How to develop business strategy?

1, accurate external environmental analysis

1) Recognize the changes that have occurred in the external environment. The business environment is often in the midst of dramatic changes, and environmental changes will have an important impact on business operations, and some of the impact is even fatal, we need to recognize the macro changes, changes in the industry, changes in competitive conditions, changes in consumer demand, recognize these changes will be more conducive to our development.

2) Insight into the impact of change. Industry change is inevitable, but not all changes will bring the impact on the business, we need to distinguish between industry changes in the main impact, secondary impact; direct impact on the business, indirect impact, and these impacts of systematic analysis, a clear insight, make countermeasures to deal with.

3) Separate the opportunities and threats to the enterprise. Changes brought about by the external environment is nothing more than opportunities and threats, opportunities we are to seize, threats we are to avoid, distinguish these and timely response will make us develop faster.

2, scientific internal resources and capacity inventory

1) internal resource system inventory. The enterprise's human resources, material resources, financial resources, production resources, network resources, hidden resources (corporate culture, employee awareness, etc.) and other aspects of the system inventory, the degree of support for the strategy and can be transferred to analyze the financial, sales, costs must be quantitatively, hidden, network, etc. must be qualitatively, the resource inventory is to make clear the status of the existing resources for the implementation of the development of the strategy to lay the foundation for resources.

2) Enterprise capacity inventory. Systematic assessment of the enterprise productivity, marketing, profitability, financial returns, development, operation, etc., the key elements of each part of the score, and with the industry's advanced enterprises, the regional advanced enterprises to compare, make clear where the competitive advantage of the enterprise, clear their core competitiveness, and efforts to build their core competitiveness, while assessing the existing capabilities of the enterprise.

3) Separate the advantages and disadvantages of enterprises. Resources and capabilities of enterprises are unlikely to be all good, the degree of ownership will be different, the assessment process we have to distinguish between the strengths and weaknesses of the enterprise, and make corresponding improvements in response to the policy, in order to determine the resources and capabilities of the support of the enterprise's strategic planning for the next step in the preparation of the enterprise's strategic planning.

3, internal and external analysis and integration

Enterprise internal and external environment analysis is complete, the business environment is clear and unambiguous, we have to external changes in the impact of the internal resource capacity to support the assessment of a comprehensive comparison, in order to determine the enterprise's strategic planning.

The key influencing factors in the external environment, the key driving factors in the internal resources and the key success factors in the internal capabilities of the scoring comparison and comparison with the industry's best companies, with reference to the industry's key success factors and the success of the competition, to choose the direction of the enterprise's strategy, of course, the SO strategy is a must, and all of our analytical insights are designed to make the strategy more supportive and feasible, to ensure that the right choice of the right strategy. All of our analytical insights are designed to make the strategy more supportive and feasible, and to ensure that the choice is the right one.

To make the necessary strategic assumptions for the development of the enterprise, analyze all the possible development paths of the enterprise, and match and compare with the existing resources and capabilities of the enterprise, assess the feasibility of the strategic assumptions, and carry out the effect of forecasting and development exploration, so as to determine the direction of the development of the enterprise and the path.

4, clear corporate vision, mission, values

1) understand the significance of the existence of the enterprise. Why does the enterprise exist, why the development of these basic issues is actually the significance of the existence of the enterprise, perhaps in order to obtain profits, perhaps in order to realize the value of entrepreneurs, perhaps in order to other, but to do business strategic planning, first of all, the significance of the existence of the enterprise is to be clear, so that we can better achieve the existence of the enterprise value.

2) Clear vision of the future of the enterprise. In fact, it is to answer the enterprise "what is now, what is the future" question, so that enterprises really understand what they need, see the reality of the situation and development prospects, the goal is clear, the development will be more motivated. It should be noted that the vision of the enterprise is specific, clear, after efforts to forge ahead can be achieved.

3) Clear corporate mission. Enterprise mission is the enterprise's own choice of positioning in the business environment, the enterprise is ultimately engaged in commercial activities, the enterprise mission is an important step in the enterprise to clarify the value of its business, but also the enterprise needs to be clear, which is directly related to the strategic planning of the enterprise's goal-setting.

4) Clear corporate values. Corporate values are the root of the enterprise to do things, is the enterprise engaged in commercial activities of the guidelines, is the consistent policy of business operations, which determines the feasibility of the enterprise strategic planning, security, but also the foundation of the development of enterprises.

The above four aspects, the reality of the enterprise are often have been determined in advance, or perhaps subconsciously follow, we are in the development of enterprise strategic planning to dig and follow these established rules to ensure that the correct formulation of the strategy, of course, with the changes in the business environment, the above aspects of the necessary adjustments will be made, and the strategic planning and then have to occur accordingly changes.

5. Corporate Development Strategy Formulation

Based on the insights of the business environment and resource capacity of the enterprise, and at the same time serving to obey the vision, mission and values of the enterprise, we formulate the strategic plan for the development of the enterprise.

Development of corporate development strategy should focus on:

1) The overall corporate strategy should be closely integrated with the business environment. The business environment and competition will largely affect the development and implementation of corporate strategic planning, future business development trends will also affect the development of corporate strategy; business analysis should be focused on the external environment analysis and prediction, the internal inventory focus on data analysis and ability to insight.

2) Corporate strategic planning should take into account the regional situation. The region in which the enterprise is located, the location of the core market, the location of the production base and the surrounding area, are all important areas of business, and the situation in these areas to a large extent also affects the development of the enterprise, affecting the enterprise's strategic planning. Strategic planning should take into account these aspects, taking into account the possible evolution of the regional situation.

3) The degree of match between corporate resources and capabilities and strategic planning is an important reference value. Enterprise strategic planning may be many kinds of strategic assumptions can also be made many kinds of, but the enterprise's resources and capabilities are limited, and its matching strategic planning is actually not much, the value of strategic choice lies in the assumptions from the correct path and vowed to do.

6, the enterprise competition strategy

Enterprise development strategy established, in order to cope with the competition, we need to formulate the enterprise competition strategy, in fact, is in the "low-cost competition, differentiated competition, focus on competition" in the choice.

Competitive strategy selection, pay attention to:

1) corporate competitive strategy can be formulated according to the business unit, to determine the specific requirements of its operational strategy, the business level of the difference between the operation: increase investment, maintain the status quo, liquidation, etc. to make a decision;

2) corporate competitive strategy has a regional difference, can be divided into regions to formulate a different competitive strategy for the core region, Key regional competitive strategy to focus on, differentiated operation to maximize profits;

3) formulated in different subsidiaries, the development of different competitive strategies for each company, to ensure that its resources and capabilities are given full play to, and will be different subsidiaries differentiated development of strategy and the headquarters of the dominant integrated combination.

7, corporate business strategy development

Business strategy is the specific embodiment of corporate development strategy and competitive strategy. Business strategy development should be noted:

1) the company's development strategy is the tone of the company's business strategy development. Such as growth-oriented development strategy is reflected in the business strategy is to focus on business growth, stability strategy focuses on the optimization of business structure, tight strategy focuses on the business to take; business strategy must be formulated with the company's development strategy planning as a prerequisite and keynote.

2) Competitive strategy is the direction of business strategy development. Competitive strategy has been formulated the enterprise's competitive approach, competitive path, business planning is the specific embodiment of the competitive strategy, business growth, maintenance, elimination and other operations how to promote will be derived from the formulation of competitive strategy.

3) Business strategy focuses on business-level structural optimization, development and enhancement. A systematic inventory of the business, which can be combined with the internal resource inventory mentioned above, will be conducted to systematically analyze the proportion of sales, the proportion of gross profit, the regional composition, the distribution ratio of logistics, and the status of production support, etc., so that the relevant operations can be carried out in accordance with the competitive strategy.

4) Business strategic planning is actually a quantitative provision of business sales, gross profit contribution, sales proportion, regional composition, hierarchical arrangement, etc., which is the implementation of the company's development strategy and competitive strategy.

8, corporate functional strategy development

In order to implement the development needs of the company's business strategy, the need to make a clear definition of the functional sector strategy, clear functions of each department, mainly marketing department as the leading, production, logistics, finance and other departments as a guarantee system to strengthen the operation.

Enterprise functional planning should pay attention to:

1) the market sector to give a clear definition of the market operation strategy;

2) the sales department to give a definition of the sales department of the product research and development strategy, product packaging strategy, brand management strategy, channel construction strategy, customer management strategy, and other important links, focusing on resources, and strengthen the output of the enterprise is the road to development. The way to go.

3) The protection system should be sound. Marketing department is the core, human security, organizational construction, financial support, logistics arrangements, etc. are as important to give clear provisions, but also the main value of the enterprise sector is a strong support.

9, corporate strategy to promote and control

Strategy development is important, strategy implementation is even more important, the promotion and control of strategy is the top priority.

1) key link control. Long-term tracking and monitoring of key links in the strategic planning of the enterprise, to promote the implementation, to ensure that its operation in a timely and effective, and play a role in promoting the overall strategic planning.

2) Key Node Control. Enterprise strategic planning to set up a number of key nodes, to give a clear definition of the promotion of time, space, and timely follow-up, to achieve control of key nodes, to promote the benign implementation of strategic planning.

3) Financial control. Strategic planning is set up for the business objectives, security support objectives for the necessary financial control, strategic implementation of the money needed to promote on time, planned payments, dynamic monitoring and orderly adjustment at the right time to ensure that the implementation of the strategy in an orderly manner, waiting for the opportunity to promote the dynamic management of the strategy.

4) organizational control. If necessary, you can set up a "strategic management committee" to promote the development of strategy, supervision and monitoring, to ensure the scientific development and effective implementation of strategy.