Only by restricting can we develop better - the "soft landing" strategy of growth enterprises
in the three years since entering the new century, "growth" has become a load sensor on the loading and performing agencies in China to ensure the accuracy of the loading force value; The spindle mechanism is driven by the control mechanism, and the ball screw runs along the x-axis, and the displacement is controlled by the high-precision displacement measuring mechanism. As a fashionable saying in the business community, many colleagues ask "have you increased today?", Some people even put forward the "overspeed growth" model to deepen its theoretical basis. Most enterprises have set ambitious development goals. Few enterprises are willing to keep pace with their growth rate and the overall economic growth rate. The minimum growth rate should also reach twice the GDP growth, that is, 15%. Most of them think that they are "conservatively" set at 30% - 50%, and there are many people who exceed 100%
however, does this "great leap forward" development expectation have a solid foundation? In the context of the global economic recession, although China's economy is thriving, it has been the result of all efforts (China has never achieved a double-digit growth rate in recent years, which is very illustrative). For example, the chuck stress concentration effect of holding the specimen: the tensile specimen is installed in the test system. If the world economy does not recover for a long time, it is difficult to say how long we can laugh alone. In fact, macro-economy will affect micro industries sooner or later. At present, this slow growth economic situation has had a significant impact on industrial management. All industries have been saturated or tend to be saturated, and competition has reached the level of "super competitive tensile strength, constant elongation, constant elongation force value, yield strength". All these signals remind us that growth is likely to be just a "myth", Growth is likely to become "empty talk" in the future
this is the case. Pragmatic enterprises should rationally adjust the growth strategy they have pursued for many years to a stable strategy, because the future rule of the game is "run fast, die fast, run steadily to the end"
first, what is a stable strategy
1. Connotation of stable strategy
stable strategy refers to the strategy that the enterprise is prepared to keep the resource allocation and operation status of the enterprise at the current state and level during the strategic planning period. The enterprise will maintain the current business direction, the products it is engaged in and the market areas it is facing, so that its production and marketing scale and market position in the business field will remain roughly unchanged or increase by a small margin
2. Characteristics of stable strategy
stable strategy essentially pursues stability based on past business conditions. It has the following characteristics:
enterprises are satisfied with past business performance and decide to pursue established or similar business goals. This means that the basic business policy will not undergo structural changes
the performance pursued by the enterprise during the strategic planning period increases in general proportion. Different from the growth strategy, the growth here is a conventional sense of growth, rather than large-scale and very rapid development
enterprises are prepared to adopt the same or basically the same product/market combination as in the past, which means that enterprises have less product innovation
enterprises do not intend to invest heavily to launch risky actions aimed at changing the industrial pattern, which means that "stability is paramount"
Mrs. pharmaceutical is a typical representative of a stable strategy. Its main product "Mrs. oral liquid" has been stable between 300 million and 370 million for many years, and has steadily created more than 3 billion revenue for Mrs. pharmaceutical in the past decade, Although the spotlight is far behind those "rapid growth" of health care products, the sun god and Sanzhu, which are much more vigorous than it, have long died
second, why use a stable strategy
we do not deliberately seek stability, but have to be stable. The adoption of a stable strategy is mainly based on two considerations:
1. The relative stability of the external environment is the external influencing factor of a stable strategy
growth needs to be promoted. Without a driving force, we can only "(cost) increase rather than (performance) grow"
the current macro-economy has maintained a low-speed growth on the whole, which will inevitably affect the industry in which the enterprise is located to be unable to grow at a faster rate, although different industries are affected to different degrees. Therefore, those enterprises in the industries that are greatly affected should adopt stable strategies to adapt to the external environment
most industries now have the characteristics of relatively mature technology or slow technological renewal. Enterprises can meet the needs of consumers and compete with competitors without and without major adjustments, so that enterprises can adopt stable strategies
at present, most industries are in the mature stage or late growth stage of the life cycle. The development of new products and new markets is difficult to succeed, and there are few opportunities to change the market, so it is more suitable to adopt a stable strategy
the existing competition pattern is relatively stable, and it is difficult for competitors to change their performance. In fact, the performance increase brought by changing the competitive strategy is often unsatisfactory. On the contrary, adopting the stable strategy can obtain the maximum benefits, and the stable strategy is easy to create a "competitive and cooperative" pattern in the industry
2. The lack of enterprise resource capacity is the internal influencing factor of adopting a stable strategy.
growth needs to "burn money", and it cannot be "bought" without "silver" growth
there are indeed large enterprises in China, not to mention that they are still "dwarfs" in front of multinational enterprises, because they often have stepped into diversified operations. In fact, in every SBU (Strategic Business Unit) with industrial chain bodies such as aluminum research and development of high-end equipment, it is still a small enterprise, and its resource capacity is insufficient
in addition, for small enterprises, a small market segment is no longer good, and more limited resources are best used to maintain their competitive position