How to make a good enterprise development strategy

First, the integration, cultivation and innovation of strategic resources within enterprises. The core competitiveness of an enterprise is based on the ability advantage of enterprise resources, and it must be heterogeneous strategic resources, such as technology, brand, corporate culture, marketing network, human resource management, information system and management mode. Only by strengthening and highlighting these aspects and establishing a complementary system of knowledge and skills can we gain a sustainable competitive advantage, which is difficult for others to imitate. Specifically, this requires China enterprises to establish a strategic evaluation mechanism for top decision makers. On the one hand, the board of directors can set up a strategic management committee, hold regular "competitiveness evaluation meetings" of enterprises attended by managers of various departments, divisions, subsidiaries and group companies, or invite experts in management and technology and officials of government departments in charge of industries to participate in consultation, serious talks, evaluation and discussion on future development ideas from all aspects; On the other hand, the feedback system of enterprise strategic information, such as suggestion box and online column, is set up, which is mainly attended by middle and grass-roots employees.

Second, it is very important to correctly implement the internal and external trading strategy around the cultivation of the core competence of enterprises. The core competence of an enterprise itself is dynamic and open. In the process of development and growth, it is impossible for an enterprise to keep its original core competence unchanged, but to constantly adjust, change and expand. When analyzing the core competence of enterprises, we can also use the analysis method of core competence matrix to help enterprises accurately grasp the present situation and future development direction of core competence.

Third, focus on the strategic market development of core products. Core products are the material embodiment and market embodiment of core competence, and vigorously developing core products can provide material guarantee for the cultivation of core competence of enterprises; At the same time, the development of core products will enable enterprises to avoid fierce competition in the final product market, gain considerable "virtual market share", and avoid being restricted by laws and sales channels in the final product market due to monopoly position, so the income and experience gained from this can accelerate the development of core capabilities.

Fourth, take the customer value system as the guidance and carry out dynamic and sustainable strategic development. The construction of enterprise's core competitiveness should be guided by customer value system and based on learning ability, focusing on cultivating the ability of enterprises to predict and respond to customer needs, to quickly integrate new ideas and technologies into products, to adapt to different business environments and to integrate various factors to create value. In its operation, FedEx Company realized that it is the only principle for an enterprise to deliver the goods it needs to its customers with the fastest speed and the best service. For this reason, it absorbs the commodity management technology of large shopping malls, encodes the information of mail delivery time, postal route, postal code and sender into bar codes, and develops a "super tracker", which can obtain all the information of mail delivery. This technology, combined with other technologies such as postal route planning and mail packaging, has formed the company's core ability of fast delivery, surpassing other enterprises in service quality. This core competence is based on the integration of many dynamic technologies and always focuses on increasing customer value, so FedEx is always in an invincible position in today's international express delivery industry.

Fifth, strengthen the strategic guarantee of core competitiveness. The core competence of an enterprise is established through long-term development and strengthening, and is an intangible asset. Once lost, the loss is incalculable. Therefore, enterprises must avoid the loss of core competitiveness through sustained and stable support, funding and protection.