Strategické plánování

Hlavní účel

Theenterpriseconsultingcompanybelievesthatthestrategicplanningoftheenterprisemainlyhasthefollowingpurposes:

1.Analyzujte vnější prostředí podniku;

2.Understandtheinternaladvantagesanddisadvantagesofthecompany;

3.Pomozte společnosti při řešení budoucích výzev;

4.Providethecompanywithcleargoalsanddirectionsinthefuture;

5.Makeeverymemberofthecompanyunderstandthegoalsofthecompany;

6.Companieswithacomprehensivestrategicmanagementsystemhaveahigherprobabilityofsuccessthancompanieswithoutsuchasystem.

Funkce

Theeffectivenessofstrategicplanningincludestwoaspects.Ontheonehand,whetherthestrategyiscorrectornot,andthecorrectstrategyshouldbeagoodmatchbetweentheorganization’sresourcesandtheenvironment;ontheotherhand,Whetherthestrategyissuitableforthemanagementprocessoftheorganization,thatis,whetheritmatcheswiththeorganization'sactivities,aneffectivestrategygenerallyhasthefollowingcharacteristics:(1)Cleargoals-thegoalsofstrategicplanningshouldbeclear,Shouldnotbeambiguous.Itscontentshouldinspireandencouragepeople.Thegoalshouldbeadvanced,butitcanbeachievedthroughhardwork,andthelanguageofitsdescriptionshouldbefirmandconcise.

(2)Goodimplementability-thedescriptionofagoodstrategyshouldbepopular,clearandexecutable.Itshouldbeaguideforleadersatalllevels,sothatleadersatalllevelscanunderstandexactlyIt,executeit,andalignyourstrategywithit.

(3)Organizationandpersonnelimplementation-thepersonwhoformulatesthestrategyisoftenthepersonwhoexecutesthestrategy.Agoodstrategicplancanonlyberealizedwithgoodpeopletoexecuteit.Therefore,thestrategicplanrequiresimplementationatalllevels,downtotheindividual.Thestrategyformulatedbytheseniorleadershipshouldgenerallybetoldtothesubordinatesintheformofdirectionandconstraints.Thesubordinatesacceptthetaskandtellthesubordinatesinthesameway.Thislevelofrefinementcanbedeeplyrootedintheheartsofthepeopleandeveryoneknowsthestrategicplan.It'spersonal.

Thepersonalizedstrategicplanclarifieseveryone'sresponsibilitiesandcanfullymobilizeeveryone'senthusiasm.Ontheonehand,thismotivateseveryonetousetheirbrainstothinkofways,andontheotherhand,itincreasesthevitalityandcreativityoftheorganization.Inacomplexorganization,itisdifficulttoidentifyallopportunitiesonlybyaseniorleader.

(4)Flexibilityisgood-anorganization’sgoalsmaynotchangeovertime,butitsscopeofactivitiesandtheformoforganizationalplanschangeallthetime.Thestrategicplanisonlyatemporarydocumentandshouldbeperiodicallycheckedandreviewed.Theflexibilitymakesiteasytoadapttotheneedsofchange.

Formulace

Simplyput,theformulationofastrategicplanistheformulationofadevelopmentstrategicplan:howtoachievethesetgoalsundercurrentandfutureconditions.

(1)Základní principy strategického plánování

1.Principy koordinovaného rozvoje s ekonomikou

Thedevelopmentofmoderneconomyisthefoundationofthedevelopmentofmodernlogistics.Thereisnosuchthingastherapiddevelopmentofmodernlogisticswiththerapideconomicdevelopment.Thedevelopmentofmodernlogisticsneedstobecoordinatedwitheconomicdevelopmentandindustriallayout.

2.Princip jednotného plánování a implementace krok za krokem

Unifiedplanningandstep-by-stepimplementationcanpreventwasteofresourcescausedbyrepeatedconstruction.Taketheconstructionoflogisticsparks,logisticscenters,anddistributioncentersasthefocusofplanning,optimizeandcoordinatetheinvestmentandconstructionofkeyareasandkeyprojects,andbuildabatchofdemonstrationeffects,strongradiationfunctions,andcorrespondingplansaccordingtotheplan.Logisticsprojectswithhierarchicalfunctions.

3.Theprincipleofcombiningintegrationandconstruction

Accordingtothedifferentiatedlocationandresourceadvantagesofthecentralcity,makefulluseoftheexistingbasiclogisticsconditions,optimizethecombinationofresources,andusemodernElectronicinformationnetworktechnologyandadvancedmanagementmethodshaveenabledexistinglogisticsresourcestobecomprehensivelyimprovedintermsoffunctionandutilizationefficiency.Basedontheintegrationoflogisticsresources,withthegoalofbuildingamodernlogisticsservicesystem,adheretothecombinationofintegrationandconstruction,andpromotetheorderlyandsounddevelopmentofmodernlogistics.

4.Theprinciplethatthegovernmentguidesenterprisesasthemainstay

Givefullplaytothegovernment’sroleofencouragement,guidanceandsupport,createagoodenvironmentandnecessaryatmosphereforthedevelopmentofmodernlogisticsindustry,andgivefullplaytotheenterprise’sroleinthelogisticsmarketThedominantpositioninChinaencouragesenterprises,especiallybackboneleadingenterprises,toinnovateindependentlyinmarketcompetition,improveservicequality,enhancetheircorecompetitiveness,andbecomebiggerandstronger.

(2)Metoda formulování strategického plánování

Theleadershipisinstructedtoformulatefromtoptobottom.Thismethodisusedinmanycompanies.

zdola nahoru, s publikačními institucemi jako jádro;

Theleadershipestablishesaplanningdepartment,whichisformulatedbytheplanningdepartment;

Entrustaresponsible,trustworthy,andauthoritativeconsultingagencytodevelop,Ofcourse,theresponsibility,trustworthiness,andauthoritymentionedherearesomenecessaryconditions.

Developedincooperationwithcompaniesandconsultingagencies.

Intheactualplanningprocess,theyareoftencombinedwitheachothertooperate.Specificissuesareanalyzedindetail,andallavailableresourcesareusedtoformulateplanstoachievestrategicgoalsandpriorities.

Strategické problémy

1.Lackoflong-termdevelopmentplanning,nocleardevelopmentstrategyandcompetitivestrategy;

2.Strategicdecision-makingismorearbitraryandlacksscienceThedecision-makingmechanismofthecompany;

3.Theleaderisdedicatedandtheemployeesworkhard,butthecompanyisstagnant;

4.Thejudgmentofthecompany’sstrategyonlydependsonthepersonalintuitionoftheleaderandmanagerAndexperience;

5.Insufficientunderstandingofthemarketandcompetitiveenvironment,lackofquantitativeobjectiveanalysis;

6.Blindlychasingmarkethotspots,excessivediversificationofcorporateinvestment,resultinginscatteredresources,Managementischaotic;

7,theenterprisehasnotreachedaconsensusonthefuturedevelopmentdirection,andtherearelargeinternaldifferences;

8,thestrategyformulationisnotfullycommunicatedandexchangedwithintheorganization,Asaresult,theestablishedstrategylackstheinternalunderstandingandsupportoftheorganization;

9.Thestrategicobjectivesarenotfullydecomposed,andthereisnospecificactionplan,whichcannotbeimplementedinthedailyoperationandmanagementactivitiesoftheenterpriseandbecomeacastleinthesky;

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10.Lackofeffectivestrategyimplementationmethodsandsafeguards,andisoutoftouchwithstrategyintermsoforganizationalstructure,humanresourceplanning,andfinancialpolicies.

Obsah

Thecontentofstrategicplanningconsistsofthreeelements:

(1) Směr a cíle

Goalshavetheirownvalues​​andambitions.Buthehastoconsidertheexternalenvironmentandhisownstrengths,sothefinalgoalisalwaysacompromiseofthesethings,whichisoftensubjective,andgenerallyspeaking,thefinalgoalisneveraperson'sdesire.

(2) Omezení a zásady

Thisistofindabalancebetweentheenvironmentandopportunitiesandtheresourcesofyourorganization.Tofindsomeofthebestcollectionofactivities,sothattheycanbestusethestrengthsoftheorganization,andthefastesttoachievethegoalsoftheorganization.Theopportunitiesconsideredinthesepoliciesandconstraintsareopportunitiesthathavenotyetappeared,andtheresourcesconsideredaretheresourcesthatarebeingsought.

(3)Ukazatele plánů

Theresponsibilityoftheplanistomatchopportunitiesandresources.Butwhatisconsideredhereisthecurrentsituation,orthesituationinthenearfuture.Becauseitisshort-term,sometimesthebestplancanbemadetoachievethebestindicators.Themanagerorfactorydirectorthinksthathehasachievedthebesttimebalance,butthisisstillsubjective,andtheactualsituationisdifficulttocompletelymatch.

Theformulationofthecontentofthestrategicplanreflectsbalanceandcompromiseeverywhere,andthefollowingfourquestionsmustbeconsideredonthebasisofbalanceandcompromise:

Co vyžadujete? Co chcete dělat?

Co může?

Whatcanwedo?Whatcanwedo?

Co byste měli udělat? Co byste měli udělat?

Theanswerstothesequestionsarebasedonthepersonalunderstandingofopportunities,basedonpersonalevaluationofthestrengthsandweaknessesoftheorganization,andbasedontheirownvalues​​andambitions.Allofthesearenotlimitedtoreality,butthefuturemustbeconsidered.

Strategicplanningishierarchical.Asmentionedabove,strategicplanningisnotonlyatthehighestlevel,butalsoatthemiddleandgrassrootslevels.Anenterpriseshouldgenerallyhavethreelevelsofstrategy,namelythecompanylevel,thebusinesslevelandtheexecutivelevel.Eachlevelhasthreeelements:directionandgoals,policiesandconstraints,andplansandindicators.Theseninefactorsconstitutethestrategicplanningmatrix,thatis,theframeworkstructureofstrategicplanning,asshowninthefollowingfigure"FrameworkStructureofStrategicPlanning".

Theonlyrelativelyindependentelementinthisstructureis①,itsdeterminationisbasicallynotaffectedbyotherelementsinthediagram,butitisstillaffectedbytheenvironmentoutsidethediagram,andhassomerelationshipwith④inthediagram.Becausewhenconsideringtheoverallgoal,wemustconsiderthecompletionofvariousbusinessgoals.Forexample,wemustunderstandtheactualfinancialsituationofthecompanywhendeterminingtheoverallfinancialgoal.

Theotherelementsareinterrelated.Whenthebusinessmanagerdetermineshisowngoals,hemustconsiderthegoalsofhissuperiors,aswellastheconstraintsandpoliciesofthecompany.Especiallywhenthediversificationofthecompany'sactivitiesincreases,thescopeofthecompany'sgeneralgoalisrelativelyreduced,andthesubordinatesmusthavetheirowngoals.Awell-runcompanyshouldrequireitssubordinatesto"havepoliciesatthetopandcountermeasuresatthebottom",andshouldnotbesatisfiedwiththesubordinateswho"havepoliciesatthetopbutnocountermeasuresatthebottom".Similarly,suchcompanyleadersshouldalsobegoodatdeterminingtheirgoalsreasonably,andbegoodatissuinginductivepoliciesandconstraints.Theexecutivemanager’sgoal⑦isnotonlyaffectedbythesuperior’sgoal④,butalsobythesuperior’sconstraintsandpolicies⑤.

Thegeneralstructureis:up,down,leftandrightarerelated,whilethebottomleftandtoprightarerelated,andtheupperandlowerlevelsareintegrated.Thisismostobviousintheplanandindicatorscolumn.Thiscolumnismadeupofthemosttangiblethings.Thehigher-levelplanisactuallyasummaryofthelower-levelplan.Thereisaguidingrelationshipbetweentheleftandright,constraintsandpoliciesarederivedfromgoals,andplansandindicatorsarederivedfromconstraintsandpolicies.

Tipy

1. Podívej se na plánování scénáře realisticky

Inahighlyuncertainenvironment,theadvantagesofscenarioplanningareobvious:becausethereisnobasicCircumstancescanbeidentifiedaspossible.Therefore,planningneedstobemadebasedonassumptions(assumingseveraldifferentpossiblefutures),andahighdegreeofattentionneedstobepaidtovariouspotentialdriversofuncertainty.

Currentlyprevalentuncertaintymakesscenarioplanningmorecomplicated:thenumberofvariablesatplay—andthedistributionrangeofpossibleoutcomes—hasexplodedinthepastyear.Forexample,considertheplightofanindustrialsupplier.Notonlyisitseverelyaffectedbythecommercialandresidentialrealestateindustry,butitalsohasmanygovernmentcustomers.Forthiscompany,themostimportantuncertaintiesinclude:thedevelopmentdirectionofthecommercialcreditandmortgagemarket,housingprices,taxes,andthegovernment'seconomicstimulusplan.Thedifferentresultsofeachoftheseuncertainfactorswillmakethedevelopmentpathofthiscompanygreatlydifferent.Asthecoreofscenarioplanning-conceivingmultiplestrategiesfordifferentresults-hasbecomemoreandmorecomplex1,therefore,strategyexpertsshoulddevelopmorestringentinformationcollection,possibilityresearchprocedures,andcompletelyold-fashionedRigorousthinking.

Businessexecutiveswhohavenotparticipatedinthestrategicplanningteam—eventhosewhoareaccustomedtothedevelopmentofscenariomodels—mayfindthatthediversityandcomplexityofthisyear’sscenariomodelsareconfusing.Ataloss.Itisessentialthattheseexecutivesparticipateintheplanningprocessasearlyaspossible:forexample,ascenario-makingmethodinvolvingtheentireexecutiveteamisusedtoinitiatetheplanningprocess.Similarly,whenthereviewprocessforbusinessunitsbegins,companiescaninviteseniorexecutivesfromvariousdepartmentstoparticipateintheprocess-insteadofmaintainingaone-timeworkingrelationshipbetweentheseniormanagementteamandthepersoninchargeofeachbusinessunit,Toinculcatehowtocorrectlyevaluatethethreatsfacedbythecompanyandthecommonresponsestrategyofthecompany.

Za druhé, posílení monitorování

Ifthecommercialandresidentialrealestatemarkethasstabilized,itcanexpectthatbeforetheeconomicrecovery,althoughthesalesvolumeofthesesaleschannelswilldecrease,butItsbusinessmodelwillremainbasicallyunchanged.Ifthesemarketsweakenfurther,then,intheforeseeablefuture,thecompany’sbiggestmarketopportunitywillbeininfrastructureinvestmentsthatarepaidforbythegovernment’seconomicstimulusplan.Inthiscase,thecompanyneedstore-allocateitssalesresourcestothegovernment-orientedbusinessarea,andfocusonhowtomaximizesalesinthisarea.

Inshort,thecompany’sstrategymustconsidervariouspossibilitiesthathavebeengreatlyincreasedcomparedtonotlongago.Sincetheeffectivenessofthisstrategydependsonanorganization’sabilitytomakeadjustmentsquicklywhenthesituationbecomesconfusing,managersmustidentifyandcloselymonitorkeyindicatorsthatindicatewhichscenariosmaygraduallyunfold.Forthisindustrialsupplier,someofthemostimportantindicatorsare:salesofnewandsecond-handhouses,foreclosurerateofhomemortgages,mortgageinterestrates,rateofnewhousingstarts,andannouncementsofgovernmentprojects"comingsoon".Ofcourse,althoughthecompany’smanagersneedtokeeptrackoftheseindicators,thestrategicplanningprocessusuallyreducesitspotentialvariablestoaverageforecastsofmarketgrowth.However,inviewofthecurrenthighuncertainty,thestrategicplanningteamneedstodecomposetheaverageforecastofmarketgrowthintoindividualelementstomakethepossibleresultscorrespondingtoeachindicatormoreclearlyvisible,andtomonitortheseinmoredetail.index.

Thestrategicplanningprocessdoesnotneedtospecifythespecificvalues​​oftheseindicators-becausetheseindicatorvalues​​shouldalsohelpcompaniesmakedynamicbudgetdecisionsinrealtime.Thisiscrucial,becauseifcashistightandbusinessexecutivesplantousethecashcarefullywhenplanninguncertaintybecomessmaller,theneachoperatingunitshouldbedeterminedatthebeginningofthecompany’sfinancialyearThebudgetallocationismeaningless.Whatcompaniesneedisadynamic"disbursementasappropriate"resourceallocationprocess,whichcannotonlysavecash,butalsoencourageeveryonetoadheretothestrategicroadmaparrangedinthescenarioplanning.

Thestrategicplanningprocessshouldalsodevelopaveryspecialplantomonitortheperformanceofsuppliers,customersandcompetitors.Aswehaveseeninthepastsixmonths,someofthemostsolidestablishedcompaniesmayalsobecaughtinfinancialtroubleatadizzyingrate.Earlyaccesstoinformationcanhelpcompaniesdeterminewhentheyshouldnegotiatemorefavorablesupplycontractswithsuppliers;whentheyshouldpreparetoreplacehigh-risksuppliers;whentheyshouldprovidekeycustomerswithmorerelaxedcreditconditions;whentheyshouldstepupCollectpaymentfromtroubledcustomers;orwhenshouldyoupreemptivelyacquireallorsomeofyourtroubledcompetitors.Themainsignsthatacompanyisintroubleincludesomecommonsigns,suchasarrearsinaccountspayable,adeclineindebtratings,asharpdropinstockprices,delaysindeliverytimes,andadeclineinproductormaterialquality.Althoughallthesesignsarefamiliartooperationsmanagers,inthepasttheywereusuallydealtwithinaspecificwayratherthanthroughastrategicplanningprocess.

3. Dívat se za krizi a vidět budoucnost

Inviewofthehugescaleoftheeconomicupheavalscurrentlytakingplace,manyplannerswillinevitablybetemptedtoconcentratealltheirattentionInthedevelopingeconomiccrisis,itisdifficulttoextricateitself.Thisisawrongapproach,andthereareatleasttworeasonsforthis.

Firstofall,althoughtheeconomicdownturncanbeverydisruptive,itisunlikelytoreversesomefundamentalmarkettrends,suchastheagingofconsumersinEuropeandNorthAmerica,orBrazil,China,India,andRussiaWiththeongoingeconomicdevelopment,thesetrendswillcontinuetocreatestrategicopportunitiesandthreats.Therefore,nomatterwhathappens,businessmanagersmustfocustheirattention-andresources-onthesetrends.

Second,plannerswhoareoverlyfocusedonthecurrenteconomiccrisismaytakeanotherrisk,whichistoignoretheircoreresponsibilities-toevaluatetheeffectivenessofexistingstrategies.Althoughthiscrisismayforcecompaniestoshelveormodifysomepartsoftheirstrategy,eveniftheeconomicenvironmentchanges,otherpartsofthecorporatestrategywillstillplayanimportantrole.Thestrategicplanningprocessprovidesanopportunitytopromptmanagerstocarefullysortoutwhichexistingstrategiesarehelpfultothecrisis,whichareharmful,andwhichhavenoimpact,andtoensuretheuseofsystemsandmeasurementmethodsthatcaneffectivelytracktheirperformance.Althoughallthismaysoundlikeacliché,thegreatuncertaintycaneasilyputthiscommonsensebehind.

Despitethischallengingperiod,thestrategicplanningprocessisnotnecessarilyaworryingorfutiletask.Creatingmorein-depthscenarios,monitoringcorporatestrategiesmoreclosely,andalwayskeepinganeyeonlong-termstrategieswillhelpstrategyexpertstomakethemmorelikelytoformulatestrategiesthatcanguidetheircompaniesthrougheconomicturmoil.planning.

Managementplanning

Strategicmanagementhasbecomeamajorpartofmanagementconsulting.Qiushimanagementconsultingbelievesthatstrategicmanagementasmanagementconsultingincludesthefollowingaspects:

1.Evaluationandrecommendationsofthecompany’sexistingstrategy

2.Evaluationofthecompany’sstrategicresourcesandcapabilities

3.Theoveralldevelopmentstrategyofthecompanyissortedoutandclarified

4.Výběr a formulace obchodní strategie společnosti

5.Companybusinessportfolioanalysisandstrategicdesign

6.CompanyM&Astrategyanalysisanddesign

7.Skupinová strategiePlánování a návrh systému podpory

8.Návrh strategického cíle skupiny

9.Groupenterprisebusinessintegrationandorganizationcontrolmodeldesign

10.Návrh systému strategického provádění

Provedení

Howtoformulateastrategicplan,howtoexecutethestrategicplan,isthemaincontentofthestrategicplan.Thesearecalledtheoperationalizationofthestrategicplan.Therearetwoinherentdifficultiesintherealizationandoperationofstrategicplanning:

(1)Thiskindofplanningisgenerallyaone-timedecision-makingprocess,anditcannotbeexperimentedinadvance.Themodelsanddecisionsupportsystemsestablishedwithsomemanagementsciencetheoriesareoftennotrecognizedbymanagers.Theyliketousetheirownexperiencetobuildheuristicmodels.Becauseoftheone-timenature,itisdifficulttodeterminewhichoneiscorrect.

(2)Theexpertsparticipatingintheplanningaremostlypersonnelintheenterprise,andtheyareresponsibleforthefuturerealizationoftheplanning.Becausestrategicplanningalwaysconsidersexternalchanges,itrequiresinternalchangestoadapttoexternalchanges.Suchchangesareoftenunwelcomebytheseenterprisepersonnel,sotheymayopposetheimplementationofsuchstrategicplanning.manner.

V rámci implementace strategického plánování. Mělo by být:

(1)Doagoodjobofideologicalmobilization,letallkindsofpersonnelunderstandthesignificanceofstrategicplanning,andenablecadresatalllevelstoparticipateintheimplementationofstrategicplanning.Itisnecessarytolethigh-levelpersonnelknowthebenefitsofabsorbingexternalpersonneltoparticipateintheplanning,andtobegoodatlettingtheplanner’sintentionsbeunderstoodbythosewhoimplementtheplan.Thenewthinkingforsomelargecorporatestrategicplansshouldoftenbeinlinewiththecorporateculture,orinotherwordsThenewcontentshouldbepromotedintheoldcorporateway.Aslongastheplanismade,itshouldnotbechangedlightly.

(2)Regardplanningactivitiesasacontinuousprocess.Intheprocessofplanformulationandimplementation,wemustconstantly"evaluateandcontrol",thatis,continuouslyintegratevariousplansandberesponsiblefortheimplementationofsuchplans.Themanagementofthecompanyisconstantlyadjusted.Agoodstrategicmanagementshouldincludethefollowingcontents:

①Zavedení provozních principů;

②Určení statutu společnosti;

③Stanovení strategických cílů;

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④Vyhodnoťte a kontrolujte.

Thesecontentsaredynamicandconstantlyrevisedthroughouttheoperation.

(3)Theimportantcoreofmotivatingnewstrategicthinkingstrategicplanningshouldbesaidtobestrategicthinking.Theimportanceofstrategyisoftenneglectedduetotheusualurgenttasks.Thisisthecontradictionbetweenurgencyandimportance.Encouragingtheemergenceofnewstrategicideasisthesourceofacompany'sstrongvitality.

Inordertoproducegoodstrategicthinking,itisnecessarytostrengthenthedemocraticatmosphereincorporateleadershipandpromotethespiritofownershipofemployees.Shoulddo:

①Clarifytheimportanceofstrategicthinking,changethedepressedmoodofemployees,changethespiritualoutlookoftheenterprise,andcommunicatewithsuperiorsandsubordinates.Generallyspeaking,companiesshouldinjectoldmanagementmethodsintonewplans,andthenpursuechangesintheoldmethods.Middle-levelmanagementplaysakeyroleintheprocessofchangingthoughts,andspecialattentionshouldbepaidtoit.

②Wemustrewardcreativestrategicthinkingandovercometheguiltofthespeaker.Thosewhohavecontributedtothestrategicthinkingofthecompanyshouldberewarded;forthosewhohavemadegoodsuggestionsbutcannotberealizedforawhile,doagoodjobanddon'tdampentheirenthusiasm.Somecompanymanagersnotonlydonotcultivatetheseedlingsofnewstrategicideas,butareangeredbycreativethinkingandhaveabadinfluence.Therefore,whenchoosingacompanymanager,theattitudetowardscreativethinkingorthepresenceorabsenceofstrategicthinkingshouldbetakenasanimportantcondition.

Formulacemethod

Therearefivewaystoformulateastrategicplan:

Thefirstoneistheleadership’sinstruction,fromthetopEstablishstepbystepfromthebottom,thismethodisusedinmanycompanies;

Druhý je zdola nahoru, s obchodními jednotkami jako jádrem;

ThethirdisleadershipTheplanningdepartmentisestablishedbytheplanningdepartment;

Thefourthtypeistoentrustaresponsible,trustworthy,andauthoritativeconsultingagency.Ofcourse,theresponsibility,trustworthiness,andauthoritymentionedherearesomenecessaryconditions.Therewillbemoreconditions.Iftheconsultingagencydoesnothavethesenecessaryconditions,itisverydangerousfortheenterprise;

Thefifthtypeisthecooperationbetweentheenterpriseandtheconsultingagency.

Stanovte cíle

First,determinethestrategicgoals,thenformulatethestrategicplan,andfinallyevaluateandapprovethepreparedstrategicplantext,andmodifyitifnecessary.

Thefirststepofthisishowtodeterminethecompany'sstrategicgoals.Thefirststeptodeterminethestrategicgoalistoanalyzethecurrentsituationofthecompany.ThemostcommonistoconductaSWOTanalysis.Theso-calledSWOTanalysisistoanalyzethecompany'sstrengths,weaknesses,whoarethecompetitors,andthestrengthsandweaknessesofthecompetitors,andwhataretheopportunities.Place,marketconditions,etc.,

Thengiveajudgmentbasedontheresultsoftheanalysis,mainlyconsideringtheresultsofsuchananalysis,inthenextthreeorfiveyears(accordingtothecycleofyourstrategicplanningLength)Ifthecompanydoesnotmakechanges,willtheleadersorshareholdersofthecompanybesatisfied?Ifyouaresatisfied,youwillmaintainthecompany’scurrentstrategyanddonotmakechanges;ifyouarenotsatisfied,youmustconsiderwhatchangesthecompanycanmakeinternallybasedontheresultsoftheanalysis,andthenanalyzewhatchangesthecompanycanmaketotheoutsideworld.Comparetheresultsofinternalandexternalchangeswiththeresultsofnochange,lookforchangesanddifferences,whetherthesechangesanddifferencescansatisfytheenterprise,andfinallydecidewhethertochangeandhowtochange,Anddeterminethegoalofthechange.Whenthecompanydecidestochange,andafterconsideringhowtochange,itwritesthesechangestoaformaldocument.Theabovearethestepstodeterminethestrategicgoal.

Developaplan

Thefirststepistoanalyzeandpredictthestrategicenvironment

Generallyspeaking,itistoanalyzethebusinesscharacteristicsofthecompany.Inshort,itisToanswerthequestion,whoarewe?Manypeoplethinkthisquestionisverysimple,butitisnot.Whenyouworkinanenvironmentforalongtimeandareaccustomedtothecompany'ssurroundings,youmaynotbeabletoanswerthisquestionveryaccurately.Forexample,foracertainautomobilecompany,everyonecanseethatthecompany’sbusinesscharacteristicsaremainlymanufacturing,butafterweanalyzedthevariousbusinessmodulesoftheautomobilecompanyanditsvariousbusinessunits,wefoundthatThebiggestsourceofprofitforanautomobilecompanyisnotitsmanufacturing,butitsfinancialindustry.Thisisasurprisinganalysisresult.Howshouldweunderstandsucharesult?Doesitmeanthatthecompanycanignoreitsmanufacturingandfocusonthedevelopmentofitsfinancialindustry?Ofcoursenot.Ifthefinancialindustryofthisautomobilecompanydoesnothaveamanufacturingbase,itwillloseitsbrandandgoodwill,anditwillalsoloseitsprofitability.Therefore,forthisautomobilecompany,itmustdevelopitsmanufacturingwell,anditmustbeveryclearthatitsmainsourceofprofitisfinance.Throughthisexample,wecanseethatitisnoteasyforcompaniestorecognizethemselves.

Inadditiontoanalyzingourownsituation,wemustalsoanalyzethemacroenvironment,andhaveanunderstandingofthechangesthatmayoccurinvariousfieldssuchassociety,economy,politics,culture,technology,etc.noworinthefuture.Onthisbasis,itisthepurposeofanalyzingandpredictingthestrategicenvironmenttolookformarketopportunitiesandidentifytheobstaclesanddefectsthatwillbeencounteredingraspingthemarketopportunities.

Druhým krokem je formulování cílů

Thegoalsreferredtoherearedifferentfromthe"targets"inthe"determiningstrategicgoals"mentionedearlier.That"target"Itiswhatwewanttochange,howtochange,andwhatkindofresultswewanttoachieve,butthosedescriptionsarequalitative,notaquantitativegoal.Ourstrategicplanshouldbeanappraised,measurable,andactionableplan.Quantitativegoalsarethebasisforthis.Forexample,foracompany,howmuchitsmarketshare,howmuchsales,andhowmuchprofititmustachieve,howtocontrolthetimetoachievethesegoals,andwhentoachievethesegoalsareallright.Quantificationofgoals.

Thethirdstepistodeterminethefocusofthestrategyimplementationprocess

Thecomprehensivestrategyoftheenterprise,whichfocusesondeterminingthecorporatemission,dividingthebusinessunits,anddeterminingthegoalsofthekeyunits.Fortheautomobilecompanymentionedearlier,itisnecessarytodeterminethegoalsofitsmanufacturingunitsandfinancialunitsinitscomprehensivecorporatestrategy.Thisisthehighestlevelofstrategy.Forthebusinessstrategy,itfocusesonhowtoimplementthecorporatemission,environmentalanalysis,thegoalsofthesecondaryunit,andthespecificmeasuresneededtoachievethegoals.Thesub-strategyismoredetailed,focusingonhowtoimplementandrefinethegoals.Therefinementofthegoalsincludesdevelopmentgoals,qualitygoals,technologicalprogressgoals,marketgoals,staffqualitygoals,managementimprovementgoals,benefitgoals,etc.,aswellasspecificMeasures;thelastistactics,whichfocusesondividingstagesandmakingplans,analyzingtherisksthatmaybeencounteredineachstage,analyzingthepossiblevariablesineachstage,andmeasurestodealwithrisksandvariables.

Thefourthstepistoformulateanactionplananddividephases

Thefifthstepistoformulatemeasurestoimplementstrategies

Forexample:todevelopfundsandotherresourcesTheallocationplanshouldbefocusedonfundsaftertheplanisformulated;themeasurement,reviewandcontrolmethodsoftheimplementationprocessshouldbeselected.Thefinalstepistodocumenttheselectedplanandsubmitittothecompany'sseniormanagementforreviewandapproval.

Plánování hodnocení

Aftercompletingthetwostepsofdeterminingstrategicgoalsandformulatingstrategicplanning,thestrategicplanningworkentersthethirdstage:evaluationofcorporatestrategicplanning.Howtoevaluatecorporatestrategicplanning?Specifically,therearefivesteps.

Thefirststepistoevaluatethebackgroundoftheformulationofthestrategicplan

Thebackgroundherereferstowhetheritprovidessufficientinformationonthehistoryofbusinessoperations.Backgroundinformation,orwhethermoreinformationneedstobeadded;whetherthemacroenvironmenthasbeenfullyestimated;inaddition,whetheryourabilitycanbethoroughlyreviewed,mainlyreferstowhetherthepeoplereviewingyourplanhavetheabilitytoinfluenceyourabilityGiveanobjectiveandsufficientassessment.

Thesecondstepistheevaluationofbusinessopportunities

includingwhetherthebestopportunitieshavebeenfound,andwhetherallopportunitiesandunfavorableriskshavebeenidentified.Sometimesthegoalsseemperfect,butduetotheomissionofsomeriskconsiderations,manygoalsmaynotbeachievedintheend.

Třetí krok, abyste vyhodnotili samotný strategický plán

Mainlyconsidertwoquestions:Haveyouconsideredallpossiblestrategicplans?Isthemarketingmixderivedfromtheselectedstrategicplan?

Thefourthstepistheevaluationoffinancial-relatedsituations

Forexample:Istheproposedprojectnecessary?Isreasonablefinancialguaranteeprovided,andisthefinancialinformationclearandconsistent?Especiallyforshort-andmedium-termstrategicplanning,itismorenecessarytowritedownthefinancialsituationinmoredetail.

Poslední krok k vyhodnocení provozuschopnosti strategie

Awell-writtenstrategicplanshouldbeoperable,forexample,whethertheimplementationstandardsandcontrolmethodsarealreadyinplace,Doesitmeettherequirementsofcorporategoals?Canthestrategicplancoexistharmoniouslywiththecurrentemployees’attitudes,interestsandconcepts(iecompanyculture,image)?Becausetheimplementationofstrategicplanningwillinevitablyleadtoacertaindegreeofchange,thenthegoalsachievedbythesechangesWhetheritcancoexistharmoniouslywiththecorporateculture.Forexample:awell-knownITcompanyonceformulatedastrategicplanatthemostdifficulttime.Theimplementationofachangeintheplanwastoletallsalesstaffnothavetheirowndesks,andallsalesstaffsharedanofficespaceasasalesagent.Whenyouneedadesk,youcanworkwhereverthereisanemptyseat.Thepurposeofthischangeistohopethatasmanysalesaspossiblegotothesocietytorunordersinsteadofsittingintheoffice.Doessuchachangeconflictwiththecompany'soriginalcorporateculture?Itcanbesaidthatthereisdefinitelyaresistance,butthekeyistoseewhetherthisresistancecanbeaccepted,andwhatkindofeffectthischangewillproduce,thisisthemostimportant.Inaddition,whenunexpectedsituationsoccur,whetherthisstrategicplanhasdefensivecapabilities.Throughthesefive-stepevaluations,wecanbasicallyconfirmwhetherthestrategicplanisfeasible.

Strategická úroveň

Corporatestrategycanbedividedintothreelevels:corporatestrategy,businessstrategyorcompetitivestrategyandfunctionalstrategy.

Thethree-levelstrategyisanimportantpartofcorporatestrategicmanagement,butthefocusandscopeofinfluencearedifferent.

Corporatestrategy,alsoknownasoverallstrategy,isthehighest-levelstrategyofanenterprise.Itneedstoselectbusinessareasinwhichthebusinesscancompeteaccordingtothegoalsofthebusiness,rationallyallocatetheresourcesnecessaryforbusinessoperations,andmakevariousbusinessoperationssupportandcoordinatewitheachother.Suchasthedecisiontobuildfactoriesoverseasandestablishoverseasmanufacturingoperationsincountrieswithlowlaborcosts.

Thecompany’ssecondarystrategyisoftenreferredtoasabusinessstrategyoracompetitivestrategy.Thebusinessstrategyinvolvesthesupervisorsandsupportstaffofeachbusinessunit.Themaintaskofthesemanagersistoconcretizethecorporategoals,developmentdirectionsandmeasuresincludedinthecompany'sstrategytoformaspecificcompetitionandbusinessstrategyforthebusinessunit.Suchaslaunchingnewproductsorservices,establishingresearchanddevelopmentfacilities,etc.

Functionalstrategy,alsoknownasfunctional-levelstrategy,mainlyinvolveshowvariousfunctionaldepartmentswithintheenterprise,suchasmarketing,finance,andproduction,canbetterservestrategiesatalllevels,therebyimprovingorganizationalefficiency.Suchastheautomationoftheproductionprocess.

Proces strategického řízení

Strategicmanagementmainlyreferstotheprocessofstrategyformulationandstrategyimplementation.Generallyspeaking,strategicmanagementconsistsoffourkeyelements:

Strategicanalysis—understandtheorganization’senvironmentandrelativecompetitiveposition;

strategicchoice—strategyformulation,Evaluationandselection;

Implementace strategie---přijměte opatřenístopplayastrategicrole;

Strategicevaluationandadjustment---testtheeffectivenessofthestrategy.

1.Themainpurposeofstrategicanalysisistoevaluatethekeyfactorsaffectingthecurrentandfuturedevelopmentoftheenterprise,andtodeterminethespecificinfluencingfactorsinthestrategicselectionstep.

Strategická analýza zahrnuje tři hlavní aspekty:

●Determinethemissionandgoalsoftheenterprise.Theyarethebasisfortheformulationandevaluationofcorporatestrategies.

●Analysisoftheexternalenvironment.Strategicanalysisneedstounderstandwhatchangesaretakingplaceintheenvironment(includingmacroandmicroenvironments)inwhichthecompanyislocated,andwhichchangeswillbringmoreopportunitiesormorethreatstothecompany.

●Analysisofinternalconditions.Strategicanalysisalsoneedstounderstandtherelativepositionofthecompanyitself,whatresourcesithas,anditsstrategiccapabilities;italsoneedstounderstandtheinterestsofthecompanyandtheexpectationsofthestakeholders.Intheprocessofstrategyformulation,evaluationandimplementation,thesestakeholderswillWhatarethereactions,andhowthesereactionswillaffectandrestrictorganizationalbehavior.

2.Thestrategicanalysisstageclarifiesthe"currentstatusoftheenterprise",andthequestiontobeansweredinthestrategicselectionstageis"whereistheenterpriseheading".

First,weneedtodevelopastrategicchoiceplan.Intheprocessofformulatingastrategy,ofcourse,themoreoptionstochoosefrom,thebetter.Enterprisescanconsiderfrommultipleperspectivessuchastheprotectionoftheoverallgoalsoftheenterprise,theenthusiasmofthemiddleandlowermanagers,andthecoordinationofthestrategicplansofthevariousdepartmentsoftheenterprise,andchooseatop-downapproach,abottom-upapproachoracombinationoftopandbottom.Methodtodevelopastrategicplan.

Thesecondstepistoevaluatestrategicalternatives.Twocriteriaareusuallyusedtoevaluatealternatives:oneistoconsiderwhethertheselectedstrategyexertstheadvantagesoftheenterprise,overcomesdisadvantages,andwhethertheopportunityisusedtominimizethethreat;thesecondistoconsiderwhethertheselectedstrategycanberelatedtotheinterestsoftheenterpriseAcceptedbytheperson.Whatneedstobepointedoutisthatthereisactuallynooptimalselectioncriterion.Thevalues​​andexpectationsofmanagementandstakeholdergroupsinfluencethechoiceofstrategytoalargeextent.Inaddition,theevaluationofthestrategywillultimatelybeimplementedonthefinancialindicatorsofstrategicreturns,risksandfeasibilityanalysis.

Thethirdstepistochooseastrategy.Thatis,thefinalstrategicdecisiontodeterminethestrategytobeimplemented.Ifthereareinconsistenciesintheevaluationofmultiplestrategicplansduetomultipleindicators,thefinalstrategicchoicecanconsiderthefollowingmethods:(1)Chooseastrategyaccordingtotheenterprise'sgoals.Thecorporategoalistheconcreteembodimentofthecorporatemission,therefore,choosethestrategicplanthatismostbeneficialtotherealizationofthecorporategoal.

(2)Hiringexternalagencies.Employexternalconsultantstoconductstrategicselectionwork,andusetheirextensiveandrichexperiencetoprovideamoreobjectiveview.

(3)Submittosuperiormanagementforapproval.Forthestrategicplanofthemiddleandlower-levelinstitutions,submittingittothehigher-levelmanagementdepartmentcanmakethefinalselectionplanmoreinlinewiththeoverallstrategicgoalsoftheenterprise.

Finally,therearestrategicpoliciesandplans.Formulatepoliciesandplansrelatedtoresearchanddevelopment,capitalrequirements,andhumanresources.

3.Strategyimplementationistotransformstrategyintoaction.

Itmainlyinvolvesthefollowingissues:howtoallocateanduseexistingresourcesamongvariousdepartmentsandlevelswithintheenterprise;inordertoachievecorporategoals,whatexternalresourcesneedtobeobtainedandhowtousethem;inordertoachievetheestablishedStrategicgoals,whatadjustmentsneedtobemadetotheorganizationalstructure;howtodealwiththepossibleredistributionofbenefitsandtheadaptationofcorporateculture,howtomanagecorporateculturetoensurethesuccessfulimplementationofcorporatestrategies,andsoon.

4.Strategicevaluationistoexaminethescientificityandeffectivenessofthestrategybyevaluatingthebusinessperformanceofanenterprise.

Strategicadjustmentistomaketimelyadjustmentstothestrategyformulatedinaccordancewiththedevelopmentandchangesofthecompany’ssituation,thatis,withreferencetoactualbusinessfacts,changingbusinessenvironment,newthinkingandnewopportunities,toensurethatthestrategyisrightEffectivenessoftheguidanceofbusinessmanagement.Includingtheadjustmentofthecompany’sstrategicoutlook,thecompany’slong-termdevelopmentdirection,thecompany’stargetsystem,thecompany’sstrategy,andtheexecutionofthecompany’sstrategy.

Thepracticeofcorporatestrategymanagementshowsthatwhilestrategyformulationisimportant,strategyimplementationisequallyimportant.Agoodstrategyisonlytheprerequisiteforthesuccessofthestrategy,andtheeffectiveimplementationofthecorporatestrategyistheguaranteeforthesmoothrealizationofthecorporatestrategicgoals.Ontheotherhand,ifthecompanyfailstoformulateasuitablestrategyperfectly,butcanovercometheshortcomingsoftheoriginalstrategyintheimplementationofthestrategy,itmayeventuallyleadtotheimprovementandsuccessofthestrategy.Ofcourse,ifanimperfectstrategicchoicecannotbeturnedontherighttrackduringimplementation,therewillonlybefailure.

5 tipů

1. Establishareliableplanningandassessmentsystem

BankofAmericaisAmericanThethirdlargestbank,theychooseHoshinKanritechnologyandSixSigmatooptimizebusinessprocesses.Beforereachingaconsensusandformulatingaunifiedplan,eachdepartmentofthebankhaditsownsetofprocessoptimizationplans,butdidnotrealizetheneedtocommunicateandintegratewithotherdepartments.Therefore,thenewplanningsystemensuresthecoordinationwithinthebankorganization,andthelaunchofSixSigmaalsostrengthensitscorebusiness,andwillcontinuetoplayaroleintheBankofAmericaforalongtimetocome.

Usingstrategicplanningtostimulateemployees’senseofresponsibilityandcooperation

ThetwomaingoalsofMEDRAD’sstrategicplanningaretoemphasizecooperationandresponsibility.MEDRADisaleadingproviderofmedicaldevicesanddoctorservicesthatenableimprovedcapabilitiesandimageprocedures.MEDRADisaleadingmedicalequipmentmanufacturer,providinguserswithequipmentandservicesinmedicalimagingtechnology.Theyusetheperformancemanagementsystemtodecomposethecompany'sstrategicgoalsinawaterfallstyle,thatis,tocorrespondandlinkcorporateperformancewithindividualperformance.Thiswaterfalldecompositionprocessdrivesemployeestohaveahighsenseofresponsibilityandaspiritofcooperation.Atthesametime,thecompanyalsoallowsemployeestoclearlyrecognizetheopportunitiesthatwillhelpthemimproveandgrow.Amongthe12indicatorsofperformanceappraisal,thespiritofcooperationandtheabilitytocoordinateandbalancearecalibratedasthehighestmanagementlevel.

2.Trytoleteverycolleagueparticipateintheplanningprocess

ThisisthemosttrustedexperienceofPalmettoGBA,whichisownedbytheBlueCrossBlueShieldsubsidiaryinSouthCarolinaBy.PalmettoGBAfirmlybelievesthatnotallemployeesstillagreewiththecompany'sstrategyasearlyas1998.Therefore,thecompanybegantotransformtoanevaluationmanagementorganization,andstrivetocreateastrategythatcandrivetheentireorganizationtoachieveacommonvision.Theyformulateplansinanewwayofcooperationthroughoutthecompany,andcontinuetoaddtotheperformanceappraisalindicatorsofemployees.Themoreemployeesparticipateinthisnewwayofplanning,themoreexecutabletheplanwillbe.

3.Obtainformalrecognitionfromeachbusinessrelatedperson

Siemensmedicalprojectteamfirmlybelievesthat"consistent"isessential,whichwillensurethatallmembersoftheorganizationareinthegoalandstrategyReachaconsensus.Forexample,whentheSiemensServiceDivisiondevelopsabusinessstrategy,itreaches"unanimousrecognition"inallbusinesslines-frombusinessunitstofunctionaldepartments.Afteracertainprocessisformed,representativesofvariousregionswillsignaformalagreement,andthisagreementwillbeimplementedasastandardamongmultinationalorganizations.Therefore,theagreementisanofficialdocumentofthecompany,whichwilldescribehowacertainbusinessisformed,aswellasthetasksandresponsibilitiesnecessarytoachieveitspredeterminedgoals.

4.Uvědomte si 3C-kontinuitu, komunikaci a přehlednost

(konzistence, komunikace a přehlednost)

GovernmentExecutiveMagazine(GovernmentExecutiveMagazine)describesitas"oneofthebestmanagementagentsofthegovernment",andtheAmericanSocietyforQualityalsoemphasizesthatitisthebestservicedepartmentinallstandardizationindustries.Inthisregard,theUSPostalServiceattributedittocertainkeysuccessfactorsinstrategydevelopment,suchascontinuity,communication,andclarity.Thismeansthattheirsuccessisnotwonbythe"three-minuteheat",buttheresultofthecontinuityofstrategyexecutionandthegradualintegrationintothecorporateculture.Inotherwords,theexecutionofthisstrategywillnotchangeduetothereplacementofcorporateleaders.TheU.S.PostalServicealsoperseveredlycommunicatedwithits700,000employeesandmillionsofcustomers.Finally,theyalsoemphasizedtheclarityofstrategy,suchasclearlyexpressingtheultimategoalofthecompanyinadigitalway.

5.Jak vést firemnítegické řízení?

Theoriginalmeaningofstrategyistoplanandguidetheoverallsituationofwar.

Businessstrategyreferstotheapplicationofstrategicideasandtheoriestobusinessmanagement.Itreferstotheoverallandlong-termplanformulatedbythecompanyinordertoadapttofutureenvironmentalchangesandseeklong-termsurvivalandstabledevelopment.