The meaning of enterprise strategy

Question 1: What is the role of enterprise strategy? First, the business strategy of an enterprise is the key factor that determines the success or failure of its business activities. In other words, an extremely important issue that determines the success or failure of enterprise management is to see whether the choice of enterprise management strategy is scientific and reasonable. In other words, whether an enterprise can achieve the goal of efficient operation depends on the choice of business strategy. If the choice of business strategy is wrong, then the whole business activities of the enterprise will inevitably fail. Therefore, the business strategy of an enterprise is actually an extremely critical and important factor that determines its business activities.

Second, enterprise management strategy is the premise for enterprises to achieve their rational goals. In other words, in order to achieve its reasonable goals of survival, profitability and development, enterprises must first choose a good business strategy. If the choice of business strategy is not good, the final result may be that the rational goal of the enterprise is difficult to achieve. The goal depends on the strategy, and the strategy serves the goal, which is an important law that runs through all the business activities of the enterprise, so the business strategy of the enterprise is an important guarantee for the realization of the enterprise goal.

Three, enterprise management strategy is an important basis for long-term and efficient development of enterprises. In other words, an extremely important issue for an enterprise to develop efficiently for a long time is to make the right choice for its own business strategy. If the choice of business strategy is wrong, the result must be: even if the enterprise has strong vitality in a certain period of time, it will be difficult to become a century-old shop in the end, but only a fleeting and short-lived enterprise.

Four, the enterprise management strategy is an effective guarantee for the enterprise to be full of vitality. In actual business activities, a key factor for an enterprise to have vitality is that it should effectively play its comparative advantage, which lies in the choice of its business strategy, that is, fully embody its comparative advantage in its business strategy. In other words, what kind of comparative advantage an enterprise has, it should give full play to its comparative advantage and fully embody it in its business strategy. If an enterprise chooses a business strategy that can't reflect its comparative advantage, then the enterprise will definitely die in the end, and there is no problem of efficient development at all. Five, the enterprise management strategy is the action plan of the enterprise and all its employees. According to what standards does the person in charge of the enterprise arrange the daily business activities of the enterprise? Only according to the business strategy of the enterprise, the daily business activities of the enterprise must obey its own business strategy, and no one can change the business strategy that the enterprise has decided at will. It can be seen that if an enterprise does not have a business strategy as a program of action, then it will appear that the enterprise will change its business strategy at will, so that its business activities will not be effectively and well constrained.

Therefore, only when an enterprise has a good business strategy, so that all people can arrange their daily business activities according to the business strategy, can we ensure that the enterprise is full of vitality and can develop in an orderly manner. It is in this sense that we emphasize that the business strategy of the enterprise is actually the action program of the enterprise.

Question 2: What is the meaning of enterprise strategy and strategic management? What's the difference between them? Enterprise strategy is a top-down overall planning process, which is divided into corporate strategy, functional strategy, business strategy and product strategy.

Strategic management: refers to the overall and long-term development direction, objectives, tasks and policies of an enterprise or organization in a certain period of time, as well as the art of decision-making and management.

From the perspective of enterprise's future development, strategy is a plan, while from the perspective of enterprise's past development, strategy is a model. From an industry perspective, strategy is a position, but from an enterprise perspective. Strategy is a perspective. In addition, strategy is also manifested as a strategy adopted by enterprises in competition. This is a comprehensive enterprise strategy view, that is, the famous 5P model (Mintzberg, et 1998). What is strategic management? Strategic management refers to the management of enterprise strategy, including strategy formulation/formation and strategy implementation. First of all, strategic management is a "top-down" process, which requires senior managers to have relevant abilities and literacy.

Question 3: What is the significance of enterprise strategic management? 1. Enterprise strategic management helps enterprises to correctly evaluate the crisis and opportunities of the external environment.

The analysis of external environment is very important for enterprises, and its key point is to identify and evaluate the external development trends and events beyond the control of enterprises, so as to reveal the main opportunities and threats faced by enterprises, and enterprises can respond to these factors in an offensive or defensive way. Only by correctly identifying and evaluating external opportunities and threats can enterprises formulate clear tasks, design strategies and corresponding policies needed to achieve long-term strategic goals, and make appropriate adjustments with the changes in the external competitive environment of enterprises.

2. Enterprise strategic management helps to define the core competence of the enterprise, formulate effective strategic activity areas of the enterprise, and enable the enterprise to gain long-term competitive advantage.

Through the internal analysis of enterprises in strategic management, enterprises can clearly understand their own strengths and weaknesses, clarify their core competence, and take core competence as the theme, clarify the development field of enterprises and ensure the professionalism of enterprises; Formulate enterprise development strategy, so that enterprises can obtain lasting competitive advantage and stable excess profits. The development strategy based on core competence can not only ensure the professional development of enterprises, but also have strong competitiveness in diversified businesses. Through the internal analysis of strategic management, enterprises can make appropriate adjustments to their strategies according to their own specific conditions.

3. The implementation of strategic management can optimize the combination of human resources, enhance the execution of enterprises and create corporate culture. No matter how perfect the strategy is, without good execution, it is just empty talk for enterprises.

The executive power of an enterprise depends on its human resource level. Maintaining the consistency between enterprise strategy and human resource strategy is the core content of strategic optimization. Because many enterprises ignore the problem of human resources, there are serious problems in strategic matching, and finally the implementation of enterprise strategy fails. Strategic management is a highly interactive process of all aspects within the enterprise, which requires effective coordination of all functional areas within the enterprise. Managers and employees of all departments work together to provide ideas and information, participate in formulating enterprise strategies, and strengthen coordination and communication within the organization, which will help to enhance employees' sense of belonging and responsibility, and form a unique soft power of the enterprise ... and a corporate culture consistent with the strategic objectives of the enterprise. Successful corporate culture can provide a driving force for the formulation of corporate strategy, which is the key to the smooth implementation of corporate strategy and an important condition for maintaining corporate strategic advantages. Only by keeping the path of (corporate culture-strategic management) unobstructed can we continuously improve the strategic management ability of enterprises and finally improve the core competitiveness of enterprises.

4. Strategic management helps enterprises to establish a strategic evaluation and control system based on consumer value.

In strategic management, it is very important to systematically check, evaluate and control the implementation of the strategy. The strategic evaluation and control system of an enterprise must be flexible, innovative and positive. Because strategic evaluation and control are not the main tasks of enterprises, it is required that the control system can truly reflect the operation of enterprises on the basis of economic feasibility, and promote the communication and understanding of other functional departments. Many large enterprises, because of their large scale, are more difficult to organize and coordinate, and it is difficult to grasp the measure of strategic control.

Question 4: What is corporate strategy? One of the most wonderful descriptions of strategy in the classic definition of strategy is the definition given by Chandler, a business historian, in his masterpiece Strategy and Structure (1962): "Strategy can be defined as establishing the fundamental long-term goals of an enterprise and taking necessary action sequences and resource allocation to achieve these goals".

See you later, Henry? Mintzberg made a compound definition of strategy from different levels and sides. He gave a comprehensive "5P" definition of strategy with five words with the initials "P" in English, namely, plan: master plan and basic principles; Strategy: highly operable strategy and plan; Pattern: some commonness formed in a series of decisions; Location: the choice of location in the competitive pattern; And perspective: a consistent way of thinking.

Porter's "What is Strategy" (1996) is compatible with his early theoretical establishment of strategic positioning and the main arguments of his later view of resource-based enterprises, emphasizing that the essence of strategy lies in being different and providing unique consumer value. And w money? Kim and Lerner? In "Blue Ocean Strategy" (2005), Moboni thinks that strategy includes enterprises' ideas about consumer value, enterprises' profits and people's ideas about organizing activities, and emphasizes the importance of innovation and changing the rules of the game to strategy.

Stratum of strategy in modern diversified enterprises, we often find the phenomenon of hierarchy of strategy: strategy exists at the same time and acts on different management levels. Enterprise strategy can generally be divided into system strategy, company strategy, business strategy and functional strategy.

Generally speaking, on the three levels of competition, enterprise strategy guides and influences business strategy, and business strategy guides and integrates functional strategy.

Company strategy, or the overall business strategy of the company, should answer the following basic questions: What business do we run? What business are we going to run? In essence, the important task of the company's overall business strategy lies in the choice of the business scope of the enterprise, that is, the quantity, type and correlation of the business operated by the enterprise. On this basis, the company's strategy should also pay attention to and manage the allocation of enterprise resources among different businesses, the cultivation of core competitiveness, the relationship between the company's headquarters and business units, and the relationship and communication between enterprises and other enterprises.

The main features of this strategy

Every enterprise has its own strategy, whether managers realize it or not. Strategy, whether explicit or implicit, intentional or natural, is the fundamental medium and means for enterprises to contact and communicate with the environment. Strategies have some common general characteristics: goal orientation, long-term effect, resource commitment and conflict interaction.

The long-term effect strategy faces the future, grasps the overall development direction of the enterprise, focuses on the vision and long-term goals of the enterprise, and gives the action sequence and management measures to realize the vision and long-term goals. Because strategy determines the major policies and basic directions, it cannot be a short-term act of waiting for opportunities and improvising, nor can it be constantly changing.

Resource commitment. Strategy is a situation and realm supported by commitment. Strategic decision-making often involves large-scale, irreversible and irreversible resource investment as a commitment to the selected strategic direction. Success means wise investment, while failure means sunk costs. This means that in the strategic decision-making sequence of an enterprise, every step is binding, usually deepening and strengthening in a certain direction.

Conflict interaction. Strategies are mainly used in conflicts and competitions, so they are obviously interactive, and the motives, interests, strengths and behaviors of two or more competitors and their consequences must be considered. In real life, especially in business activities, conflicts and competitions are inevitable due to different interests and scarcity of resources. The interaction of strategies is self-evident.

Basic principles of strategy

The lifeline of uniqueness strategy is its uniqueness. The unique characteristics and qualifications of enterprises that are difficult to be imitated by competitors can help enterprises gain and maintain competitive advantages, which is a reliable basis of strategy. In this sense, the genius of strategy lies in its outstanding characteristics, remarkable personality, outstanding, outstanding. Fighting to the death with competitors (similar species) who adopt the same strategy in homogeneous competition game is actually active suicide.

Legitimate enterprises should also consider the so-called social legitimacy when expanding their own unique boundaries, which needs to be tolerated and accepted by opponents, the public, the community and the whole society. This legitimacy not only means operating on a certain legal and moral bottom line, but also means that the behavior and methods of enterprises should be reasonable.

Innovation. Innovation in fact, uniqueness and originality >>

Question 5: Definition of Strategic Objectives: It is the concretization and quantification of the mission and purpose of an enterprise, the program of enterprise struggle, the standard to measure whether all the work of an enterprise has achieved its mission, and the core of its business strategy. Definition of strategic objectives: The broad enterprise strategic objectives are the basic content of enterprise strategic composition, and the strategic objectives are the expectation of the main results expected by enterprise strategic operation activities. In a narrow sense, the strategic goal of an enterprise is not included in the composition of the enterprise strategy, it is not only the starting point and basis of the enterprise strategic choice, but also the result of the implementation of the enterprise strategy.

Question 6: What is the significance of strategic planning for enterprise development? 1. Because the enterprise has determined the development strategic planning objectives for a certain period in the future, all levels of the enterprise can know the common goals of the enterprise, thus enhancing the cohesion and centripetal force of the enterprise.

2. Because the enterprise has made clear the work priorities and resource requirements in each stage in the future, the organizational structure design and resource integration are more purposeful and principled, so as to keep the matching of organizational structure and development strategic planning, better optimize resources and maximize the value of resources.

3. Because the enterprise has made clear the strategic plan for the functional development of cities and business units in a certain period in the future, all functional departments and project organizations can clearly understand what they should do, and then encourage them to actively accomplish their goals.

4. Because the enterprise has made clear the advantages, disadvantages, opportunities and threats of stakeholders, competitors and itself, it can calmly cope with the temptation of opportunities and market changes, which is conducive to improving decision-making methods, improving risk control ability and market adaptability, thus contributing to enhancing the lasting competitiveness of enterprises.

How to establish a competent organizational structure to better implement the development strategic plan is closely related to the resources of the enterprise. It is necessary to find available resources in enterprises, build their own capabilities, thus forming core competitiveness and finally gaining competitive advantage. Therefore, establishing a competent organization is how to allocate resources and make enterprises have strong capabilities. There are three aspects to be considered: equipping the organization with talents; Establish core competitiveness and competitiveness; Adjust the organizational structure and work effect. Organizational structure design includes organizational structure and function adjustment, organizational division of labor, job description, reporting relationship, assessment methods and suggestions, staffing, etc. Determine how to divide labor, group, coordinate and cooperate through organizational structure. Common organizational structures include functional structure, regional organizational structure, functional structure of business divisions, matrix structure, etc.

6. The implementation of development strategic planning is to turn the strategic planning of the enterprise into action and realize the vision and expected goals of the enterprise. The implementation of development strategic planning needs to adjust the organization. In addition, the implementation of the strategy also needs to consider the allocation of resources, and how to better allocate resources to key departments through the budget to realize the strategy. For all necessary strategic measures, through the analysis of project interests, required resources and capabilities, project risks and dependencies between projects, the project division and priority setting are determined, and the project implementation stage, project implementation progress, project leader's suggestion and project implementation regional promotion plan are determined.

Question 7: What is the connotation of enterprise strategy? What are the types of enterprise development strategies? Enterprise strategy is a strategy aimed at the integrity, long-term and basic problems of enterprises.

According to the forms of expression, enterprise strategy can be divided into three forms: expansion, stability and contraction.

Expansion strategy

Expansion strategy refers to the strategic form of taking a positive offensive attitude, which is mainly applicable to leading enterprises in the industry, enterprises with development potential and enterprises in emerging industries. Specific strategic forms include: market penetration strategy, diversified management strategy and joint management strategy.

1, market penetration strategy

Market penetration strategy refers to the expansion strategy to realize the gradual expansion of the market. This strategy can be implemented by single or combined strategies such as expanding production scale, improving production capacity, increasing product functions, improving product uses, broadening sales channels, developing new markets, reducing product costs and concentrating resource advantages. Its strategic core is embodied in two aspects: using existing products to open up new markets to achieve penetration, and providing new products to existing markets to achieve penetration.

Market penetration strategy is a typical competitive strategy, which mainly includes three most competitive strategic forms: cost leading strategy, differentiation strategy and centralization strategy. Cost leadership strategy is a strategy to make the overall operating cost of enterprises at the lowest level in the industry by strengthening cost control; Differentiation strategy is different from competitors' business characteristics (from products, brands, service methods, development strategies, etc.). ); Centralized strategy is a strategy for enterprises to form professional advantages (serving the professional market or based on a regional market, etc.). ) by pooling resources. In textbooks, cost leading strategy, differentiation strategy and centralization strategy are called "business strategy", "business strategy" or "direct competition strategy".

2. Diversified business strategy

Diversification strategy refers to the expansion strategy of an enterprise operating two or more industries at the same time, which can also be called "diversified operation". It mainly includes concentric diversification, horizontal diversification and comprehensive diversification. Concentric diversification is to face new markets and new customers, and to increase new business by using the original technology and superior resources. Horizontal diversification refers to the diversification of existing markets and customers by adopting new technologies and increasing new businesses; All-round diversification is a diversified operation realized by directly using new technologies to enter new markets.

Diversification strategy is suitable for large and medium-sized enterprises. This strategy can make full use of the business resources of enterprises, improve the utilization rate of idle assets, ease the pressure of competition, reduce operating costs, spread operating risks, enhance comprehensive competitive advantages and accelerate the process of collectivization. However, the implementation of diversification strategy should consider the correlation of industry selection, enterprise control and cross-industry investment risk.

3. Joint operational strategy

Joint operation strategy refers to the expansion strategy of two or more independent business entities horizontally forming a business entity or enterprise group, which is an inevitable form of social and economic development to a certain stage. The implementation of this strategy is conducive to the effective combination and rational allocation of enterprise resources, increase the scale of operating capital, realize complementary advantages, enhance the competitiveness of * * *, accelerate the expansion and promote the development of economies of scale. In industrialized western countries, joint operations mainly take the form of holding shares to form enterprise groups. The common characteristics of each group are: the holding company (parent company) establishes the control relationship with the capital as the link, and the members of the group adopt two shareholding methods: circular shareholding (mutual shareholding) and one-way shareholding, which are divided into two control methods: group mutual control with large banks as the core and vertical control of subsidiaries with large production enterprises as the core. In China, joint operations mainly include merger, merger, holding and equity participation. , through horizontal joint enterprise alliance. Its joint operation strategy can be mainly divided into four types: integration strategy, enterprise group strategy, enterprise merger strategy and enterprise merger strategy.

The strategy of enterprise merger and acquisition refers to the joint form of participating enterprises to realize the unification of assets, public relations and business activities and jointly establish new legal personality by transferring ownership and management rights at the same time. Adopting merger and acquisition strategy can optimize the resource structure, realize complementary advantages and expand the scale of operation, but it is also easy to absorb non-performing assets and increase the risk of merger and acquisition.

The strategy of enterprise merger and acquisition is a joint form in which one enterprise obtains all assets or control rights of another enterprise through cash purchase or stock exchange. Its characteristics are: the merged enterprise abandons its legal person status and transfers its property rights, but retains its original enterprise name and becomes a surviving enterprise. The merged enterprise obtains property rights and undertakes the responsibilities and obligations of the creditor's rights and debts of the merged enterprise. Through merger, social resources can be integrated, production scale can be expanded, and enterprise output can be rapidly increased, but it is also easy to disperse enterprise resources, leading to out-of-control management.

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