Red Beans Home Textiles Completed The First Three Years Of Strategic Review
"You are right in thinking this way, but there is something wrong with it." "I think we should..." In December 8th, Red bean home textiles The conference room was bustling with excitement. The participants expressed their views and discussed the atmosphere. What was it really busy with? What was the real work of red bean home textiles? Wang Zhuqian, general manager Zhou Xiangdong, group strategic development minister Hu Yongping, general manager of the Group Strategic Development Department Hu Yongping, general manager Mao Zhengming of the management consulting company, consultant Liu Meiping, and the 2013 years of the red bean home textiles in the next three years. strategic planning The evaluation was carried out and suggestions and perfect solutions were put forward for the existing problems.
Since 2011, red bean home textiles has begun to build its own "in response to the spirit of transformation and upgrading of the group." Smile curve First, we must be competitive in R & D design, and benefit from the brand, and decide to abandon the wholesale market management mode and establish a chain monopoly system. "We are starting from scratch now, so this strategic review is very important for our company." The review has not yet started. Liu Wangping, the brand director of red bean home textiles, has introduced the new trend of the company's development to you.
At the meeting, Liu Wangping first analyzed the present situation of the macro environment from the five aspects of economy, technology, society, ecology and policy, and its possible impact on the red bean home textiles and the strategies to deal with it. Then, it analyzed the present situation of the home textile industry from five aspects: assimilating competitors, suppliers, purchasers, substitutes and new entrants. "Your analysis is somewhat general. We should classify every item according to the macro opportunities and threats that we may bring to us, and make the strategy more rational and operational." Liu Meiping suggested. Throughout the introduction, members of the jury gave me a few words of advice and gave a lot of pertinent suggestions to the whole strategic report. Then, Liu Wangping introduced the analysis table and SWOT analysis table of the red bean home textiles competition, and finally put forward the overall strategic plan, recruitment plan, sales plan and business plan for the next three years based on seven aspects: capital investment, R & D investment, terminal management, product quality, introduction of professionals, advertising and ERP information platform construction.
If the organization is likened to a ship, its mission and vision determine the general "heading" and the future glorious side of the ship, then strategy formulation is like planning and describing the "navigation map". It should give full consideration to the route of navigation, the avoidance of "reef", "wind and wave" and the handling of abrupt changes in the climate environment. The strategy reflects a realistic combination of the organization's own capabilities and the opportunities and threats engendered by the external environment. It enables the competitive advantage to reach the maximum and the competitive disadvantage to the minimum. Successful managers regard strategy as the lifeblood of an organization, which is why red bean group attaches great importance to strategic planning. "In early December, all the three tier enterprises completed the strategic review. In mid December, the two level company completed the strategic review. In late December, the final evaluation and conclusion of the evaluation results of the two companies were carried out by the group. Everything is dynamic development. Enterprise strategy is no exception. It should be adjusted at the right time with the external environment and the development of the company. Therefore, our group has been appraised for 4 times a year, also known as quarterly review, and every quarter to improve corporate strategy. Hu Yongping said.
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