can not be done": if something is to be done to ensure the connection and sharing of resources among enterprises, we should abandon the business field which deviates from the core competencies of the company, and establish the core competitiveness of enterprises in the resources of focused companies. If we ignore the core competence and blindly diversify, we will disperse the resources of enterprises, lose the focus of development and dissipate competitive advantages.

Some businessmen like to make such a common trouble: "people are easy to wake up in the beginning, but they forget themselves in the rush hour". Professor Yan Shihua had a friend who took about 3000000 yuan to Hainan in 1992, when the land price was rising. He bought 27 thousand acres per mu and 80 acres of land in Haikou were "three links and one flat". At that time, the price of land began to soar. Some people wanted to buy 7 of the price of the land, which has gone to the hype of real estate speculation. But at this time he opened up a pair of vigilant eyes, intuition, that this madness is contrary to common sense. Professor Yan tells us: God let whoever dies first let him be mad, and urge him to take the first step. As a result, he called on his friends who had invested in the mainland to tell him to "sell for the price and sell". He made a resolute effort to find the family that had already refused. He said that 71 thousand yuan per mu could be sold, and the net profit was 1 million 600 thousand yuan after the repayment of principal and interest. Sure enough, not long ago, the government began to tighten its money and clean up the real estate industry, and all those crazy sellers who had been waiting for the price to sell their profits were firmly put into practice. But this friend was not "vigilant" at the peak. After he got rich and returned to the mainland, he began to expand vigorously. He first merged a leather factory, merged into a large amount of money, and then rented 400 mu of mountains in the suburbs, engaged in sightseeing farms, and expanded his business scope to engage in a hotel. His energy was scattered and the funds were not allocated, leading to confusion in management. Finally, he ended up in debt. This is due to the blindness of typical strategic decision making. We must know that people's knowledge and energy are limited, and the limited energy and time to concentrate on one thing can be more successful.

　 Five: ask for directions: avoid making mistakes.

The survey shows that. Many industries in China show the characteristics of "33 systems", that is, 1/3 is profitable, 1/3 is flat, and 1/3 is losing money. In some industries that are over competitive, the loss of enterprises is far beyond the "33 system" ratio. The underlying reason for the loss of the domestic enterprises is probably quite appropriate by using the American police's overstatement of Rand Co, an analysis by the US consultant's overlord Rand Co. The analysis shows that 85% of the 1000 bankrupt enterprises in the world are caused by careless decisions by the managers. But the decision making mistake is wrong. The contrary is that the excellent enterprises have more sense of crisis. For example, the theme park group of Shenzhen overseas Chinese town is a leader in the domestic industry. For 11 years, they hired Mr. Meng Daqiang, the master planner of Singapore, as their planning consultant.

The crisis awareness and risk awareness of first-class enterprises make it possible for them to borrow the external brain carefully before making a major decision, often avoiding the Rand Co's warning: making mistakes. There is a saying in the American consulting industry that almost every famous multinational company has a consultant behind the scenes. Not only multinational companies, but all previous US governments and US presidents have the tradition of employing consultants.