部分：公司概况。主要介绍了公司的发展历史、目前的组织结构、公司治理结构、业务构成及主要经济指标分析。

The first part: company profile. This paper mainly introduces the company's development history, current organizational structure, corporate governance structure, business composition and main economic index analysis.

第二部分：环境分析。它关注三个层次的环境：宏观（PEST）、中观（行业五力分析）和微观（产品市场竞争波士顿分析）。运用SWOT分析法识别机遇和威胁，为公司战略规划的制定和实施提供客观依据。尤其要强调对客户需求及其变化趋势、行业特点和发展趋势以及公司的优缺点的准确分析和判断。

The second part: environmental analysis. It focuses on three levels of environment: macro (PEST), meso (industry five forces analysis) and micro (product market competition analysis). SWOT analysis is used to identify opportunities and threats, which provides objective basis for the formulation and implementation of the company's strategic planning. In particular, we should emphasize the accurate analysis and judgment of customer demand and its changing trend, industry characteristics and development trend, as well as the advantages and disadvantages of the company.

第三部分：公司的战略指导思想和目标定位。在与公司高层充分沟通的基础上，了解他们对公司愿景、使命和战略指导的初步看法。

The third part: the company's strategic guiding ideology and target positioning. On the basis of full communication with senior management of the company, understand their preliminary views on the company's vision, mission and strategic guidance.

由于愿景、使命和指导思想直接关系到公司具体战略的选择和设计，经过反复讨论和广泛征求意见，公司的战略指导思想、战略基础和目标导向内容都得到了关注。特别是公司发展体系的制定，不仅要有总体发展目标，还要有分业务部门、分职能、分年度的具体目标。

As vision, mission and guiding ideology are directly related to the selection and design of the company's specific strategy, after repeated discussions and extensive solicitation of opinions, the company's strategic guiding ideology, strategic basis and goal orientation have been focused on. In particular, the formulation of the company's development system should have not only the overall development goals, but also the specific goals of business departments, functions and years.

企业战略规划

Enterprise strategic planning

第四部分：企业战略规划的选择。在大型企业中，不仅要对企业的总体发展战略进行战略规划，而且要对业务部门的具体战略进行战略规划。小企业也要有一个的发展战略概念，要根据职能领域（如营销战略、生产战略、人力资源开发战略、研发战略、金融融资战略、国际战略）来制定，越多越好。

The fourth part: the choice of enterprise strategic planning. In large enterprises, it is necessary to make strategic planning not only for the overall development strategy of the enterprise, but also for the specific strategy of the business department. Small enterprises should also have a comprehensive concept of development strategy, which should be formulated according to functional areas (such as marketing strategy, production strategy, human resource development strategy, R & D strategy, financial financing strategy and international strategy). The more the better.

第五部分：公司战略实施计划。在选择战略类型后，应根据公司的实际情况，从促进公司发展的角度提出具体的实施方案。这一部分应包括以下内容：制度创新、核心竞争力培养计划、组织结构调整与扩张计划、产业纵向一体化计划、产品结构调整与扩张计划、投融资计划、人力资源开发计划和企业文化建设计划。

The fifth part: company strategy implementation plan. After choosing the type of strategy, we should put forward the specific implementation plan from the perspective of promoting the development of the company according to the actual situation of the company. This part should include the following contents: system innovation, core competitiveness training plan, organization structure adjustment and expansion plan, industry vertical integration plan, product structure adjustment and expansion plan, investment and financing plan, human resource development plan and enterprise culture construction plan.

第六部分：保障措施。从提高战略计划可操作性的角度出发，战略顾问还应为公司管理层提供切实可行的保障措施和防范措施。例如，必须广泛宣传和发扬，重视组织引导，科学分解任务，促进法治，支持和谐发展的理念，大限度地实现战略计划。

The sixth part: safeguard measures. From the perspective of improving the operability of the strategic plan, the strategic consultant should also provide practical safeguard measures and preventive measures for the company's management. For example, we must widely publicize and carry forward, attach importance to organizational guidance, scientifically decompose tasks, promote the rule of law, support the concept of harmonious development, and maximize the realization of the strategic plan.