Enterprise strategic planning how to do?

Enterprises develop strategic planning, according to their own characteristics to develop their own strategic planning. Enterprises can follow the following principles when developing strategic planning:

The market environment faced by small and medium-sized enterprises (SMEs)

1. The market structure faced by SMEs and the survival and development

Realistically, most of the SMEs are located in decentralized industries. The market structure faced by SMEs belongs to the market of perfect competition or monopolistic competition.

In a perfectly competitive market, there is no difference in market price due to the large number of producers and consumers and the homogeneity of products. Firms can also only sell their products at the same price. If there are a large number of small and medium-sized enterprises in a particular industry and there is little difference in the specifications, varieties, and quality of the products, the probability of sales faced by each enterprise is roughly the same. No one has a relative competitive advantage, and there is no way to capture the benefits of differentiation. Enterprises may be able to survive, but lack the initiative to develop.

In a monopolistically competitive market, there are more producers and consumers, there are differences in product quality, and the barriers to entry are relatively weak. In the short term, monopolistic competition vendors are equivalent to monopoly vendors and can make high profits by virtue of the differences in their products. However, in the long run, as the market entry barriers are relatively weak, the product differentiation can be easily broken through, and the profit of the manufacturer will tend to zero. If the small and medium-sized enterprises in a certain industry, if the number of enterprises and product quality differences, enterprise competition is manifested in product differentiation competition. Of course, also accompanied by price competition and advertising competition. Who can continue to innovate, who can obtain high profits and thus be able to win in the competition.

2. The target market of SMEs

Philip Kotler divided enterprises into four categories according to their position in the target market: market leaders, challengers, followers and gap fillers. Small and medium-sized enterprises are small in scale, weak in technical force, backward in management level, poor in competitiveness, and lack of capital and talents, so they can only be the gap fillers in the market.

As the gap fillers in the market, SMEs generally subdivide the market again or more times, focus on certain small parts of the market that are neglected by large enterprises, and maximize the revenue through specialized management in these small markets, in order to survive and develop in the cracks of large enterprises.

The gap-filling market, whose customers are identified due to *** the same preferences, interests and consumption habits, such as the combination of a small number of consumers. It is the best choice for SMEs to occupy the leading position in the market. For SMEs, it is not possible to sell all products and services to all people, and it is more conducive to their survival and development to provide specialized and distinctive products and services to a small group of consumers in the population.

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