Enterprise development plan

Planning refers to a relatively comprehensive and long-term development plan formulated by individuals or organizations. It is a reflection and consideration of the overall, long-term and basic problems in the future, and a plan for designing a whole set of actions in the future. The following is the enterprise development plan book I compiled for you. Welcome to draw lessons from and refer to. I hope it helps you!

Enterprise development planning 1 what is the key to enterprise survival? In the final analysis, it is the market and profit. Without market, there is no profit. Without profit, enterprises can't survive. If a leader wants to have prestige and a mass base, he must do something, lead all employees to create as much profit as possible, and make the money in employees' pockets grow year by year. Only when you become a leader can you get everyone's approval and your words have weight. The development of Hangzhou Tiankai Municipal Landscape Engineering Co., Ltd. to today's scale is inseparable from the efforts of leaders, comrades and employees. However, with the national macro-control, the infrastructure investment has fallen sharply, which makes the company face great challenges. At the same time, the company itself also faces some problems that restrict its future development, such as vague development direction, unclear strategic objectives, inflexible mechanism, unbalanced internal personnel structure, lack of technical management talents, passive market development, unreasonable internal organization setting and so on. How will the company develop in the future? How to survive and become strong? The following are my thoughts on the future development of Tiankai Company:

First, make a strategy, make clear the goal, and realize the sustainable development of enterprises. "Natural selection, survival of the fittest", the market does not sympathize with the weak.

Under the excellent environment that the current market economic order has been basically established and improved, according to the medium-and long-term macroeconomic policies of the country, our province and Hangzhou, combined with the current actual situation of enterprises, we must make clear the short-,medium-and long-term goals of enterprise development, so as to highlight the key points of work in each stage. Step by step, so that enterprises can better adapt to market changes, avoid ups and downs in development, and achieve sustained and healthy development of enterprises. Drawing a blueprint for enterprise development from a high starting point and making a long-term, forward-looking and operational development strategic plan can play a good guiding role in the development of our enterprise, and at the same time, it can also improve the cohesion of the enterprise, so that employees can consciously integrate themselves into the development goals of the enterprise and work together. In view of this, we have made a preliminary docking with the Provincial Economic Planning Research Institute, and intend to entrust the Institute to prepare the company's 20-year development strategic plan for our company, so as to further clarify the thinking, clarify the objectives and highlight the key points for the company's development.

Two, highlight the main business, multi-industry simultaneously, towards diversification.

At present, even in the future, China's economic growth, especially in our province, will still be relatively fast, and the scale of infrastructure investment will be large, which will win us good development opportunities. But at the same time, we should also see that the construction industry is greatly influenced by the national macroeconomic policies, and the market management is not standardized. In order to improve the enterprise's ability to resist risks, effectively resolve market risks, highlight the two main businesses of the company's industrial development strategy, become stronger and bigger, form brand advantages, and extend to other industrial fields at the same time.

1. Take the opportunity of the company's landscaping qualification upgrade to promote themselves in various ways. First of all, the company should develop new products with high technology content and good economic benefits. Tonglu Garden should "go out, please come in", hire senior experts from Zhejiang University, Zhejiang Forestry College and other scientific research units for technical guidance, and maintain good cooperative relations with these units for a long time, strive to become the scientific research base, practice base and seedling experiment base of these units, develop new technologies and products such as fresh cut flowers, asexual propagation, wetland plants and soilless culture, and strive to be "unmanned". Second, the company should broaden its horizons and take the initiative to attack. With the improvement of people's living standards and aesthetic concepts, people pay more and more attention to the surrounding environment, so our business extends to residential quarters, unit site greening, road greening and other aspects, not afraid of small, give full play to the advantages of talents, and provide users with satisfactory greening design and construction services. Expand influence, raise awareness and increase market share. Landscaping will become the main economic growth highlight of the company.

2. After the municipal engineering personnel are in place, they will actively expand their business and create conditions. When the time is right, they will upgrade the company's qualifications to win more business and form the company's main economic growth point.

3. We can use the original accumulated funds and the land resources owned by the original enterprise office, production and logistics bases to extend to real estate; At the same time, I am going to buy 23 mu of land in Zhoushan in the near future to engage in logistics development. These measures, which focus on the construction industry and operate in many directions, can provide a broader development space for enterprises and fully improve their ability to resist risks.

Three. Implementation plan of internal management based on company strategy and business development.

(1) Implement the talent strategy to alleviate and eliminate the "bottleneck" of the company's development. At present, the main problems faced by the company's personnel are the lack of experienced technical personnel, independent personnel and high-quality management personnel. It is obviously not enough to rely on the current personnel for the company's development. The competition in the market is actually the competition of talents. Therefore, on the basis of doing a good job in the quality investigation of existing personnel in enterprises, we should carefully analyze the talent structure of enterprises and formulate the implementation plan for cultivating talents according to the future development needs of enterprises. It is necessary to change the concept of employing people, vigorously strengthen the introduction and training of talents, make good use of the existing talents of the company, solve the talents urgently needed by the company through introduction and employment, and at the same time strengthen the training of new college students and make a good talent reserve.

1, talent source

1) Take borrowing measures before use. There are a large number of urgently needed and essential engineering economic management talents in Xiaoshan District, Hangzhou. The company will negotiate with the garden management office and invite them to work part-time in the company to give full play to their talents and do their best for our company. Meet the recent talent demand of our company.

2) Recruit talents and recruit professionals for the company. According to the enterprise development strategy, adjust the employment policy in time, recruit senior engineers of Luqiao through headhunting companies and other channels, and recruit college students urgently needed by the company at national talent fairs in Changsha and Chongqing to enrich the company's technical strength. Meet the long-term talent demand of our company.

3) Based on the post, strengthen training. While doing a good job in talent introduction, according to the current development status of our company, we should also pay attention to the cultivation of existing talents in enterprises, allocate and effectively use existing talent resources, tap the intelligence of existing talents, expand their talents and enhance their enthusiasm for further developing intelligence for enterprises. Encourage them to concentrate on their studies and take the initiative to help them solve practical problems; For the existing talents with certain practical experience and promising training prospects, it is necessary to create conditions to send them to relevant colleges and universities for specialized theoretical training, further broaden their knowledge, and train them to become senior professionals in enterprises as soon as possible. This is an effective way for our company to reduce costs and improve economic benefits. For new college students, we should use it boldly, increase their burden, let them become talents earlier and meet the long-term talent demand of our company.

2. Talent management

1) Establish a talent incentive mechanism to make the best use of people. Without a stable talent team, enterprises cannot survive and develop in the market competition. Therefore, in the use of talents, it is necessary to establish a set of reward and punishment mechanism of "career retention, emotion retention and policy retention". Companies should try their best to solve their worries, pay more attention to them in life, and create a respectful, harmonious and enterprising environment for them to play and create; Let employees participate in enterprise management, give play to their intelligence, mobilize their enthusiasm and implement self-management; Open channels and encourage employees to make suggestions for the company's development. As long as it is conducive to the company's development and growth and to improving the company's economic benefits, different rewards will be given according to the contribution. Let every employee have a sense of belonging and accomplishment, give full play to their talents, and let them feel that the company is not only a place to play their talents, but also a place to improve their talents. Achieve a win-win situation for the interests of the company and employees.

2) Encourage learning and continuous improvement. With the continuous improvement of various management regulations in the construction market, the requirements for talents are getting higher and higher. The company should establish a reward system to encourage employees to actively study and obtain various qualifications suitable for the company's development. Do a good job in talent reserve and win the market.

3) After the company's new recruiters arrive at the post, the company will formulate measures to fix the number of personnel and posts. Encourage competition at work, and transfer a few people with low academic qualifications, inappropriate majors and no hard work from existing management positions to enrich the production line.

Through the above measures, the shortage of professional talents in the company can be alleviated as soon as possible. And form a group of professional and reasonable skilled talents in management, landscaping, municipal construction, logistics and real estate, so that enterprises can form a positive atmosphere of respecting knowledge and talents, which is conducive to the healthy growth of outstanding talents.

(2) Adjust the internal organization of the company and flexibly respond to market changes.

The company's current departmental organization and staffing have played a great role in the company's development, but with the intensification of market competition, it is difficult to adapt to the changes in the market. According to the characteristics of the construction industry and the present situation of the company, it is necessary to adjust and strengthen the internal organization of the company, and highlight the important position of management and engineering management in the organization of the company, which is more conducive to the market-oriented operation of the company. The initial idea is:

1. Rename the name of "department" in the company as "department" to connect with the market.

2. The office, business department, engineering department, finance department, security department, information center, nursery business department and chief engineer's office are to be established.

3. Set up offices in areas where conditions permit.

4. After the establishment of various institutions, the division of labor should be appropriately adjusted and strengthened.

5. Set up a company think tank to give full play to the intelligence of the company's scientific and technological talents. Make suggestions for the development of the enterprise, solve the difficulties and doubts encountered by the company in large-scale construction, and absorb and improve the advanced construction technology and technology at home and abroad.

Through the above-mentioned institutional adjustment, the company's market development and business activities have changed from passive to more active. Gradually from the branch bidding to the company's own bidding; The project management of the branch company is gradually transformed into the project management of the company itself. Continuously improve the initiative and flexibility of the company's operations.

(3) Establish company rules and regulations and implement standardized management.

After the establishment of the company's internal institutions, according to the division of labor, establish and improve various management and reward and punishment systems, achieve the equality of responsibilities and rights, improve the initiative and enthusiasm of the company's employees, and improve the company's operational efficiency. In addition, we should also do the following work:

1. According to the Notice on Accelerating the Development of Construction Labor Subcontracting Enterprises in Xiaoshan District of Hangzhou Xiaoshan District Construction Bureau 109, a labor service company will be established at the same time when the enterprise declares its labor subcontracting qualification, and a professional contracting team will be established as soon as possible.

2. Strengthen the construction of the construction team. Training and training the company's own project management talents, establishing a long-term cooperative relationship with reputable subcontracting teams, forming an industrial chain, strengthening the company's "assembly plant" status, improving the company's project control and profitability, and adjusting the existing construction team, eliminating the fittest, and building a Tiankai company that can pull itself out and play a good construction team are necessary guarantees for enterprises to build high-quality projects.

3. Make full use of the advantages of our company's second-level qualification in landscaping, roads, ancient buildings, urban lighting and third-level qualification in civil engineering, continue to give full play to the advantages of Tiankai brand, and continue to improve the company's existing construction project management mode. Last year, the company completed 2.5% of the construction output value. 654.38 billion yuan, no major safety and quality accidents. It shows that the existing construction management mode of the company is feasible. This year, we will continue to improve on the existing basis, so that the company can effectively manage the quality, safety and construction period of the construction project department.

(IV) Establish brand awareness and strengthen the company's website construction.

After the company has a certain scale, it must promote itself and sell itself. Appropriate publicity will bring more market opportunities and information to the development of the enterprise. Expand its popularity and influence in the industry, region and even the whole country, and expand its market share. Therefore, the company will intensify its self-packaging and publicity, actively use various suitable media and carriers, especially strengthen the communication between the website of Hangzhou Tiankai Municipal Landscape Engineering Co., Ltd. already owned by the construction company and other websites, link with each other, refresh it in time, add more items and contents, and increase the number of visitors to the website, so as to achieve the purpose of promoting itself. At the same time, further establish the quality consciousness of "building a project and building a monument" and make the most convincing publicity with the performance and integrity of the project.

Four. Concluding remarks

In short, we should make full use of our company's advantages in landscaping, roads, ancient buildings, urban lighting, civil engineering qualifications, etc., seize the historical opportunity of the country to increase investment in infrastructure construction, and carry out business nationwide in accordance with the enterprise goal of based in Hangzhou, based in Zhejiang, facing the whole country and going global. We should not only see the favorable side of the company's development, but also have a clear sense of crisis. With a high sense of mission and responsibility, we will continue to provide users and society with satisfactory products and services, enlarge the output value, make the company stronger, create new achievements and show new style.

In the increasingly expanding, mature and fiercely competitive property management market, there are both high-end brand property companies and weak enterprises struggling on the edge of the industry. Of course, more property companies are in the stage of rapid development, and their internal management is becoming more and more standardized, and the expansion of business has achieved initial results. Under the new market and industry development situation, in order to maintain and enhance their market position in the same industry in the region and meet the arrival of the era of marketization of property management, all kinds of property enterprises must clearly formulate their own medium-and long-term development target plans to show the company's long-term business objectives and development direction in the future.

In short, planning is a process of deciding how to achieve a set goal. According to the implementation of the plan, we can take the initiative to use the plan to control resources, not just react passively. Effective planning has the following positive effects:

1, efficient use of resources;

2. Forecast problems;

3. Communicate the purpose of the organization to the outside world;

4. Evaluate the feasibility of the target;

5. Evaluate various methods to achieve the goal;

6. Setting priorities;

7. Effectively reduce emergency demand. (Note: the medium term refers to three to five years, and the long term refers to more than five years).

The implementation outline of the medium and long-term development plan of the property company;

The first step is to define the purpose of the medium and long-term development plan of the enterprise and unify the ideological understanding in the company management.

Set up a long-term enterprise development planning project team, determine the overall person in charge, determine the scope and division of labor of the participants, and formulate the work plan and completion time of the project research. The whole project can be divided into several stages and steps, such as making project work plan, determining project sub-items and their responsible persons, collecting and sorting out basic data, refining and determining objectives, researching strategies and approaches, analyzing supporting schemes, and submitting the draft to the president.

Key points of implementation: when making enterprise strategic planning, we should give full play to the leading role and emphasize the participation of all staff.

Step 2: Discuss and determine the composition of the core objectives of the medium and long-term development goals.

Implementation focus: the core objectives are mainly concentrated in two directions:

1, market development target;

2. Ability to manage services. Regard profitability and management ability as the embodiment of the company's core competitiveness. The time axis of the goal can be divided into medium-term goal (five years) and long-term (ten years) development vision.

Step 3: Conduct enterprise diagnosis and analysis, market analysis and forecast, and forecast the development trend of the industry.

1, enterprise diagnostic analysis mainly includes the following aspects:

Swot analysis of property management companies (analyzing the strengths and weaknesses, opportunities and threats of enterprises);

B. Analysis of enterprise resources (including transformed technical resources, human resources, social resources and conditional resources, etc.). );

C. Analysis of business status (income scale, income structure, profitability, management system capability, customer satisfaction status and measurement indicators, measurement tools and methods of various capabilities of enterprises, etc.). ).

2. Market and industry analysis and forecast mainly include the following aspects:

A, research and forecast of medium and long-term developing market structure (starting from five aspects: suppliers, consumers, competitors, new market entrants and substitute products), and market segmentation research;

B. the latest trend and development direction of the market or industry. The present situation and trend of the overall market environment (overall environment, industrial environment and technical environment).

Key points of implementation:

1. In the concrete analysis, it is necessary to decompose and refine the evaluation of each single analysis dimension reasonably.

2. There are many management analysis tools and methods. As managers or research analysts, when doing specific case analysis, we should focus on whether each detail dimension decomposed for the analysis object has practical value, whether it is objective and true, and especially avoid logical errors.

The fourth step: analyze the current situation of organization, incentive and human resources, put forward the medium and long-term human resources needs of enterprises, and formulate human resources planning, organizational structure design and adjustment scheme and incentive mechanism design according to business strategy.

Analysis and expression: histogram, curve, pie chart, table and text: It is clear that the medium and long-term development goal is to establish seven competitive advantages (cost advantage, quality advantage, brand advantage, efficiency advantage, scale advantage, technology advantage and human resource advantage) of enterprises. Based on the above research and analysis, the following four qualitative and quantitative goals are determined:

1, the company's long-term expected enterprise type and business structure;

2. Long-term scale of the enterprise (management scale, income scale and profit scale);

3. The target market and primary and secondary structure of the company's medium and long-term development;

4, long-term management ability objectives (customer satisfaction, cost control objectives, management technology, etc.). )

Key points of implementation:

1. Through the first three steps, after clarifying the existing resources and market competition situation of the enterprise, determine the seven competitive advantages that the enterprise has obtained or will obtain qualitatively and quantitatively, so as to make them really have the goal-oriented function.

2. In the process of quantifying the work objectives of competitive advantage, it is necessary to repeatedly check whether the process of confirming and achieving the objectives conforms to the smart characteristics.

Step 5: Determine the long-term development goals (vision)

Implementation focus: management mode is an important issue that property enterprises need to consider and adjust when formulating medium and long-term development goals. Different management levels are different in different management items and charging standards, which truly reflects the corresponding relationship between management services and management fees regulated by market factors and value leverage. At the same time, with the constant change of business structure, there should be scientific research and dynamic and reasonable adjustment of management structure to support the development of the company.

Step 6: According to the long-term overall goal of the enterprise, study the tactical form, expansion strategy, supporting factors and resource conditions needed to achieve the strategic goal, so as to draw up the main sub-development plan, including:

1, corporate culture and property service concept reengineering plan;

2. Human resource development plan;

3. Financial management policies;

4. Medium-and long-term implementation targets of quality improvement;

5. Diversified business development plan;

6, the business target plan of each business department;

7. The establishment and development plan of related systems.

Implementation focus: All subordinate development plans of the property management company need to be formulated around the core objectives of the enterprise to ensure the identity of the overall objectives of the enterprise.

Step 7: break down the medium and long-term goals and determine the annual goals to be achieved every year.

Step 8: After the medium and long-term development plan of the property management company is completed, it is necessary to further organize and formulate the work plan for the first target year.

Implementation focus: planning must be implemented as the actions of each company member. The action plan must be informative, and the completion of the action plan must be verified to ensure the continuous improvement of the overall performance of the property enterprise from the system aspect.

In the final analysis, the formulation of the medium-and long-term development plan of the property enterprise is based on the prediction of the company's future, and the revision of the enterprise's business objectives can be reasonably and flexibly revised according to the changes of the environment. When the environment is conducive to the development of the company, put forward the goal; When the environment is not conducive to the development of the company, even though the employees do their best, they can't achieve it smoothly, and the goal is moderately lowered; As expected by the environment, the target value should be achieved.