一、确定企业当前的宗旨、目标和战略

1、 Determine the current purpose, goal and strategy of the enterprise

每个企业都有自己的宗旨，它规定了企业的目的并回答了这样的问题：我们所从事的到底是什么事业。定义企业的宗旨能够促使管理者确定企业的产品及服务范围。例如，在美国有人认为，铁路公司之所以不景气，是由于它们错误地规定了它们的宗旨。在２０世纪３０年代到４０年代那段时期，铁路公司如果认识到它们所从事的是运输事业而不仅仅是铁路事业的话，它们的命运也许会截然不同。

Every enterprise has its own purpose, which stipulates the purpose of the enterprise and answers the question: what is the enterprise we are engaged in. Defining the purpose of an enterprise can help managers determine the scope of products and services. For example, in the United States, some people believe that the reason why railway companies are in recession is that they mistakenly set their purpose. In the 1930s and 1940s, if the railway companies realized that they were engaged in the transportation business, not just the railway business, their fate might be very different.

二、分析环境

2、 Analysis environment

企业所面临的环境是其管理行动的主要制约因素，因此对环境的分析就成了战略规划步骤的关键要素。成功的战略必然是与环境相适应的。每个企业的管理层都要了解市场竞争的焦点，拟议中的法律、法规对企业可能造成的影响。在这方面成功的案例是松下电气工业公司。该公司是家庭娱乐系统的主要生产商，其商标家喻户晓。从２０世纪８０年代中期开始，家庭娱乐技术在微型化方面出现了突破，同时，家庭小型化的趋势使得社会对大功率的、高度紧凑的音响系统的需求急剧上升。松下电气工业公司正是因为及早地认识到环境中正在发生的技术和社会变化，从而使得其家庭音响系统战略获得了成功。

The environment faced by an enterprise is the main restricting factor of its management action, so the analysis of the environment has become the key element of the strategic planning step. A successful strategy must be adapted to the environment. The management of each enterprise should understand the focus of market competition and the possible impact of the proposed laws and regulations on the enterprise. The successful case in this respect is Matsushita Electric Industry Company. The company is a major producer of home entertainment systems, and its trademark is well known. Since the mid-1980s, there has been a breakthrough in the miniaturization of home entertainment technology. At the same time, the trend of miniaturization of home makes the social demand for high-power and highly compact sound system rise sharply. It is because Matsushita Electric Industry Company has recognized the technological and social changes that are happening in the environment as early as possible that its home audio system strategy has been successful.

三、发现机会和威胁

3、 Identify opportunities and threats

即使是同样的环境，对某些企业来说可能是机会，而对另一些企业却可能就是威胁。

Even in the same environment, it may be an opportunity for some enterprises, but it may be a threat for others.

四、分析企业的资源

4、 Analysis of enterprise resources

分析完了企业所有面临的外部环境，然后还要分析企业的内部资源状况。企业的员工拥有什么样的技巧和能力？企业的现金状况怎样？在开发新产品方面，企业是不是一直都很成功？公众对企业及其产品或服务的质量有什么反应？一家较小的汽车制造商，像阿尔法—罗密欧公司，就不可能仅仅因为看到了微型客车市场的机会就贸然制造微型客车，因为它没有足够的资源保证自己能够成功地进入微型客车市场，去和像克莱斯勒、福特和丰田等这样的大汽车公司竞争。

After analyzing all the external environment faced by the enterprise, we also need to analyze the internal resources of the enterprise. What skills and abilities do employees have? What's the cash position of the company? Is the company always successful in developing new products? What is the public response to the quality of enterprises and their products or services? A smaller automobile manufacturer, such as Alfa Romeo, can't rashly manufacture a minibus just because it sees the opportunity in the minibus market, because it doesn't have enough resources to ensure that it can successfully enter the minibus market and compete with big automobile companies such as Chrysler, Ford and Toyota.

五、识别优势和劣势

5、 Identify strengths and weaknesses

通过上几步的分析，企业就对组织的优势和劣势有了一个明确的评价，这样，管理者就能够识别企业的与众不同的能力在哪里，也就是可以作为组织的竞争武器的独特技能和资源是什么。

Through the analysis of the last few steps, the enterprise has a clear evaluation of the advantages and disadvantages of the organization. In this way, the managers can identify where the enterprise's distinctive ability is, that is, what the unique skills and resources can be used as the organization's competitive weapon.

分析企业优势和劣势的关键是理解企业文化和力量以及它们赋予管理者的责任。文化的强弱以及文化的内容都对战略起着相当大的影响。

The key to analyzing the advantages and disadvantages of an enterprise is to understand the enterprise culture and strength, as well as the responsibilities they give managers. The strength and content of culture have a great influence on strategy.

在强势文化中，几乎所有的员工都能够清楚地理解企业的宗旨，这使得管理者很容易把企业的与众不同的能力传达给新员工。比起那些只有弱势文化的竞争对手来，它就能够在更短的时间内将企业的价值观灌输给新员工。当然，强势文化也有消极的一面，那就是难以改变。事实上，王安公司就是这样，致使其在２０世纪８０年代未能采取适应计算机产业变化的新的战略。

In a strong culture, almost all employees can clearly understand the purpose of the enterprise, which makes it easy for managers to convey the distinctive ability of the enterprise to new employees. Compared with those competitors who only have a weak culture, it can instill the values of the enterprise into the new employees in a shorter time. Of course, a strong culture has a negative side, that is, it is difficult to change. As a matter of fact, Wang An company failed to adopt a new strategy to adapt to the changes in the computer industry in the 1980s.

对于厌恶风险的文化，管理者更愿意采取那些防御性的和财务风险小的战略，更倾向于对环境的变化作出反应，而不是试图预测变化事先采取行动。在创新受到高度重视的公司中，管理者更倾向于开发新技术和新产品，而不是开辟更多的服务场所或加强销售力量。

For a risk averse culture, managers are more likely to adopt defensive and less financial risk strategies, and are more likely to respond to changes in the environment than to try to predict changes and take action in advance. In companies where innovation is highly valued, managers are more inclined to develop new technologies and products than to open up more service places or strengthen sales force.

六、重视评估企业的宗旨和目标

6、 Pay attention to the purpose and goal of the enterprise

对企业机会的再评估，需要将步骤３和步骤５结合在一起，这通常称为分析。分析把对企业的优势、劣势、机会和威胁的分析结合在一起，以便发现组织可能发掘的细分市场。

The re evaluation of enterprise opportunities needs to combine step 3 and step 5, which is usually called analysis. Analysis combines the analysis of the strengths, weaknesses, opportunities and threats of an enterprise, so as to discover the market segments that an organization may explore.

按照分析和识别企业机会的要求，管理者应当重新评估企业的宗旨和目标：它们是实事求是的吗？它们需要修正吗？如果企业的整体方向需要改变，那么战略规划过程可能要从头开始。如果企业的大方向不需要改变，管理者就可以着手制订战略了。

In accordance with the requirements of analyzing and identifying business opportunities, managers should reevaluate the aims and objectives of enterprises: are they realistic? Do they need to be fixed? If the overall direction of the enterprise needs to change, then the strategic planning process may have to start from scratch. If the general direction of the enterprise does not need to change, managers can start to formulate strategies.

七、制订战略

7、 Developing strategies

制订战略时，管理层需要开发和评价不同的战略选择，然后选定一组符合企业要求的战略。这些战略应当能够更好地利用企业的资源和充分利用环境的机会。

When formulating strategies, management needs to develop and evaluate different strategic options, and then select a group of strategies that meet the requirements of the enterprise. These strategies should be able to make better use of the resources of enterprises and make full use of the opportunities of the environment.

管理者必须寻求组织的恰当定位，以便获得领 先于竞争对手的相对优势。所选择的战略应当使企业获得有利的竞争优势，并且能够使这种优势长期地保持下去。

Managers must seek the appropriate positioning of the organization in order to gain a comparative advantage over competitors. The selected strategy should enable the enterprise to obtain a favorable competitive advantage and maintain this advantage for a long time.

八、实施战略

8、 Implementation strategy

即使是好的战略也必须经过实施才能发挥作用。实施战略涉及许多方面的问题，例如战略与组织结构的关系问题。高层的领导能力也是成功地实施战略的一个必要因素，而中层和基层管理者执行高层管理者的计划的主动性也同样重要。另外，如果新战略要取得成功，通常要求雇用具有不同技能的新人员。

Even a good strategy must be implemented before it can work. The implementation of strategy involves many aspects, such as the relationship between strategy and organizational structure. Leadership at the top is also a necessary factor in the successful implementation of the strategy, and the initiative of middle-level and grass-roots managers to implement the plans of top managers is equally important. In addition, if a new strategy is to succeed, it usually requires the employment of new people with different skills.

九、评估结果

9、 Assessment results

战略规划步骤的一个环节是对结果进行评估。例如，战略实施的效果如何？还需要对其做哪些调整？

One of the steps of strategic planning is to evaluate the results. For example, what is the effect of strategy implementation? What adjustments need to be made?

感谢您的阅读，希望以上内容对您有所帮助，如想了解更多精彩内容请点击：济南企业战略规划https://www.cclsbs.com。

Thank you for your reading. I hope the above contents can help you. For more wonderful contents, please click: Jinan enterprise strategic planning https://www.cclsbs.com .