I. Status quo of strategic management of small and medium-sized enterprises Although strategic management is very important for small and medium-sized enterprises, so far, the status quo of strategic management of enterprises is still not optimistic, mainly in the following aspects: L. Enterprises lack understanding of strategic management. Enterprise strategy is the overall planning of the enterprise, which determines the development direction of the enterprise. Involving the relationship between enterprises and the environment. The determination of enterprise mission, the establishment of enterprise objectives, the formulation of basic development policies and competitive strategies. In this regard, some large domestic enterprises have attached great importance to it, but most of them have not changed their concepts and developed their own strategic management. 2. Lack of effective strategic management implementation plan. The strategic management of small and medium-sized enterprises is more about setting long-term goals, while ignoring the more important specific implementation steps for small and medium-sized enterprises, which makes the objectives of small and medium-sized enterprises empty but does not know how to work in this direction, making the strategic management of enterprises a mere formality. At the same time, this also reflects from one side that Wei's small and medium-sized enterprises actually remain at the strategic planning level, not the management level. 3. Strategic management mode The management of small and medium-sized enterprises is more an imitation of the experience of large enterprises or successful enterprises, which is understandable. However, simple copying leads to the dull and unrealistic form of strategic management, which ignores the unique characteristics of small and medium-sized enterprises and fails to form the core competitiveness needed for their own development. At the same time, once most small and medium-sized enterprises form a certain strategic management model, they ignore the changes in the actual situation of the money market, lose the opportunity of timely adjustment, and lose the effectiveness of strategic management. Second, the strategic management of small and medium-sized enterprises problems and their causes. There are two major problems in the management of small and medium-sized enterprises. One is to develop blindly without formulating the development strategy of the enterprise at all, and the other is to formulate some unrealistic strategies, which can not be realized at all, eventually leading to the short life span of small and medium-sized enterprises. The reasons for these problems can be summarized as follows: 1. Lack of long-term strategic vision and short-term behavior, partly because small and medium-sized enterprises do not understand the significance of war management and think that strategic management is the business of large enterprises. In fact, strategic management is equally important for SMEs. Because the birth of small and medium-sized enterprises is often due to the discovery of market vacancies. A sword can be made in a short time. Even without sufficient funds and advanced technology, it can survive and develop quickly. It is precisely because of this contingency that many small and medium-sized enterprises did not have a complete enterprise plan at the beginning. As a result, enterprises are short-sighted, only seeing the immediate interests, but not seeing the development and changes that have not been adopted and the countermeasures of enterprises. 2. Inappropriate strategic positioning Strictly speaking, most small and medium-sized enterprises in China are far from the real strategic positioning of enterprises. Investigating the establishment and operation status of these small and medium-sized enterprises, many of them are based on short-term market demand, and some plans have not been investigated from the development trend, even though some enterprises have begun to study strategic positioning. However, there is a deep brand of planned economy in guiding ideology, content and implementation. Development strategy based on this orientation. It is impossible to adapt to the cruel market competition at all, and some will inevitably become deformed children of the bubble economy. 3. Planning is divorced from reality, which makes enterprises unable to achieve strategic goals. Many small and medium-sized enterprises do not really understand the market environment, target consumers and the strength of the enterprises themselves when formulating their development strategies. They just put forward some unrealistic slogans and goals out of the goodwill of their boss. These slogans are not war at all, because they can't describe clearly where the enterprise should go and how to go in the future, and they can only stay in the slogan stage forever, which makes the operation of the enterprise lack a clear goal, employees and employees. 4, the lack of strategic implementation and control, leading to strategic planning can not be implemented or can not be implemented for small and medium-sized enterprises. After all, due to the limitation of funds, it is difficult to establish a complete system to ensure the implementation of the formulated corporate strategy, which is because small and medium-sized enterprises have not considered their own strength when formulating strategies. That is, how to allocate human and material resources to ensure the smooth implementation of the strategy, or not correctly apply the resources mastered by the enterprise to the strategic implementation of the enterprise. Three. Suggestions on Promoting Strategic Management of Small and Medium-sized Enterprises It is ultimately up to the enterprises to decide whether to implement strategic management. It can be predicted that with the increasing awareness of the owners and entrepreneurs of small and medium-sized enterprises on the complexity and dynamics of the environment, more and more small and medium-sized enterprises will abandon short-term behavior and set up lofty ideals, thus making the implementation and strengthening of strategic management an inherent requirement of enterprise development. In order to make strategic management widely used in small and medium-sized enterprises, the following suggestions are put forward for the above reasons that are not conducive to the implementation of strategic management. L, establish strategic awareness, break through the conceptual barriers. Small and medium-sized enterprise owners and entrepreneurs should establish strategic awareness, first of all, they should establish the awareness of long-term development of enterprises and overcome it. Muddle along. The traditional concept of "small wealth means security" hinders the correct positioning of development goals. Secondly, we should break the mystery of strategic management. Some small and medium-sized enterprises think that strategic management can only play a role in large enterprises, and their own enterprises are small in scale, single in business and lacking in talents. They don't need or need strategic management. Many small and medium-sized enterprises that have successfully implemented strategic management have proved this fear wrong. 2. Accelerate the construction of property rights system. Promoting strategic management Most small and medium-sized enterprises are private or privately owned. The founder of the enterprise started the enterprise out of independent needs, personal lifestyle and interests, and the consideration of providing employment opportunities for family, relatives and friends. Although the property rights of such enterprises are clear, the property rights structure is single, and major decisions are decided by the owners at will, which is very risky; The governance structure is imperfect, the cost of principal-agent is high, and the property owner is motivated by confidentiality. Unwilling to analyze strategic issues such as opportunities, threats, advantages and disadvantages with partners outside the family. Therefore, after small and medium-sized enterprises develop to a certain scale, they should speed up the rationalization of property rights system, change the concentration of property rights into diversification, and eliminate the obstacles of blood relationship to the development of enterprises; Establish an appropriate governance structure, solve the problem of insufficient management ability of owners, and make enterprise management move from tradition to modernity. 3. Introduce talents and training to improve the ability of strategy implementation. According to the survey, the main reason why small and medium-sized enterprises can't carry out strategic management at present is the lack of necessary purchasing and using ability. This is directly related to the lack of strategic management talents in enterprises. Many business owners don't know what strategic management is and how to implement it. How to conduct industry analysis and competitor analysis? Theoretically, it is not clear what strategies are available, and how to establish an organizational structure and a strategic evaluation and control system that is suitable for the strategy. To solve this problem, on the one hand, we rely on the introduction of talents and actively introduce management talents. National policies should encourage college graduates to contribute to small and medium-sized enterprises. On the other hand, the society should actively organize various forms of strategic management seminars and training courses for entrepreneurs.