The following part is based on my simple strategic management theory, and makes a preliminary analysis of the chaotic situation caused by some problems applied in our company's practice.
First, because the development of China's futures market is not mature enough, the comprehensive quality of people participating in market competition and market transactions is still relatively low, and the behavior of economic entities such as enterprises is not standardized enough, which also leads to the anomie and confusion of the whole market behavior, even Porter's five-force analysis model can not really play a role. Enterprises can't analyze their competitors in detail and predict their next steps according to the analysis methods provided in strategic management theory; Unable to analyze, predict and master customer behavior. These uncertainties seriously affect and interfere with the accuracy and effectiveness of enterprise strategy implementation.
Second, it is not only difficult to control the changes outside the enterprise, but also many strategic elements inside the enterprise are actually in an uncertain state. For example, what kind of core competence an enterprise has, and the internal tangible and intangible resources on which its development depends are in an uncertain state. The elements that constitute the core competence or core competitiveness of an enterprise are mainly intangible assets, and what our enterprise lacks most is intangible assets. At present, the situation looks good, mostly based on the dependence on unstable special talents. Rather than intangible assets such as processes that can be solidified. So people may leave, and customers, channels, networks, market opportunities and so on related to that person will follow. From this perspective, the strategic elements we rely on are not exclusive to enterprises at all. With uncertain advantages, uncertain opportunities, threats and weaknesses, it is difficult to play the card of combined strategy.
Third, our enterprises should choose between a well-thought-out strategy and a strategy of improvisation.
On the one hand, the strategy is very thoughtful, that is, first make a clear and comprehensive plan, and then implement it one by one; Strategy is regarded as a series of decisions. Decision-making emphasizes the optimal allocation and coordination of resources, and the future development is predictable. Therefore, active investment and preparation are made for the future work, while the implementation of strategy emphasizes the procedural and organizational efficiency. On the other hand, the essence of improvisation strategy is gradually formed, but the essence of strategy formation is discovered, and the process of formation is unstructured and decentralized. Its steps are to combine thinking with action, regard strategy as a series of actions, make decisions with constant experimentation and initiative as the focus, and regard future development as unknowable and unpredictable.
Fourth, whether to implement the strategy that all organizations have independent coping ability or to implement collaborative management within the company. Achieving synergy is an important part of the existing company strategy. However, the acquisition of Synbiotics also has costs. In order to achieve synergy, it is necessary to coordinate the activities of various business units at the company level. Therefore, in order to ensure the concerted action at the company level, the autonomy of each business unit is limited. At the same time, with the increase of business units, the cost of coordination and management is also increasing. More importantly, this greatly reduces the ability of business departments to cope with changes in business environment and the space for strategic adjustment. Therefore, the increase of synergy leads to the decrease of reaction ability, so the key of company strategy is how to deal with the paradox between synergy and reaction ability. Enterprise strategy should be to let each business unit adopt flexible coping strategies according to its own actual situation, or try to closely link each business unit into a highly coordinated whole around a series of core competencies that can be enjoyed.
I believe that the company will have two views: one view emphasizes that the flexibility of each business unit should be given full play and the main body of competition should be each business unit. Therefore, the competitive strategy mainly exists at the business level, and the key success factor is the rapid response to environmental changes, which is reflected in the company's overall business model. The collaboration between multiple business units mainly comes from the optimization of financial resources. The main task of the company's headquarters is to allocate financial resources among various business departments, which are highly autonomous and have a low degree of coordination. The control of each business unit by the headquarters is mainly achieved by setting financial targets; Accordingly, another opposite view emphasizes the importance of coordination. They believe that the main body of competition is the whole company, so the competitive strategy mainly exists at the company level. The key success factor is the full control and utilization of the company's capabilities, and the business model is characterized by relevant diversification around specific core competencies. Therefore, the synergy between multiple businesses mainly comes from the use of core competencies. The main task of the headquarters is to cultivate, develop and update capabilities. Each business unit is interdependent, highly integrated and highly coordinated, while the control measures of the headquarters depend on the overall strategic planning.
At present, I can't make a firm judgment on the above four points. I hope the company's senior management and colleagues will analyze and further communicate. The following is an immature idea of the company's development strategy based on the current situation of the futures market.
At present, futures companies must increase investment in capital, equipment and talents, which is the need of the development of the whole industry and the development strategy of the company, and cannot be considered in terms of short-term benefits; The domestic futures market is undergoing profound changes. Only by dealing with it from a strategic height can we grasp the future development opportunities.
First, business development focuses on newly listed futures varieties.
Although the vast majority of customers in the futures market do not only deal in one kind of futures products, different customers will have their own preferences in terms of products, and different futures products have specific customer groups in the industry. For the customers of traditional futures products, if the company does not supplement the competition of service level and moderate rate in business development, we will be at an absolute disadvantage, because the customer groups of traditional futures products have already divided their sphere of influence, and the customer groups competing for traditional futures products are actually only the competition for existing futures customers, or the re-division of existing cakes.
For the newly listed futures products, our company is close to the same starting line with some futures brokerage companies with high reputation and market share in the industry. Develop potential customers of new varieties related industries, and this development will also help to expand the customer base of the whole futures industry.
Second, value-added services should be diversified.
At present, the value-added services that our company can provide are still relatively few. Only the types of future value-added services can be discussed here.
Value-added services are aimed at different customer types, and different customer types have different demand points for value-added services. If divided according to the scale of customer funds, it can be divided into small and medium-sized customers and large capital customers. For small and medium-sized customers, value-added services will focus more on investment consulting, and the maintenance and service of these customers are actually the most troublesome. Customers have little capital and scattered structure, but they pursue high return on capital and face the greatest price risk. Therefore, the value-added services for these customers are reflected in short-term disk guidance. Everyone wants to do a good job in investment consulting services, and the lack of talents in investment transactions in our company is precisely the weakness of the shortcomings. There are many forms of investment consulting services, but how to find a set of effective methods needs further exploration. For large capital customers, simple investment consulting services are not enough to constitute the elements of value-added services. Generally speaking, large capital customers have strong trading ability and information acquisition ability, and simple information services must be upgraded to provide trading strategies. Trading strategy is not only arbitrage and hedging, but also includes the medium-term grasp of the market and the overall operation ideas, fund management strategies, risk control strategies and account management strategies during this period. This part of the content is relatively complicated, but I think it is precisely the key for the company to enhance its core competitiveness.
Third, product innovation should be forward-looking.
Product innovation is a long and short job, but building a service bridge with banks, insurance and other financial institutions is the key. Therefore, financial trust products involve the design of futures varieties and the operation of projects, which are more for the layout of our company in the future rapid development stage.
Product innovation does not pay attention to product design, but the key is project operation, which is actually a process of contact, familiarity and substantive cooperation between futures companies and other financial institutions. Our company has certain advantages in this respect and can rely on the advantages of shareholders. Product innovation is only the introduction and breakthrough point, and service innovation is the key to bring substantial benefits to futures companies. Our company pays attention to product innovation, although it has encountered great difficulties, it is gratifying that related projects are still being promoted. It should be noted that if our company has a certain gap with the stronger futures companies in traditional brokerage business, then we must be forward-looking in innovative business and must be at the forefront of development. Because maybe the current innovative business will become one of the main businesses of futures companies in a few years.
In short, the future development of futures companies is the company's development strategy, strength and credibility, service concept and level, business characteristics and specialization, standardized management and competition between service technology and talents. Our company should combine its own characteristics, build its core competitiveness as soon as possible, improve its comprehensive strength, keep pace with the times and meet new development opportunities.