As the lead organization department of this strategic planning, I define our functions as: grasping the strategic framework as a whole, collecting information, clarifying problems, guiding arguments, summarizing opinions, and finally explaining and expressing the company's development strategy systematically and clearly. The following is a summary of my understanding and experience on how to write the company's development strategic plan for our exchange and discussion. First, we must truly realize the importance of strategy to enterprises. Enterprise strategy is called the art of directing operations on a map. In the new race between the tortoise and the hare, although the hare didn't sleep again, he ran in the wrong direction and finally failed again. This management story tells us that the management direction of an enterprise determines its success or failure. We are often immersed in the original business work, we are often accustomed to the inherent way of thinking, we are often full of confidence in our own experience judgment, we rarely look back, we rarely look up, and we rarely calm down and think about the future development direction of the enterprise. However, when the external environment changes and the management mode of enterprises can no longer meet the needs of market competition, the survival and development of enterprises will face severe problems. Some people think that strategic planning is just a slogan, that making strategic planning is just a "word game" that we have to participate in, and that strategic planning is only a matter for the company's word management department. Whether we really pay enough attention to this work, the following questions can simply help us check ourselves: Second, we should avoid making strategic planning only as the boss's speech. I once asked a classmate who is engaged in enterprise strategic planning consulting how to work out the company's development strategic planning. The first sentence he gave me was that you should first find out what the boss thinks and write a strategic plan according to the boss's meaning. It is true that from the perspective of power and responsibility, the company boss, as the leader of the enterprise, is the maker or decision maker of the company strategy. But I think that a smart business owner, even if he has millions of soldiers in his chest, needs employees to demonstrate his ideas, improve his ideas and remind him to adjust his thinking according to environmental changes. Henry mintzberg, a famous management scientist, believes that the main body of strategy formulation is functional experts rather than decision makers. He said that a strategic planner is someone who stays with the president after a strategic discussion meeting when others leave. At this meeting, corporate strategy (which can be strategic vision, business strategy or competitive strategy) has been formed and symbolically scattered on the desktop. The president turned to the strategic planner and said, "They are all here, tidied up and packed neatly, so that we can announce to you that the work can begin." In my opinion, strategic planners should absorb the opinions of the president more when sorting out materials. When the president's opinion is different from everyone else's, you can make a judgment, and actively communicate with the president on selected occasions and tell him some useful data and examples. Finally, according to the president's opinion, the company's strategic planning report is formed, and the effect of strategic implementation is always paid attention to during the implementation process and fed back to the president. Third, we should use certain standards to measure the quality of strategic planning. In my opinion, the development strategic planning of a good company should meet the following standards. These standards can not only help us check the expression of strategic planning, but also help us systematically sort out the ideas of strategic planning. 1, the content is comprehensively sorted out. The company's development strategy planning should sum up the past, analyze the present and plan the future; It is necessary to accurately judge the opportunities and threats brought to the company by the external environment of the enterprise, and comprehensively analyze the advantages and disadvantages of the enterprise itself; It is necessary to deduce the development strategy of the company on the basis of summary and analysis, put forward specific strategic guarantee measures and predict the future operation. All of the above should be reflected in our strategic planning. 2. Strategic planning should be written in a clear hierarchy, and the thinking can be "broad", but writing should not be "around" and the strategic planning level should be clear. If you already have an outline, you should put the relevant content in the corresponding position accurately. In some strategic planning proposals that I have contacted, there are two common problems. One problem is that you can't tell the level of strategy. The strategy is divided into three levels: company management strategy, business competition strategy and function guarantee strategy. The core of business strategy is the specific arrangement of the main business structure of the enterprise, which clearly tells us what the company's business is and their position in the overall business structure; Competitive strategy is the specific arrangement of all related activities around a certain business determined by an enterprise. For example, the differentiation strategy and cost leadership strategy put forward by Michael Porter in Enterprise Competitive Strategy refer to this level of strategy; The function guarantee strategy is based on the clear business strategy and competitive strategy of the enterprise, which transforms this business philosophy into specific action arrangements. Another problem is the confusion between external factors and internal factors of enterprises. Opportunities and threats faced by enterprises must come from the outside, which cannot be changed by enterprise efforts; The advantages and disadvantages of an enterprise must be about itself, which can be improved through its own efforts. It is very common to mistakenly regard external threats as its own disadvantages. 3. The conclusion is clear and the measures are concrete. Since it is an executable strategy, the conclusion must be clear in order to implement it accurately. Tell others clearly what your point of view is, don't be ambiguous. At the same time, the measures should be specific, and the clear strategy should be translated into the actual actions of enterprises, so we can't generalize. For example, when we talk about strengthening the cost control of real estate enterprises, we say that we should strengthen the cost control in three aspects: before, during and after. I think this statement can never be wrong, but as we all know, it is the same as not saying. How to strengthen the cost control before, during and after the event should be expounded, such as establishing a comprehensive budget management system and strengthening the cost control before; Strengthen on-site visa management and cost control in the process; Establish data analysis account, and strengthen cost control after engagement. 4. Well-founded and logical conclusions should be supported by analysis, and words should be supported by data. To make others accept your point of view, you must make a full analysis. In the process of analysis, try to speak with charts and data. No matter how big the "decibel" of any rhetoric is, it will look pale and powerless in front of the figures. More importantly, analysis and conclusion cannot be separated. A common mistake we make is to list some materials according to the framework of strategic planning. When drawing a strategic conclusion, it has no logical relationship with the previous analysis, and even contradicts the previous analysis. The reason is that some companies have strategic conclusions first, and then use SWOT as a framework to "pile up" materials, so that strategic planning looks "physical" complete. We can try to do this work and turn your strategic conclusions into SWOT to find support. In this way, it can help us demonstrate the scientific nature of the strategic conclusion at a deeper level. 4. Have the courage to do self-diagnosis and corporate culture. I don't know if you have. Anyway, I have experience in writing work summary like this. After writing a few pages of my work achievements in the past year, I will write: Of course, I still have many shortcomings in my work, which are sometimes too impatient, not careful enough and lacking in initiative. We often face our own problems "innocuous", we often have no courage to analyze ourselves, and we often dare not face up to the existing problems. What's the point if we talk about enterprises like this when making strategic planning? The fourth volume of Selected Works of Mao Zedong mentioned that whether there is serious self-criticism is also one of the obvious signs that distinguish us from other political parties. We once said that the house should be cleaned frequently, or it will be full of dust if it is not cleaned; You should wash your face often, or your face will be covered with dust. The thoughts of our comrades and the work of our party will also be contaminated with dust, and they should also be cleaned and washed. A very important part of the strategic planning of enterprise development is to reflect on the management problems of enterprises, and to have the spirit of daring to criticize and self-criticize. In addition to comprehensively and objectively analyzing the problems, we should also correctly understand the problems existing in enterprise management. In fact, even the best company will have problems. You can't deny your achievements when asking questions, but you should judge the past from the perspective of history and development. Correctly treating the problems raised and summing up the problems is not to deny the achievements, but to help enterprises "go up a storey still higher", which needs the support of corporate culture. In fact, due to different angles and different information, everyone's views and opinions are inevitably wrong. However, an open and inclusive corporate culture can support us to "say everything we know" and follow the principles of "the speaker is not guilty, and the speaker must remonstrate" and "if there is something, change it, and if there is nothing, encourage it". Many enterprises often shelve their strategic plans after making them, and a good strategic plan needs to be well implemented, which is a problem we will discuss in the future. ...