How to write the development trend of enterprises?

How to write the development trend of enterprises?

How to write the development trend of an enterprise? If an enterprise wants to take the road of sustainable development, it must look at the development trend of the enterprise, and then make adjustments according to the facts to build its core competitiveness. This is the top priority of enterprise development. How to write the development trend of the enterprise, let's share it below.

How to write the development trend of enterprises? 1 What's the development direction of the company?

The development direction of enterprises should be analyzed by SWOT method, which is an enterprise analysis method, that is, according to the established internal conditions of enterprises, find out the advantages, disadvantages and core competitiveness of enterprises. Where S stands for strength, W stands for weakness, O stands for opportunity and T stands for threat, where S and W are internal causes and O and T are external causes. According to the complete concept of enterprise competitive strategy, strategy should be an organic combination of what an enterprise can do (that is, the advantages and disadvantages of the organization) and what it can do (that is, the opportunities and threats of the environment).

The basic steps of SWOT analysis are:

(1) The advantages and disadvantages within an enterprise can be analyzed from two aspects: enterprise goals and competitors.

(2) Analysis of external opportunities and threats faced by enterprises may come from changes in external environmental factors unrelated to competition, or from changes in the strength and factors of competitors, or both, but key external opportunities and threats should be confirmed.

(3) Match external opportunities and threats with internal strengths and weaknesses of enterprises to form a feasible strategy.

Further reading: the way of company development

Enterprises can generally take three ways to enter a new business field, namely, external development (merger), internal development (new construction) and strategic alliance.

1, externally developed (merged). External development refers to the strategy that enterprises seek development by obtaining external management resources. The narrow connotation of external development is mergers and acquisitions, including acquisitions and mergers. Acquisition means that an enterprise takes over another existing enterprise by purchasing its equity, and merger means that two or more independent enterprises merge into one economic entity.

2. Internal development (new) entrepreneurship. Internal development refers to the strategy that enterprises seek development by tapping internal resources. The narrow connotation of internal development is new construction, which corresponds to merger and acquisition, and refers to the establishment of a new enterprise.

Note that here we give a pair of development strategies of "external development" and "internal development", and also give a pair of development strategies of "merger" and "new construction" accordingly. This is because textbooks at home and abroad have different formulations. In fact, it may be better to use a broad concept.

3. Strategic alliance. Strategic alliance refers to the cooperative relationship established by two or more business entities in order to achieve a certain strategic goal. Merger or merger means the end of strategic alliance.

In fact, there is an intermediate form between merger and acquisition and new construction, that is, enterprise strategic alliance.

How to write enterprise development trend 2 company development direction model essay 1

(1) Alternative strategy analysis:

1, total cost leading strategy

The key point of this strategy is to maintain the relatively low cost of products by controlling the total cost, which requires enterprises to have comparative advantages in cost control, such as procurement control management of raw materials and packaging, cost management of production process, human resource management, equipment management and so on. This strategy is suitable for the current accounting system and operation mode of * * * Company.

2. Centralized strategy

Many successful SMEs often adopt this strategy. This strategy is to avoid confrontation with powerful big companies and often focus on a certain market. In this regard, * * * has done a good job in the early stage. At present, we still have to adopt this strategy, and we can't plant widely and harvest less.

3. Differentiation strategy

Most successful large enterprises adopt this strategy, which is also a better choice for * * * at present. Differentiation means that enterprises seek the lasting competitiveness of products by obtaining "selling points" different from similar competitive products.

As mentioned in the threat analysis above, it is difficult to distinguish the "hardware" of food and beverage products. We can only create greater differences in business strategies, such as creating consumers' brand preferences with brand image and popularity (although the products are the same). Unique sales service network, novel and unique promotion means, patented personalized packaging, unique and extraordinary management mode and development strategy.

4. Adaptive strategy

With the change of market environment, the business direction and objectives of enterprises are constantly adjusted.

Standard, rather than deliberately choose one of the above three, or call it "no."

There is a strategic strategy. "This is also the best choice for * * * company at present.

* * * The company as a whole has no advantages, but local advantages-or a certain link, or a certain aspect, or a certain region, or a certain period. Even if a single individual has an advantage, we should take it as the center and quickly incubate a single whole-only in this way can we build local core competitiveness and then drive the overall competitiveness of enterprises.

(2) the establishment of the overall development strategy

1, implement the "eight modernizations" management and build a take-off platform. "Eight modernizations" are: standardization of work, standardization of process, digitalization of management, specialization of talents, marketing orientation, socialization of image, humanization of team and militarization of action.

2. Make use of intangible assets such as brand advantages, network advantages, R&D advantages and management advantages, extensively seek horizontal alliances in the industry, and use limited funds to rapidly expand the business scale and variety range of enterprises in a short period of time, so as to consolidate and continuously improve the position of "* * *" in the industry.

3. Change the business philosophy of the enterprise, and change the business objective from the pursuit of short-term profit maximization to the pursuit of long-term asset appreciation (including intangible assets), so as to win the full support of dealers, consumers, employees and other community organizations and other relevant groups in business operation, and change the means of promoting enterprise development from "profit distribution" to "profit innovation", including all-round innovations in strategic management, technology, products and marketing.

Fourth, the development route

According to the above SWOT analysis and development strategy statement, the overall development route of * * * company in the short and medium term can be summarized as: accurately grasping the market dynamics, adjusting the industrial layout in time, launching marketable products in time, and matching flexible, diverse, exquisite and novel packaging.

Pay attention to the construction and management of marketing team, take multi-channel marketing route, cooperate with certain distribution concessions, terminal promotion and brand image display; Effectively control product quality, rationally plan marketing expenses, and appropriately strengthen cost advantages-so that * * * company will always move from victory to victory and from glory to glory with a flexible and steady attitude!

Model essay on the development direction of the company II

The strategic planning of enterprise development is a long-term, systematic and comprehensive planning of enterprise mission, objectives, business direction, main business policies, strategies and implementation steps based on the analysis of external environment and internal conditions.

The strategic planning of enterprise development is very important, so how to write the strategic planning of enterprise development? The following is the model essay thldl, org, cn of enterprise development strategic planning for reference.

First, the historical review of enterprise development strategic planning

* * * The company was established in1X, 999. At that time, the country was implementing the transformation from planned economy to market economy, and the policy towards private enterprises began to relax, and various opportunities appeared. With his courage and vision, the founder of * * * cut into the instant noodle market in time, and accumulated some original capital after six or seven years' efforts.

With the expansion of the production capacity of first-line brands, the increase of sales volume and the entry of many second-line brands, the instant noodle market is gradually saturated, and the person in charge of the enterprise adjusted its business direction in time. From 1996, it switched to producing and selling drinks, and experienced several rises and climaxes in the beverage market from juice to instant tea to milk drinks and functional drinks. During this period, in order to reduce the pressure of enterprises in the off-season of beverage sales and effectively use the resources of enterprises.

Starting from 19XX, the company resumed the production and sales of condiments: after more than eight years of struggle, the company's production scale has been continuously expanded, its technology development ability has been continuously enhanced, its management level has been continuously improved, and its market response speed has been continuously accelerated-the company's overall competitiveness and brand influence have made great progress. Of course, with the intensification of market competition, the overall output value and sales progress of enterprises have slowed down and profits have declined in the past two years.

Especially since 200X, * * * Company has carried out total quality management, advocated the management policy of "full participation and all-out efforts", continuously strengthened the construction of enterprise software and hardware, and successfully passed the ISO900 1:2000: 2000 international quality system certification, QS food quality and safety market access certification, HACCP hazard analysis and critical control point international certification, and sanitary registration certification of export food production enterprises.

Starting from 200X, * * * Company began to transform and upgrade its marketing channels to meet the requirements of the beverage market, such as "terminal decision", "deep distribution" and "flat channels".

First of all, Wal-Mart, the world's largest retailer, opened a branch in China, and Carrefour, the world's second largest retailer, opened more than ten branches in South China and Southwest China, forming a wave of hot sales momentum. Subsequently, major supermarkets such as Wanjia, Baijia, Xinyijia, Trust-Mart and Jusco also opened one after another. The terminal network in Guangdong Province was basically sound, and the complete terminal operation mode summarized from this was gradually pushed to the whole country-the brand war made a good start and took a good step!

After more than ten years, despite all the hardships, * * * company can still survive-according to statistics, there are less than 100 enterprises in China that can survive for five years-and it has accumulated huge development potential, which is really not easy!

After more than ten years, through vicissitudes, the company is still fluctuating in the flood of the market-and five years often create a brand-and there are many business risks lurking. What a pity!

Second, SWOT analysis

* * * The development of the company is influenced by external and internal factors, full of opportunities and threats; Advantages and disadvantages-the specific analysis is as follows:

(a) OPPORTUNITY in the environment

1. With the deepening of reform and opening up, China's national economy has grown steadily. The country has accelerated the pace of western development, making economic development more balanced, which has brought new opportunities to many domestic enterprises.

2. In the food and beverage industry, the management level of domestic production enterprises, especially the small and medium-sized enterprises below the first echelon, is generally low. Most enterprises lack strategic concepts and brand awareness, and there is a large space for "famous brands" in the domestic food industry. * * * To seize this opportunity, in future work, we should put brand awareness in the first place, pay attention to brand building, and "realize early and start early". The investment in brand building in the early stage will exceed.

3. In the domestic food and beverage industry, most manufacturers have backward production equipment and low technology content. * * * The company can compete with it by virtue of its equipment advantages, quality advantages, scale advantages and network advantages, and find the breakthrough point of product market in the advantageous market to surpass competitors.

4. From the current products of * * * *: milk drinks, tea drinks, juice drinks, functional drinks, condiment series, etc. The packaging design has a certain level, the quality is acceptable, the price is reasonable and all kinds of specifications are complete, which is suitable for people of different classes to consume and has a huge market space.

How to write the development trend of enterprises 3 Ten future trends of enterprise development

First, from the pursuit of profit maximization to the pursuit of sustainable growth of enterprises.

Taking profit maximization as the only theme of management is one of the important sources of premature death of enterprises. Today, with the increasing speed of product, technology and knowledge innovation, the sustainability of growth has become a more important topic than management efficiency in modern enterprises.

Second, the competition of enterprises has changed from the traditional factor competition to the competition of enterprise operation ability.

To improve the operation ability of an enterprise, it is necessary to make the enterprise a brand-new "agile" operation entity. In terms of production, we can make products in batches at will according to customer orders and improve services; In marketing, we can pay attention to customer value, enrich customer value and produce personalized product and service combination.

Organizationally, we can integrate internal and external resources related to the production and operation process, and create and give play to the competitive advantage of resource leverage; In management, it can transform management thoughts into leadership, encouragement, support and trust.

Thirdly, the cooperation between enterprises has changed from general cooperation mode to supply chain cooperation, network organization, virtual enterprise and international strategic alliances.

Modern enterprises can not only provide various products and services, but also know how to combine their core competence and technical expertise with other favorable competitive resources to make up for their own shortcomings and limitations.

Fourthly, the knowledge and skills of employees have become an important resource for enterprises to maintain their competitive advantage.

Knowledge is regarded as a resource alongside manpower and capital, and will gradually become the most important resource for enterprises. Enterprises need to meet the challenge of knowledge economy through organizational learning, knowledge management and strengthening cooperation ability, and closely combine existing organizations, knowledge, personnel and processes with knowledge management and cooperation.

Five, from the traditional single performance appraisal to total performance management.

The traditional performance appraisal determines rewards and punishments through the evaluation of employees' work results, but the process lacks control and there is no organizational means to improve performance as a guarantee, and employees will object when implementing performance appraisal. Therefore, it is a remarkable feature of performance management in recent years to link performance management with company strategy and change static assessment into dynamic management.

Sixth, information technology has changed the way enterprises operate.

With the development and application of information technology, business activities and business information can be separated, and the irreconcilable contradiction between centralization and decentralization can also be solved. Through integration, enterprises can realize centralized, unified and effective allocation of internal resources. With the help of information technology, enterprises can cross the internal resource boundary and realize the effective organization and management of the whole supply chain resources.

Seven, pay attention to and develop the concept of customer orientation.

In the past ten years, some high-tech enterprises, led by Microsoft and Intel, have surpassed the existing needs of customers and adopted a product-centered business strategy, which has achieved great success and produced a new thinking of "customer-driven" that transcends "customer-driven".

This is mainly because with the advent of the era of knowledge economy, enterprises are facing not only the existing share, but also the future market and challenges. However, whether we can successfully gain the future market still depends on whether customers finally agree with the innovation of the enterprise and are willing to pay for it.

Eight, from one-sided pursuit of enterprise's own interests to pay attention to fulfilling social responsibilities, and realize the coordinated development of economy, environment and society.

Good corporate social responsibility strategy and practice can obtain commercial benefits, and enterprises with good social responsibility performance can not only obtain social benefits, but also improve risk management and enhance corporate reputation. In the current business environment, it is not a question of whether to implement the social responsibility policy, but how to implement it effectively. Most business development plans need moral evaluation and environmental impact analysis.

Nine, enterprise management innovation has become the mainstream trend.

In the process of deepening reform and management innovation, enterprises in China constantly advocate innovative spirit, stimulate innovative consciousness, guide innovative direction, encourage innovative behavior and enhance innovative ability, which has become the mainstream direction.

Ten, enterprise management innovation has entered a new stage.

Since deepening reform has reached the stage of system innovation, the modernization of enterprise management will inevitably enter a new stage of management innovation, that is to say, it is time to establish management science. The combination of management innovation and system innovation, and the coordination of management innovation and technological innovation have formed a trend that production relations gradually adapt to the development of productive forces.