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.
Keywords: strategic management, innovation, strategic analysis, strategic positioning of SMEs
The so-called enterprise strategy is an overall and long-term plan and countermeasure for survival and development in the competition based on the analysis of the external environment and internal conditions of the enterprise. It has:
Overall-take the overall situation of the enterprise as the object, and stipulate the overall behavior of the enterprise according to the overall development needs of the enterprise; Programmatic-stipulating the objectives, priorities and measures of the enterprise is the outline of the enterprise's business development;
Long-term-in order to seek the long-term development of enterprises, on the basis of scientific prediction, open up future prospects;
Competitiveness-in order to continuously expand market share, compete with competitors;
Adaptability-adjust in time according to the changes of the external environment and internal conditions of the enterprise to adapt to the changed situation. Enterprise strategy is the principle and policy that enterprises must follow to develop and grow. It should be formulated according to the specific conditions of the resources and products, technologies and information advantages owned by the enterprise. Generally, it should include: development direction strategy, enterprise management strategy, enterprise culture strategy, market competition strategy, talent management strategy, enterprise information strategy, etc.
Without strategy, the vitality of an enterprise is short-lived. Only by accurate strategic positioning can we conform to the trend of the times, seize opportunities, accelerate development and put wings on enterprises. On the other hand, if the strategic positioning of the enterprise is inaccurate, it will suffer setbacks or even close down, leading to bankruptcy. In a sense, today's enterprises have entered the era of strategic competition, and enterprise strategy has become the central topic of modern enterprise development. To a certain extent, the competition among enterprises is the competition of strategic thinking and strategic positioning. Therefore, how to formulate and implement the correct enterprise strategy in the fierce and turbulent market competition has become a decisive factor for enterprises to be invincible.
First, the strategic management of SMEs problems
1. Lack of skills in formulating and implementing strategies.
Some small and medium-sized enterprises in China lack strategic thinking, and have insufficient understanding of what strategy is and its value to enterprises. They think that strategy is just a "flower in the mirror" and a "moon in the water", which is out of reach, so their short-term behavior is serious and they lack long-term goals. However, due to the deepening of reform and opening up, frequent economic activities and the improvement of their own understanding, more and more enterprises gradually realize the importance of strategy. However, due to their own ability, many leaders of small and medium-sized enterprises lack understanding of what kind of strategy to formulate, how to formulate and how to implement it effectively. Many small and medium-sized enterprises take corporate profitability as their strategic goal, but they lack in-depth thinking about what kind of money to earn and whose money to earn. Enterprises engaged in mechanical processing today may enter health care products, real estate and other industries tomorrow, which greatly increases the business risks of enterprises. The short life span of small and medium-sized enterprises in China is closely related to the lack of skills in strategy formulation and implementation.
2. The strategy of small and medium-sized enterprises can not adapt to the political and economic environment of the country.
A considerable number of small and medium-sized enterprise leaders believe that the macro-political and economic environment has little to do with the production and operation of enterprises, and even have no time to take care of these problems. Small and medium-sized business owners in China often have to deal with emergency affairs in person, so it is difficult to find time for strategic thinking. They tried their best to solve the problems of enterprise survival and staff feeding. Therefore, they know little about the changes and problems in the political and economic situation at home and abroad, have limited information and have a superficial understanding, and are not good at closely linking the macro-political and economic environment with the production and operation of their own enterprises. Their grasp of policies and economy is relatively slow, and they missed the best opportunity for development. Even some enterprises are in danger of bankruptcy because they do not conform to the policy orientation.
3. Lack of long-term strategic vision, short-term behavior is more serious
Some bosses of small and medium-sized enterprises don't understand the significance of strategic management and think that strategic management is the business of large enterprises. In fact, strategic management is equally important for SMEs. Because the birth of small and medium-sized enterprises is often due to the discovery of market vacancies, even without sufficient funds and advanced technology, they can survive and develop quickly. It is precisely because of this contingency that many small and medium-sized enterprises do not have a complete enterprise plan from the beginning, and the result is short-sighted, only seeing the immediate interests, and not seeing the future development and changes and the countermeasures of enterprises.
4. Planning is divorced from reality, which makes enterprises unable to achieve strategic goals.
Many small and medium-sized enterprises do not really understand the market environment, target consumers and the strength of the enterprises themselves when formulating their development strategies. They just put forward some unrealistic slogans and goals based on the boss's good wishes. These slogans are not strategies at all, because they can't describe clearly where the enterprise should go and how to go in the future, and they can only stay in the slogan stage forever, which makes the operation of the enterprise lack clear goals, and neither employees nor bosses have an accurate concept in their hearts. Just like a tree and a forest have different ability to resist storms, small and medium-sized enterprises, as participants in market rules rather than makers, have poor ability to resist risks and rely heavily on the external environment. Faced with the "ever-changing market environment", small and medium-sized enterprises are short of funds and talents in obtaining market information, which reduces their sensitivity to the external environment and makes it difficult to make strategic adjustments at the best time, thus failing to achieve their strategic goals.
The scale and quantity of small and medium-sized enterprises in China have developed by leaps and bounds, and they are also facing fierce market competition. However, in order to survive and develop, we must formulate a sound and reasonable enterprise development strategy to ensure that enterprises do not take detours or take fewer detours and develop healthily and continuously.
Second, small and medium-sized enterprises how to carry out strategic management:
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. Whether small and medium-sized enterprises choose the whole industry or the link of this industry should be grasped well, 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.
The scale and quantity of small and medium-sized enterprises in China have developed by leaps and bounds, and they are also facing fierce market competition. However, in order to survive and develop, we must formulate a sound and reasonable enterprise development strategy to ensure that enterprises do not take detours or take fewer detours and develop healthily and continuously.
Throughout the ages, excellent strategists have won thousands of miles in strategizing. An excellent shopping mall strategist, using enterprise strategic management technology, can also win in a shopping mall without smoke. As the saying goes, "He who has no long-term worries will have near worries". An enterprise without strategic management can only see immediate benefits, but lacks a relatively stable long-term strategy. It is difficult to survive when encountering problems. On the other hand, the most successful enterprises have clear and powerful corporate strategies. People realize that strategic management is the fundamental guarantee for enterprises to maintain vitality for a long time.
Only when any enterprise pays attention to strategy in production and operation can it survive and grow in the fierce market competition. Small and medium-sized enterprises in our city must constantly improve their strategic management ability and level if they want to achieve rapid development.
In a word, Scientific Outlook on Development should guide the strategic concept and management mode, so as to achieve the strategic goals of enterprises. Only people-oriented, rational planning and coordinated development can the development strategy of small and medium-sized enterprises move in the right direction and conform to the current situation.
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Without strategy, the vitality of an enterprise is short-lived. Only by accurate strategic positioning can we conform to the trend of the times, seize opportunities, accelerate development and put wings on enterprises. On the other hand, if the strategic positioning of an enterprise is not accurate, then the enterprise will suffer setbacks or even collapse, leading to bankruptcy. In a sense, today's enterprises have entered the era of strategic competition, and enterprise strategy has become the central topic of modern enterprise development. To a certain extent, the competition among enterprises is the competition of strategic thinking and strategic positioning. Therefore, how to formulate and implement the correct enterprise strategy in the fierce and turbulent market competition has become the key to determine whether an enterprise can be invincible. (Academic Hall provides more paper knowledge)