How to make a reliable strategic planning for enterprise development?

1. Clarify the company’s positioning and explore a shared vision. If any company wants to develop well, it must first have a

How to make a reliable strategic planning for enterprise development?

1. Clarify the company’s positioning and explore a shared vision. If any company wants to develop well, it must first have a clear positioning. Corporate positioning is like the roots of a big tree. If the positioning is unclear or complicated, the roots of the big tree will not know where to penetrate and cannot penetrate deeply. This way the tree cannot grow taller or bigger.

Once you have a positioning, you also need to have a clear vision. The success of an enterprise comes from a dream. A person's success comes twice, once in thought and once in reality. Only by being able to clearly conceive a successful picture (vision) in your mind can you better gather energy in reality and realize it faster and better

2. Analysis of the enterprise’s living environment By analyzing the overall business environment of the enterprise, the enterprise’s living space can be sorted out. Specifically, it can be carried out from the following three aspects:

First of all, to run a business, you must have a clear view of the general trend and take advantage of it. The main factors that form and influence this trend can usually be summarized into four major categories: politics, economy, society, and technology (referred to as PEST analysis). Environmental impacts include both opportunities and threats to enterprises.

Secondly, we need to have a deep understanding of what our customers’ needs are, rather than listening to what they want. Many times, customers don’t quite know what they want, but they must clearly know what they don’t want. One of the most important missions of a business operator is to identify the fundamental needs of customers and center the business around these needs.

Third, we also need to have a deep understanding of the competitive situation in the market, who are our main competitors and potential competitors, and what are our advantages and disadvantages compared with them.

Through the analysis of the external environment, customers and competitors, the company's opportunities, threats, strengths and weaknesses are clarified.

To sum up, it is actually to look at opportunities from the general trend; to find what we most want to do from customer needs (enthusiasm); and to look at capabilities (our advantages) from competition analysis. What enterprises should really do is the intersection of these three. Finding this requires corporate wisdom.

A good development strategic plan is to do what should be done and not do what should not be done.

3. SWOT and TOWS analysis Based on the above environmental analysis (PEST analysis), customer analysis and competitive analysis, the opportunities, threats, strengths and weaknesses of the enterprise can be obtained. This is what we often call SWOT analysis.

SWOT analysis has been extensively described in traditional textbooks. But what is really valuable to operators is the combined analysis of the various elements of SWOT, that is,

1. How should we leverage our advantages to effectively seize the opportunities we face (S+O)?

2. How should we leverage our advantages to avoid possible risks (W+O)?

3. What difficulties should we overcome to better seize the opportunities we face (W+O)?

4. What difficulties must we overcome to avoid possible threats (W+T)?

From the above combination, the specific measures sorted out can form the core content of the enterprise's development strategic plan.

TOWS analysis will help decision-makers identify the development strategic planning initiatives that need their most attention

4. Set clear goals. After having a vision, combined with our analysis of the internal and external environment, we need to transform this vision into some specific goals. Usually there are four types of goals: financial indicators, customer indicators, process indicators and learning and innovation indicators. Among these indicators, financial indicators are present in almost every enterprise and are also the easiest to decompose. However, if other indicators are ignored, the company will either suffer short-term performance, suffer from poor operating efficiency due to low employee morale, or fail to achieve its goals due to severe customer loss.

5. Connect development strategic planning with goals. Running a business is the opposite of reading a novel. Reading a novel is about looking from the front to the back, while running a business requires thinking from the back to the front. Goals are for the future, and developing strategic planning initiatives is the ladder that connects future results to today's actions. Therefore, the ladder must be stable, continuous, and grounded, otherwise an accident will occur if you walk up it.

In the process of formulating development strategic planning, it is particularly emphasized that business operators should consider the number of corporate resources, whether there are breakthrough measures, and whether there is enough focus. For entrepreneurs, the hardest thing to do is to give up a lot of temptations and focus more than 80% of resources on a few core goals.

6. Decomposition and implementation of development strategic planning Many companies have hired specialized consulting companies to formulate grand blueprints and development strategic plans, but they ultimately ended in failure. The reasons may be as follows:

1. The development strategic plan has not been broken down. It still remains at the macro level and has not been implemented. Therefore, managers and front-line employees at all levels in the enterprise simply do not know how to combine daily work with development strategic planning.

2. The decomposition of the development strategic plan is limited to the company's decision-making level. The company's managers at all levels have no opportunity to fully discuss, give feedback, and formulate detailed execution plans from their different perspectives. You must know that the development strategic planning of an enterprise is executed by managers at all levels and the most basic employees. If they do not understand the reasons for formulating the development strategic plan, the priorities of the development strategic plan, and the practical methods for implementing the development strategic plan, this development strategic plan will be impossible to realize. The most ridiculous thing we have seen is that strategic development planning is the boss’s sole responsibility and he will not discuss it with managers. How can such a company development strategic plan be realized?

3. In the process of formulating the development strategic plan, each department worked independently, without sufficient communication and collision, without fully exposing conflicts and problems in advance, and without effectively utilizing the resources within the organization to achieve overall interests. maximize.

Therefore, in the process of decomposing the development strategic plan, at least there must be full understanding and feedback from the company's middle and senior managers, so that they can participate in discussions on the implementation of the company's development strategic plan. At the same time, various departments must provide feedback and support to each other. Only then can an effective implementation plan be formulated. This is also the fundamental reason why an outstanding global enterprise like HP has strong ability to implement development strategic planning.

7. Development strategic planning publicity and company launch meeting. Although state-owned enterprises attach great importance to ideological and political work and have specialized party organizations responsible for corporate culture and employee ideological work, the vast majority of foreign companies fail to mobilize employees’ morale, sense of responsibility, and unify their thinking. Do it better. Among them, the most distinctive one is the company's annual kick-off meeting.

At the company's kick-off meeting, managers at all levels of the company should effectively communicate the company's one-year development strategic plan with all employees to further highlight the company's annual business theme and clarify key points. At the same time, the company will also organize special team-building activities to allow employees to experience the core connotation of the company's business theme (Theme) through various creative activities, unify their thinking again, and achieve common sense.

The reason why so much time and so many resources are spent on so many people is because all managers deeply understand the truth: the most difficult thing in the world is to put one person's thoughts into another person's. in mind.

When foreign companies do this, it can be said that they understand human nature to the most profound level.