Chint Group is a large-scale private joint-stock enterprise established with Chint Group Co., Ltd. as the holding company. From the Yueqing Qiujing Switch Factory, which was originally established in July 1984, to the Sino-US joint venture Wenzhou Chint Electric Co., Ltd. (terminal appliances) (control appliances) (metal parts), Wenzhou Chint Group, and Chint Group, it has successively started from low-voltage appliances, instruments Instruments, power transmission and distribution equipment, construction electrical appliances, and automotive electrical appliances, eventually developing into the largest industrial electrical high-tech industry group in the country in terms of production and sales. Chint Group has 6 major professional companies, more than 50 shareholding companies, and more than 800 professional cooperative factories at home and abroad, with total assets of 4.2 billion yuan. It has formed more than 100 series, more than 5,000 varieties, and more than 20,000 types of high and low voltage electrical appliances, power transmission and transformation equipment, instrumentation (induction energy meters) (electronic energy meters) (gas meters), building electrical appliances, automotive electrical appliances, etc. specifications of the product. In 2004, the sales revenue was 11.9 billion yuan, ranking among the top 500 private enterprises in the country. The "CHINT" trademark was recognized as a "China Famous Trademark" in 1999. Chint Electric won the "National Quality Management Award" in 2004. Its three major series of products were rated as "China Famous Brand Products", electric energy meters and other instrument products were rated as "National Inspection-Exempt Products", and high and low voltage electrical products were awarded "China Famous Export Brands" product". The company now has 18,000 employees. The talents who go out every year, although they leave Chint, create a lot of economy and wealth for the society. Chint is a school that cultivates useful talents for the society. Educational background does not mean anything, but ability does. Chint's eternal purpose is that in 2007, Chint Instrument Company received a lot of foreign orders. In 2008, the May 12 Wenchuan Earthquake, Chint Group donated 10 million. In September 2008, the director of the first workshop of the instrument company suffered from leukemia. The instrument company's trade union quickly organized the company to call for the company's Employee donations reaching 230,000 show that the company has true feelings for the world, shares its burdens for society, and cares for its employees. The company has migrant workers from 12 provinces, including Hubei, Hunan, Jiangxi, Anhui, Jiangsu, and Zhejiang. Chint has a national-level corporate technology center and world-class physical and chemical testing Center, measurement center, low-voltage electrical appliance testing center and high-low voltage electrical research and development base, it is a high-tech enterprise in Zhejiang Province, a high-tech enterprise in Shanghai and a national technological innovation base. A scientific and complete technological innovation system and a large and sound marketing service network keep Chint at the forefront of its domestic counterparts. On July 10, 1998, Chint Group took the lead in the same industry nationwide to launch the independently developed N series new products with independent intellectual property rights, breaking the traditional model of producing low-voltage electrical appliances in China, leading the development trend of the industry and promoting the The development of my country's low-voltage electrical appliance industry. Currently, Chint has established more than 2,000 sales companies and special distribution offices integrating sales and services across the country, and has established 5 branches and more than 30 general sales agents abroad. Its products sell well in the United States, Europe, Russia, Brazil, Southeast Asia, the Middle East, Africa, Israel, Turkey, Italy and other more than 70 countries and regions in the world.

Corporate philosophy; striving to create a world-famous brand and realizing the enterprise spirit of serving the country through industry; harmony, humility, pragmatism and innovation. Chint Company was founded in July 1984. After 20 years of down-to-earth and legendary development, annual sales have increased from 10,000 yuan in the year of establishment. Yuan to 10.1 billion yuan in 2003, its business scope covers more than 300 series, more than 5,000 varieties, and more than 20,000 products in six leading industries including high and low voltage electrical appliances, power transmission and transformation equipment, instrumentation, communication equipment, construction electrical appliances, and automotive electrical appliances. At the end of 2003, the group had more than 14,500 employees, a factory area of ??more than 300,000 square meters, Chint's trademark value was 3.6 billion yuan, and total assets were 3.1 billion yuan. It was one of the "leaders" in industrial electrical appliances in China. The group's comprehensive strength ranked among the top 10 for 6 consecutive years. Among the top 500 private enterprises in the country. Looking at the development history of Chint Group, its most important business secret is that its helmsman Nan Cunhui always attaches great importance to the management of development strategies during the development process of the enterprise. In the first stage of enterprise development (1984 -1990), in the face of counterfeit and inferior low-voltage electrical products flooding the streets in Liushi, winning with quality is the company's overriding business philosophy and goal. This makes the company a key support in the wave of national departments' crackdown on counterfeiting in Wenzhou. The object became a model for Wenzhou enterprises, thus establishing a firm foothold in the low-voltage electrical appliance market and completing the enterprise's primitive accumulation mission; in the second stage ((1991-1993)), a modern enterprise system was established through joint-stock cooperation to develop and expand the enterprise. Strength was the business strategy of the company at that time; in the third stage (1994-1996), the company established Chint's self- The strategic decision of "brand" has enabled the company to develop to 48 branches and member companies in just two years, with an annual output value of 1.2 billion yuan and total assets of 462 million yuan. Since the second half of 1996, the company has In the four stages, as the joint-stock reform of enterprise operations continues to deepen, strategic management has embarked on the road of globalization, systematization, and scientific standardization. This article attempts to use the Chint Group Company where the author works as an example to illustrate the impact of strategic management on enterprise operations. The Importance Generally speaking, the strategic management of an enterprise includes three stages: strategy formulation, strategy implementation and strategy evaluation. 1. Strategy formulation is the basic stage. In the strategy formulation stage, it is first necessary to clarify what the enterprise wants to be (i.e., the enterprise's development goals). Secondly, it is necessary to clarify? What is the business of the enterprise? To complete the tasks at this stage, three steps are required: strategic analysis, strategic selection and strategy formulation. In October 1995, with the approval of the State Administration for Industry and Commerce, Chint became the first national non-regional enterprise in the domestic low-voltage electrical appliance industry. This marks that Chint's goal of group operation has been basically achieved. In 1996, facing the wave of domestic diversified operations at that time, the company analyzed the internal and external operations of the company based on the idea of ??further becoming bigger, stronger, and globalizing operations. After analyzing the advantages and disadvantages of the environment, we carefully listened to the analysis opinions of experts, clearly proposed the business goal of "creating a world-famous brand, building a century-old store" and chose "sound operation, sustainable development, focusing on low-voltage electrical appliances, and gradually In order to realize the company's business strategy of "getting involved in related electrical appliance manufacturing industries and taking the road of low-cost expansion", the company, with the courage of a strong man to cut off his arm, has successively withdrawn from irrelevant and non-technological advantageous industries such as clothing and drinking water. In order to ensure the company's Cost advantage, on the premise of ensuring quality, to further increase the market share of products and reduce operating costs. The company uses its advantages such as large production scale, comprehensive varieties and specifications of low-voltage electrical products, and good reputation with suppliers for many years to break through the secular and family tradition. , social and other aspects of pressure, it took the lead in launching the enterprise procurement bidding system in Wenzhou. 2. Strategy implementation is the key. No matter how good the strategic plan is, if it is not implemented properly, it will only be a complete plan. Summarization of Chint’s strategy implementation It has the following characteristics: First, it pays attention to the cultural construction of the enterprise and cultivates the cultural atmosphere of "rigorous, scientific, realistic and innovative". "Quality is life, service creates benefits" is Chint's quality concept from its establishment to the present; " "Learning promotes progress, innovation promotes development" is Chint's driving force in shaping a learning enterprise; "To rectify people, we must first rectify ourselves, and teaching by example is more important than words" is the driving force for shaping "

The second basic principle of the "Four Haves" employee team is to organically combine the company's long-term development plan with the company's development strategy. In 2000, after repeated discussions and carefully listening to the opinions of middle-level managers, Designated and promulgated the "Chint Group's Tenth Five-Year Plan for Development and Long-term Goals for 2010", and then decomposed the development goals in the outline into annual progress. The annual policies and objectives are all centered around the outline, and the monthly work plan is centered around The annual policy objectives are dynamically arranged to ensure that the strategic goals are closely linked and implemented layer by layer. Third, the organizational structure is adjusted in a timely manner according to the development needs of the enterprise to ensure that the organizational structure of the enterprise is compatible with the strategic changes of the enterprise. The fourth is to establish an objective and fair performance appraisal and value evaluation system in accordance with the policy of "people-oriented, civilized soul building; having both ability and political integrity, appointing people on their merits" to ensure the talent allocation for strategy implementation. 3. Strategic evaluation is to ensure that the purpose of strategic evaluation is to enable the enterprise to Adapt to the changing business environment in a timely manner, seize fleeting business opportunities in a timely manner, and avoid the impact of adverse events on strategy implementation. Chint holds a special board meeting every year to evaluate the implementation of the annual strategy, and each business unit must meet every six months. Conduct consultations on the implementation of policies and objectives, make an overall evaluation report at the end of the year, and be able to use contingency management ideas to make timely adjustments to major events involving the direction of business operations. For example, in 1999, in response to the opportunity of the national urban and rural "two networks" transformation, Chint Timely organized elite troops to participate in the bidding and bidding for the "two networks" transformation in various places, and adjusted the marketing strategy, adopting the form of wholly-owned, holding, equity participation, etc. to transform the previous franchise marketing system, ensuring the timely return of funds, and enabling the enterprise to The "two networks" have achieved leapfrog development; in 2002, based on the new situation after my country's accession to the WTO, the company made a decision to accelerate its move into the international market, promptly adjusted the organizational structure of the international trade company, enriched its strength, and strengthened its resources. Configuration; in September 2003, based on the long-term trend of economic development in the Yangtze River Delta, the company promptly proposed the development strategy of "integrating with the Yangtze River Delta and building an industry-leading enterprise" and invested 3.5 billion yuan in Shanghai to enter the power transmission and transformation industry, starting from " The journey of transformation from "regional factory" to "international enterprise" are all major strategic adjustments made by Chint based on the evaluation of the company's development strategy. They will write a colorful page in the history of Chint's development. The great man Mao Zedong once It is said: "The line is a program, but the program is only superficial." If we borrow the famous saying of a great man, we can say: "Strategic management is the program for enterprise management." An enterprise without a management program is a blind and short-sighted operation, and an enterprise that operates blindly and short-sightedly is in trouble. At present, when our country's market economy is not fully developed, there may be temporary living space, but it is impossible to achieve long-term development. This has been confirmed by many domestic short-lived business cases. Therefore, strategic management has a great impact on the development of enterprises. It is crucial that the owners and operators of the enterprise should pay attention to and do a good job in the strategic management of the enterprise