With the coming of 2 1 century, the competitive environment faced by many enterprises around the world is more changeable and unpredictable. Facing the challenges brought by the rapid change of competitive environment, the intensification of industrial globalization competition, the aggressive competitive behavior of competitors and their responses to a series of competitive behaviors, the traditional theoretical methods of strategic management can no longer meet the needs of strategic management decisions of enterprises in real business life. Therefore, in recent years, some management scholars have put forward new strategic theories, namely "dynamic capability theory" and "competitive dynamics method".
Keywords: enterprise development, competitive strategy, management development
First, the background and purpose of enterprise strategic management
1. Background of enterprise strategic management
Since 1950s, the world has entered a new era. After entering the 1950s, great changes have taken place in customers' demands. The main characteristics of this era are: the demand structure has changed, the level of science and technology has been continuously improved, global competition has become increasingly fierce, society, government and customers have put forward requirements and restrictions on enterprises, resources are in short supply, and emergencies have emerged constantly. These characteristics make the outside of the enterprise a particularly huge, complex, unfamiliar, changing and unpredictable environment, and enterprises are facing many life-and-death challenges. In this case, the business community must make an in-depth analysis of the environment and adopt new management methods. It is precisely because of the change of the times that the business environment of enterprises has changed and promoted the development of management science. In line with this development trend, strategic management came into being.
2. What is the purpose of enterprise strategic management?
Second, the meaning and level of enterprise strategic management
Enterprise strategic management can be defined as an art and science about how to formulate, implement and evaluate enterprise strategy to ensure that enterprise organizations can effectively achieve their own goals. This paper mainly studies the functions and responsibilities of the whole enterprise, the opportunities and risks it faces, and focuses on the comprehensive decision-making problems involving marketing, technology, organization, finance and other functional fields in enterprise management.
Generally speaking, corporate strategy can be divided into three levels: corporate strategy, business strategy and functional strategy.
1,? Company-level strategy, also known as overall strategy, is the highest-level strategy of an enterprise. The focus of company-level strategy is the whole enterprise which is composed of multiple strategic business units and engaged in diversified operations.
2. Business-level strategy, also known as competitive strategy, is a strategic plan on how to successfully compete in a specific market under the guidance of company-level strategy. Strategic business unit refers to the external market where products and services are different from other SBU, and companies engaged in diversified operations often have multiple strategic business units.
3. The functional level strategy belongs to the enterprise operation level strategy, which is to implement the strategy formulated by the company level strategy and the business level strategy to all functional departments of the enterprise. Functional strategy is the short-term strategic planning of the main functional departments in an enterprise, which can be generally divided into R&D strategy, production strategy, marketing strategy, human resource strategy and financial strategy.
Company-level strategy, business-level strategy and function-level strategy are isomorphic, forming a complete strategic system of the enterprise. Only when different levels of strategies are interrelated and cooperate with each other can the business objectives of enterprises be realized.
Third, the overall strategy of the enterprise and the main problems to be solved
Overall strategy refers to determining the plan and strategy to command and guide the overall and long-term development of the enterprise on the basis of in-depth investigation and study of the internal and external environment of the enterprise and comprehensive analysis of the main factors such as market demand, competition, resource supply, enterprise strength, national policy and social demand. The content of an enterprise's overall strategy should include: the choice of business scope, the specific advantages of serving the business scope, the strategic transition and possible time strategy, the goals and results pursued.
The overall strategy of an enterprise can generally be divided into defense strategy, stability strategy, austerity strategy, mixed strategy, offensive strategy and growth strategy. There are many types of strategies to choose from in enterprise strategic management, not only because of the different perspectives of enterprise decision makers, but also because of the different levels, internal characteristics and external environment of enterprises, and different strategies will be chosen under different conditions.
1. Establish a clear corporate vision and strategic objectives.
2. Determine the position of the enterprise in the industrial value chain.
3. Clarify the competitive points and core competitiveness of enterprises, so as to formulate corresponding development strategic plans, decide to enter or exit certain markets, and the specific plans for entering or exiting.
4. Be far-sighted, seize the opportunity of business strategy selection, and realize the allocation conditions of strategic resources and the promotion of strategic capabilities.
5. Establish enterprise KPI index system based on strategy, so that the strategy can be implemented. The common fault of many enterprises in China is poor strategic execution.
Four types of enterprise development strategy
(1) Centralized development strategy: concentrate resources to improve the market position of a product.
Advantages: simple management, specialized production scale economy.
Disadvantages: poor adaptability to the environment and high risk.
(2) Integrated development strategy, including forward integration, for example, production enterprises do their own sales;
Backward integration, such as production enterprises producing raw materials themselves.
Advantages: reduce the risk of raw material supply, facilitate the mastery of market demand information and bring more profits.
Disadvantages: management costs increase, and entering new business areas requires a lot of investment and risks.
(3) Diversified development strategy; Include two forms:
Related (concentric) diversification: entering the business field related to existing products, such as entering the air conditioning industry from refrigerators;
Advantages: low risk, production, technology and sales coordination.
Disadvantages: the scale of enterprises will inevitably expand, increasing management costs.
Unrelated (compound) diversification: entering new industries that are not related to existing products in technology or market, such as home appliance enterprises entering biopharmaceutical industry;
Advantages: Diverse risks and seize opportunities, which is conducive to giving full play to resource advantages.
Disadvantages: increasing management costs, dispersing enterprise resources and bringing greater risks to new industries.
Verb (abbreviation of verb) business strategy and main problems to be solved
What is a business strategy?
Group strategy determines the business strategy of subsidiaries. The business strategy of the sub-group depends on the resource allocation of the parent company, and the subsidiaries carry out strategic planning under the unified management framework of the parent company. At the same time, the strategic planning of subsidiaries should be directly or indirectly involved by the parent company. The planning process of subsidiary's business strategy is the process of parent company allocating resources and implementing parent company's strategy to subsidiary level. The mechanism consists of strategic reflection meeting, strategic planning initiation meeting, strategic planning template management and strategic report management process.
Problems solved by strategic management: Where are we (current situation)? Where are we going (target)? How do we get there? How do we manage the process as a whole and how do we constantly optimize the path? Strategy helps the confused enterprises in development to establish their direction, unify their understanding, dispel unnecessary disputes, unify all kinds of contradictions in the overall thinking of development, weave all kinds of measures in the overall pattern, form a big development plan, use the plan to guide the allocation of resources, constrain all kinds of actions, and form the priority order of actions. In a word, strategy is a design for future development and a logical road choice. For this choice, enterprises must use resources other than normal resources.
Sixth, the types of basic competitive strategies.
Basic competitive strategy
The basic competitive strategy was put forward by Michael Porter, a famous strategic management scientist at Harvard Business School. They are: cost leading strategy, differentiation strategy and centralization strategy. Enterprises must choose one of these three strategies as the leading strategy. Either control the cost at a lower level than the competitors; Either form distinctive features in enterprise products and services, so that customers feel that you provide more value than other competitors; Either the enterprise is committed to serving a specific market segment, a specific product category or a specific geographical scope.
Seven, the meaning and process of enterprise strategic management
1. The meaning of enterprise strategic management
Enterprise strategic management is a dynamic management process for enterprises to achieve strategic goals, make strategic decisions, implement strategic plans and control strategic performance. It is a high-level management, a holistic management and a dynamic management.
2. What is the process of enterprise strategic management?
Enterprise strategic management includes the process of strategic formulation, strategic implementation and strategic control.
Strategic formulation
Firstly, the external environment and internal environment are analyzed in depth and carefully, and then the strategy is formulated according to the following procedures.
(1) Clear strategic thinking;
(2) Analysis of external environment and internal conditions;
(3) determine the strategic purpose;
(4) setting strategic objectives;
(5) Clear strategic focus;
(6) Formulate strategic countermeasures;
(7) comprehensive balance;
(8) Scheme comparison and strategic evaluation.
Strategic execution
In order to effectively implement the strategy formulated by the enterprise, on the one hand, it depends on the cooperation and active work of organizations and employees at all levels; On the other hand, it is necessary to implement the strategic objectives through comprehensive production and operation plans, various professional plans, budgets, and specific business plans.
Strategic control
Strategic control is to compare the actual results obtained in the process of strategic implementation with the expected strategic objectives, evaluate the degree of conformity and analyze the reasons; Take effective measures to correct the deviation in time to ensure the realization of strategic objectives. Practice shows that the implementation of management by objectives is an effective way to implement strategic implementation and control.
Analysis of external environment and internal conditions of enterprises
Analysis of external macro environment: 1. Population factor 2. Economic and environmental factors. Competitive environmental factors. Political and legal factors. Social and cultural factors. Scientific and technological factors.
Most of these factors are beyond the control of enterprises.
External microenvironment analysis: 1. Market 2. Supplier 3. marketing intermediaries
Analysis of internal environmental factors: 1. Finance II. Personnel 3. Research, development and design. Engineering and production. Marketing.
XI。 The meaning and characteristics of core competitiveness
The meaning of enterprise competitiveness
Core competitiveness is the most basic competitiveness among enterprises, which can make the whole enterprise maintain a long-term and stable competitive advantage and obtain stable excess profits. It is the self-organizing ability of enterprises to organically integrate skill assets and operating mechanism, and it is the result of enterprises implementing internal management strategy and external trading strategy.
Characteristics of core competitiveness
(1) Core competitiveness provides a potential way for enterprises to enter a variety of product markets (extensibility).
(2) Core competitiveness can bring more end-user value (usefulness) to customers.
(3) The core competitiveness should not be easily imitated by competitors (uniqueness).
(4) superposition. In other words, once two or more core competencies are superimposed, new core competencies may be derived.
Twelve. Significance and process of strategic implementation and strategic war control
There are three basic principles in strategy implementation: the principle of moderate rationality, the principle of unified leadership and unified command, and the principle of contingency.
Five different modes: command, transformation, cooperation, culture and growth.
Strategic implementation stage
Business strategy is just an armchair strategist or something in people's minds before it is implemented, and the implementation of enterprise strategy is the action stage of strategic management process, so it is more important than the formulation of strategy. In the process of transforming enterprise strategy into strategic characteristics, there are four interrelated stages: strategic start-up stage and strategic development stage. Strategic planning stage? Strategic operation stage? Control and evaluation stage of strategy.
Abstract: The purpose of strategic management is to improve the adaptability of enterprises to the external environment and make enterprises realize sustainable development. The survival and development of enterprises are largely influenced by their external environmental factors. These external environments are complex and changeable. How to survive and develop continuously in this complex and changeable external environment is the task and purpose of strategic management. In addition, it is necessary to create a good internal environment so as to formulate new strategies or adjust the existing strategies of enterprises in time to adapt to the changes in the external environment, continuously improve the adaptability of enterprises, continuously improve and optimize the business structure of enterprises, continuously improve the comprehensive quality of enterprises, and continuously make great contributions to the welfare and growth of customers, society and employees, and achieve their careers.