The focus of strategic management of small and medium-sized enterprises
The long-term development strategy is the direction of the enterprise and the long-term goal of the enterprise's operation. The purpose is to establish the enterprise's position in the market and win a relative position. Its competitors maintain a competitive advantage, meet customer needs, and achieve superior performance. Some small and medium-sized enterprises believe that strategic management can only play a role in large enterprises. Their enterprises are small in scale and have simple business, so they do not need or cannot use strategic management. Many business managers have no awareness of strategic management at all. In fact, enterprises have entered the era of strategic competition. If small and medium-sized enterprises want to survive and develop in the cracks between many international and domestic enterprises and predators, they must proceed from their own reality and seize opportunities with strategies to accelerate development. Based on the actual conditions of small and medium-sized enterprises, we focus on three major strategies: product cost strategy, marketing strategy, and long-term development strategy.
1. Product cost strategy.
The traditional cost strategy actually only refers to the low-cost strategy, that is, to win the market with the lowest possible cost advantage compared to the same grade products of similar companies. This is just one aspect. Product cost strategy should also include: budgeting to increase appropriate costs to obtain higher product quality or more and better functions, thereby gaining competitive advantage. Generally speaking, low cost is the most commonly used method by small and medium-sized enterprises, and there is no need to say more here. What needs to be pointed out is that today, as people's living standards are improving day by day and competition is becoming increasingly fierce, cheap goods are no longer people's favorite. This is especially true in some industries. Products with high quality, class, personality and multi-function are increasingly favored by consumers. This can also be a strategic choice for small and medium-sized enterprises when their own cost advantages are not obvious. Although consumers trust large-scale enterprises more for mid- to high-end products, there is indeed a certain risk, and small and medium-sized enterprises have limited R&D capabilities. Product research and development may take up more resources, but as long as it is properly coordinated with other measures, once sales are opened, establishing a good corporate image is very different from adopting a low-cost strategy.
2. Marketing strategy.
Small and medium-sized enterprises are weak and weak. It is not advisable to fight with powerful opponents without paying attention to methods. Instead, they should rely on their own advantages, learn from each other's strengths and make up for their weaknesses, and skillfully use various flexible and diverse marketing strategies to make the enterprise Turn disadvantages into advantages and win the business war game.
(1) Rapid response strategy. Because small and medium-sized enterprises are small, they must work fast and improve market response speed. Only by using fast to control slow speed can they make up for the lack of strength and grow beyond the industry average. Marketing policies must also be made quickly as market conditions change. Adjustment and decision-making speed must be fast. From another perspective, business managers are required to have strong decision-making ability and foresight. The reason why some multinational companies lose to Chinese small and medium-sized enterprises in the Chinese market is because the Chinese branches of these companies have no authority to make decisions and can only wait to implement various policies formulated by the headquarters, so they often miss opportunities.
(2) Gap sales strategy. The competitiveness of small and medium-sized enterprises is weak. They should avoid direct competition and confrontation with large enterprises. Instead, they should look for market segments that large enterprises have not discovered or despise, select target markets, select products for their own enterprises, and avoid large enterprises. Product threats create good market opportunities for SME products.
(3) Differentiation strategy. Differentiation is to make the products provided by an enterprise unique and unique within the industry. Adhering to the principle of differentiation can take advantage of customers' loyalty to the brand and the resulting reduction in price sensitivity to enable small and medium-sized enterprises to avoid direct conflicts with large enterprises. It can increase profits without pursuing low costs. Differentiation requires small and medium-sized enterprises to have certain innovation capabilities. This innovation does not necessarily have to be substantive innovation and development. What is important is innovation that customers can feel. The popularity of canvas shoes among young people in recent years illustrates this point. . (4) Green business strategy.
With the development of the economy and the improvement of people's living standards, people's health awareness has been greatly enhanced, and their consumption concepts have undergone important changes, favoring "green consumption" that is environmentally friendly, pollution-free, and beneficial to health. To this end, as small and medium-sized enterprises, we must seize this opportunity. First, we must establish the concept of green marketing and firmly grasp consumers' desire for health. Wonglaoji relies on the ancient custom of drinking herbal tea in the Jiangnan area and seizes the modern urban environment. People are eager for health, so they create their own unique products and become famous in one fell swoop. Second, we must strengthen the research and development of green products. Enterprises must understand consumers' green needs, capture green information, analyze green market changes [2], and green consumption development trends to provide a basis for green technology and product development. The third is to strengthen the image of green enterprises. Promote the green performance of enterprises in protecting the ecological environment and saving resources, expand the influence of enterprises, and enhance the green image of enterprises.
3. Long-term development strategy.
Corporate growth strategy is a way carefully planned by managers to try to make the company grow and expand. It serves a more long-term corporate mission or long-term goal.
(1) Brand strategy. To become bigger and stronger, small and medium-sized enterprises must follow the path of brand strategy based on their own characteristics. The first is to establish brand strategic awareness. First of all, careful research and planning are required to carry out brand positioning. The second is to attach importance to product brand trademark registration. Use the law to protect a company's right to use trademarks. The third is to create an honest corporate brand.
(2) Leverage strategy. ?Leverage? is a strategy for small and medium-sized enterprises to make full use of external resources to develop and strengthen themselves. One is to gain fame through fame. Many small and medium-sized enterprises have high-quality and low-price products, but their funds are limited and their advertising and publicity efforts are insufficient. At this time, enterprises can look for business opportunities and use the goodwill and brands of large enterprises to become famous and develop themselves. The second is to borrow a net to fish. With the development of global economic integration, information transmission is an important factor in market development, and the Internet is a mass media where hundreds of millions of consumers actively search for information. Small and medium-sized enterprises should make full use of the Internet to display their products, styles, models, prices, packaging and additional services in front of many consumers, use the Internet to fish, seek business opportunities, and develop and expand themselves.
(3) Channel strategy. By grasping the characteristics of the industry, a unique channel policy can be established. For example, in 1996, Procter & Gamble decisively adjusted its channel distribution strategy in response to the rapid development of large-scale retail terminals in the Chinese market, bypassing distributors and directly cooperating with retail terminals. Then in order to help distributors point the way and overcome difficulties, the "P&G Distributor 2005 Plan" was launched in July 1999. The plan clearly points out that the future development direction and positioning of distributors are modern distribution, storage and transportation centers, suppliers that provide comprehensive services to manufacturers, and suppliers that provide management services to small and medium-sized customers. These measures have greatly improved P&G's brand image and are worth learning from domestic companies.
(4) Regional strategy. It is difficult for small and medium-sized enterprises to directly enter the national market. The wise approach is to concentrate on one or several regional markets with which they are most familiar and strive to be the strongest in the regional market. After small and medium-sized enterprises develop and grow, their strength increases and their status changes. It is very dangerous if they still stay at the stage of small and medium-sized enterprises in terms of business thinking. Successful small and medium-sized enterprises must not only have a business strategy suitable for small and medium-sized enterprises, but also must know how to abandon it and promptly launch strategic deployments that are more suitable for larger-scale enterprises. ;