Enterprise strategic management thesis

Enterprise strategic management thesis

On the strategic management of small and medium-sized enterprises

Keywords: strategic management, innovation, strategic analysis, strategic positioning of SMEs

Abstract: With the acceleration of global economic integration, the market competition is becoming increasingly fierce and the market environment is more complicated and changeable. Throughout the rapid development of domestic and foreign enterprises and small and medium-sized enterprises on the verge of bankruptcy, the survival of the fittest and polarization are very obvious. Strategic management is very important for the survival and development of small and medium-sized enterprises in a complex and changeable environment. Strategic management is a long-term master plan to adapt to the internal and external situation of enterprises. Whether the strategic management is correct or not is related to the decline of small and medium-sized enterprises in the market competition. It points out the survival status and development direction of enterprises in the competitive environment, and then determines the most important work content and competition mode.

Joining WTO will make China's economy truly integrate into the trend of globalization or internationalization. When China, a market that has not been fully regulated, suddenly opens to the world, those enterprises that are not fully prepared will certainly be severely impacted. The survival and development of Chinese enterprises, especially small and medium-sized enterprises, will undoubtedly be more difficult than before.

Enterprise strategic management means that enterprises make full use of their human, financial and material resources through macro-level analysis, prediction, planning and control, so as to optimize management and improve economic benefits. In China, due to the long-term influence of the planned economy system, the strategic management of enterprises has just begun. However, with the deepening of China's economic marketization and the approach of WTO, the market competition is becoming increasingly fierce. China enterprises, as the main participants in the operation of market economy, are the decisive factors for China to achieve economic prosperity and full employment. The author thinks that strengthening enterprise strategic management is a powerful tool to improve the level and competitiveness of enterprise management system in China. The author has been engaged in the assessment of hundreds of enterprises, and thinks that combining with the present situation of enterprises in China, we should strengthen the strategic management of enterprises from the following seven aspects.

Today, the global market competition is not only the competition of technology and quality, but also the contest of wisdom and management. As a result of this contest, the winner will occupy more market share and gain greater development opportunities than others. For the majority of small and medium-sized enterprises, this is a real life and death challenge. Facing the competition and challenge of life and death, what are the fundamental countermeasures that China enterprises need to take? It is the strategic management of enterprises.

First, the urgency of strengthening the strategic management of small and medium-sized enterprises:

Now, after China's entry into WTO, it is speeding up the reform of small and medium-sized enterprises, transforming the management mechanism of enterprises, and actively promoting the modern enterprise system, so that enterprises can truly become socialist commodity producers and operators with independent operation, self-financing, self-development and self-restraint. Moreover, with the improvement of market mechanism in China's socialist market economy, the competition faced by small and medium-sized enterprises is becoming increasingly fierce. In this form, in order to avoid failure and bankruptcy in the competition, small and medium-sized enterprises have to strengthen strategic management in order to gain advantages in the fierce market competition and seek survival and development.

At present, the general small business operators think that enterprise strategy can only be formulated by large companies with a lot of human and financial resources. Because of its small scale, single product and small market scope, there are relatively few factors affecting it, so there is no need for any formal strategy.

This concept is obviously wrong. After China formally joined the WTO, the competition among small and medium-sized enterprises, to a certain extent, is the competition of strategic thinking and strategic positioning, which means that small and medium-sized enterprises have entered the era of strategic competition. Strategy determines the outcome. Under the background of world economic integration, if small and medium-sized enterprises want to survive and develop in the gap between many international and domestic enterprises, they must proceed from their own reality, give full play to their comparative advantages, find a correct market position, lead institutional innovation, seize opportunities and accelerate their development.

Small and medium-sized enterprises themselves have some shortcomings in capital, technology, human resources and management experience. The relative lack of enterprise resources makes the research and development ability and marketing network of small and medium-sized enterprises limited. As a small and medium-sized enterprise, it is impossible to study the specific situation of the enterprise and the competition situation of the industry in which the enterprise is located, and formulate the development goal and direction of the enterprise according to the research situation, that is, the enterprise strategy. It can be seen that strategic management is an important part of the management of small and medium-sized enterprises, and the level of strategic management is an important symbol to measure enterprises. Through strategic management, we can adjust the organizational structure of enterprises, strengthen the ability of enterprises to develop new products and markets, and create conditions for enterprises to enhance their competitive position.

Second, the strategic management of SMEs:

1. Professional development, highlighting core expertise and implementing specialization strategy.

Specialization strategy is to focus on a special customer base, a subdivided product line or a regional market. Specialization strategy is built around a special target service, and every functional strategy it develops and realizes should consider the same central idea. The premise of this strategy is that the specialization of the company's business can serve a narrow strategic object with higher efficiency and better effect, thus surpassing competitors competing in a wider range. Therefore, this requires these small and medium-sized enterprises to "do something different", pay attention to professional development, concentrate internal superior resources and highlight core expertise, so as to cultivate their long-term competitive advantages.

But at present, some of our small and medium-sized enterprises are not aware of this, blindly diversifying, leading to the differentiation of superior resources, leading to the rapid disintegration of the competitive advantage of enterprises and the loss of vitality. This is the most fundamental reason for the unique phenomenon that small and medium-sized enterprises in China are "two or three years ahead". There are also some small and medium-sized enterprises and even newly established enterprises. Their slogan is "Be bigger and stronger, and be a diversified group company". In fact, diversification is an inevitable trend when enterprises develop to a certain extent, but it must not be blindly diversified. Even those super-large enterprises should pursue specialization in limited diversification.

2. Take the road of innovation and develop innovative strategies.

Under the condition of knowledge economy, the competitiveness of enterprises depends on innovation. Small and medium-sized enterprises are weak, fight alone, and confront powerful opponents, so it is difficult to succeed. Instead, we should rely on our own advantages and learn from each other's strengths.

Technological innovation strategy is the core of enterprise innovation. Without technological innovation, there will be no product update, and it will be difficult for enterprises to develop. Technological innovation of small and medium-sized enterprises should work hard in two aspects. First of all, managers of small and medium-sized enterprises must attach great importance to technological innovation. Strengthen technological innovation, be willing to invest manpower, energy, financial resources and material resources, dare to take risks and reuse talents. Second, adhere to comprehensive innovation. Any technology has a process of experiment, transformation, growth, maturity, decline and elimination. Innovation cannot be done once and for all, but should continue. Technological innovation must always be user-oriented, market-oriented, take the happiness and unhappiness of users as the starting point and foothold of continuous technological innovation, and take the change of market demand as the star of technological development and the compass of management.

3. Adopt differentiation strategy

Differentiation strategy is to differentiate the products or services provided by the company and establish something unique in the whole industry. At present, it is very important for various industries to establish differentiated competitive strategies. Enterprises can seek differentiation from many angles, for example, a unique taste (pizza), a series of features (Swatch watches), high-quality manufacturing (Honda) and so on. If the differentiation strategy is successfully implemented, it can win a higher income level in an industry, because it has great competitiveness in this industry and will not be overtaken or defeated by other enterprises at least in a short time.

4. Low cost strategy

It is a strategy for enterprises to reduce costs through effective ways, so that the total cost of enterprises is lower than that of competitors, even the lowest cost in the same industry, thus gaining competitive advantage. The low-cost strategy requires enterprises to resolutely improve work efficiency, conduct large-scale operations, go all out to reduce costs, control management costs and management expenses, and minimize the costs of research and development, service, promotion and advertising.

The key to the success of implementing low-cost strategy is to realize the sustainable cost advantage to competitors on the premise of satisfying the product characteristics and services that customers think are crucial. Enterprises implementing low-cost strategy must develop the sustainable sources of cost advantage and form obstacles to prevent competitors from imitating cost advantage, so that this low-cost advantage can last. The theoretical cornerstone of low-cost strategy is scale benefit and experience benefit, which requires that the products of enterprises must have a high market share.

Three, how to carry out strategic management of small and medium-sized enterprises:

1. Conduct targeted strategic analysis.

The main purpose of strategic analysis is to understand the environment and relative competitive position of the enterprise, evaluate the key factors affecting the current and future development of the enterprise, and then determine the mission and objectives of the enterprise, so as to provide a reliable basis for formulating the enterprise strategy and make the strategic management of the enterprise command and organize production and business activities in accordance with economic laws. Therefore, strategic analysis should not be regarded as a temporary task, and several people should be organized to deal with it. It must be highly targeted. Only by grasping the external environment and its own conditions in a targeted manner can we better carry out the strategic management of enterprises.

2. Have an accurate strategic positioning.

With the acceleration of the reform and opening-up process and China's accession to the WTO, it is difficult for small and medium-sized enterprises to make strategic positioning. But in the face of reality and comparative advantage, we must re-recognize it as soon as possible. Small and medium-sized enterprises are generally not easy to diversify, which is determined by the product life cycle. Small and medium-sized enterprises should grasp the whole industry or the link of this industry, mainly by using comparative advantages. The re-understanding process of enterprises' own comparative advantages is also a re-understanding process of their own market positioning. Through this process, the key to understanding and exerting comparative advantages is to stand tall. "Other mountains are dwarfed under the sky." . For example, Xerox's copier market is in a monopoly position, and many famous companies in the world have adopted the same or similar strategies to compete for the market, but all failed. An important reason is that they failed to discover or create a unique strategic positioning. Canon chooses small and medium-sized enterprises and individual users outside Xerox's strategic positioning as the starting point. Through continuous penetration, it finally developed into the world's largest market leader in sales. From this, we realize that small and medium-sized enterprises must fully study their own capabilities and comparative advantages, be good at discovering the empty shortcomings of industry strategies, and find another way outside the strategic positioning of different large enterprises, interspersed with circuitous, in order to grow from small to large and remain invincible.

3. The implementation of strategic management depends on scientific theories and methods.

Strategic management is a kind of management characterized by ideological innovation, so it depends on scientific theoretical knowledge and methods as guidance. At present, the popular theories and methods of strategic management are not perfect and are still developing. Mainly based on strategic management, in view of a large number of uncertain factors in the change of environment, it is difficult for enterprises to play a role in system engineering methods with controllability as the main feature. Therefore, strategic management will be more effective by combining overall planning theory with systematic method.

Small and medium-sized enterprises, as a new force group in the national economy, can seize the opportunity and remain invincible in the fierce market competition only by scientifically applying their business strategies.

References:

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