Control of strategic enterprises

control strategy is the strategy for the implementation of the strategy to control and evaluate the situation. Through the development of the implementation of the strategy, business development will continue, step by step and the accumulation of tangible and intangible assets. After a certain period of time, the comprehensive competitiveness of enterprises will be upgraded to a new level. Integrated competitiveness of the overall strengthening of the development of enterprises will lay a better foundation. Enterprises are facing internal and external factors that tend to occur quickly and radical changes, internal and external business environment changes, the development and implementation of the strategy will be, no matter how out of date. Under the new situation, according to the new competitive environment and competitive analysis of the competitive position of enterprises should be adjusted in a timely manner to develop strategies to adapt to the new market environment, and maintain the sustainable development of the company.

common strategy for the implementation of corporate control:

1. no matter how the environment changes, strategic planning is still in accordance with the implementation of this before;
2. enterprises in the timetable for a strong show of the decline came after the market momentum;
3. implementation of the strategy, but so do bad no one knows that the end of the year and we have to know not to reach the goal;
4. the effectiveness of the implementation of the strategy's failure to make timely communication and feedback at all levels of employees do not know if the direction is correct;
5. leadership did not understand the implementation of the strategy, not a quick and effective decision-making;
6. not reach the goal, departments shifting responsibilities onto others, the last up;
7. the leadership of the staff did not fully understand the intent, or to carry out the same old;
8. performance started to decline, the communication is not smooth.

Corporate Governance

corporate governance refers to a number of stakeholders, the relationship between the main shareholders, board of directors and managers of the relationship between the interests of those deciding the direction and performance. Corporate governance to discuss the fundamental question of how to make the business managers in the use of the suppliers of capital assets provided by the use of the assets to play at the same time, take on providers of capital. Use of the corporate governance structure and mechanism, clear the different stakeholders in the company's power and responsibility to influence the establishment of incentive compatibility between the agent system, is to improve the corporate strategic decision-making ability to create value for investors in the management of the premise. Corporate governance as corporate strategy, the Chinese enterprise managers generally ignore two important aspects. Corporate existence of the core issue:

1. do not understand the significance of the existence of the company;
2. unclear property rights;
3. to ignore the rights and interests of minority shareholders;
4. the Board of Directors is unclear, exist in name only, can not be held responsible;
5. board of directors and management of the relationship between the unknown, the operators are not reasonable to protect the rights and interests;
6. unknown division of the members of the board of directors is unclear;
7. chairman of the board and executive director of the lack of supervision;
8. on the irregular operation of the nomination of directors;
9. no external independent directors;
10. external independent directors to set the display is no practical effect;
11. director of the distribution of pay and performance evaluation has not clearly defined;
12. failed to accurately disclose to shareholders, appropriate and timely information.

The competitive strategy

common enterprise competition strategic planning issues:

1. the company can not be harmonized as a whole, the business development of their own
2. lack of coordination has led to the formation of the company as a whole can not be the core of competitiveness, difficult to achieve strategic objectives;
3. to lose the focus on core business, creating new business can not be integrated with the company's core business;
4. the company's strategy to determine alone the leader and manager of the personal instinct and experience;
5. leadership of the hard, hard working employees, but business is stagnant;
6. the market and competitive environment awareness, lack of quantifiable and objective analysis;
7. blindly chasing hot markets, business investment and over-diversification, leading to scattered resources management;
8. companies up and down on the future direction of a lack of consensus, there is a big internal differences;
9. strategy within the organization did not fully communicate and exchange, resulting in a lack of organization within the established strategic understanding and support.

The strategic positioning of business

The arrival of the Federation of tomorrow, today and always different. If we do not proceed in the future, the most powerful companies will have trouble. What happened to the surprise is dangerous. Even the biggest and richest companies, but also to bear the risk; even the smallest enterprises should also be vigilant against this danger.

not all alternative strategies are useful for the enterprise, the strategy in practice there are numerous action programs, a variety of programs and the implementation of the countless ways. As a result, in all strategic options to be fully understood, according to a comprehensive choice to determine the best strategy for positioning. Common strategic positioning of business:

1. main line of business development is not clear, there is phenomenon;
2. business combinations lack a scientific basis;
3. -to-business development, the development of what is vague;
4. enterprises in the timetable for a strong show of the decline came after the market momentum;
5. the lack of long-term development planning, the absence of a clear development strategy and competitive strategy;
6. more arbitrary decision-making strategies, the lack of scientific decision-making mechanism;
7. leadership of the hard, hard working employees, but business is stagnant;
8. in-house-to-business development there is no uniform understanding of the leadership of co-ordination busy up and down the contradictions and conflicts;
9. short-term interests of the enterprise was about.