The strategic design of small and medium floor companies needs to answer the following questions on the basis of strategic analysis: product issues, customer issues, geographical issues, how to compete and create competitive advantages, resources and human issues, success factors and constraints. It is not as complex and comprehensive as the strategic plan of large enterprises. It is based on the link between strategy and survival, and clearly shows the goals and actions of the company.
1, product problems: product line planning and management, product power shaping and promotion, product brand strategy are small and medium-sized floor companies need to answer the product issues, in these issues, small and medium-sized floor companies should focus on products from rising From the brand level and from product to market to market to product.
2. Customer issues: Responding to customer issues should be based on the market segmentation strategy of the target customer group, which will rise to meet customer needs and continue to create value for customers.
3. Geographical problems: The large market means that this fierce competition means the need for a strong resource allocation and a high level of marketing management. This is not suitable for small and medium-sized floor companies. The strategic design clearly defines the sequence of regional market development, and Strive to become the first in a certain regional market is one of the most effective strategic choices for small and medium floor companies.
4. How to compete and create competitive advantages: In the domestic market, the phenomenon of companies competing for the competition is very common. The lack of competition and the immediacy of the strategy are the root causes of this imagination. Small and medium floor companies can only be clearly described in strategic designs. 'Why competition,' 'how to compete' and 'level of competition' can only be implemented through strategic implementation of the threshold for reducing the formation of core competitiveness; otherwise, it will be eliminated by more brutal market competition in the future.
5. Problems of resources and 'people': It is necessary for small and medium-sized floor enterprises to examine their own resource capabilities through strategic design and set up dangerous bottom lines so as to avoid failures caused by the inability of resources to follow up (the main tendency is that small enterprises run large companies). As a part of corporate resources, 'people' must rise independently to the strategic level, establish a knowledge-based talent system, and make long-term efforts to achieve value recognition.
6. The factors of success factors and constraints: What are the elements of business success (according to the laws of business rather than a person) and what may be the constraints that hinder the implementation of the strategy? The definition of success factors and constraints in strategic design can help small and medium enterprises Flooring companies grasp the direction of development and make advance adjustments to effectively reduce market risks.
The strategy is to place the enterprise in a systematic state of living. Under the current trend of changes in the Chinese floor market, there is no strategic survival that equates to the death of an addiction. The combination of survival and strategy is the top priority for small and medium-sized flooring companies. However, the strategy is only a ticket for future competition. If it does not conform to the changing trend of the market, it will not be able to break out and embrace the sustainable development of the company.
1, product problems: product line planning and management, product power shaping and promotion, product brand strategy are small and medium-sized floor companies need to answer the product issues, in these issues, small and medium-sized floor companies should focus on products from rising From the brand level and from product to market to market to product.
2. Customer issues: Responding to customer issues should be based on the market segmentation strategy of the target customer group, which will rise to meet customer needs and continue to create value for customers.
3. Geographical problems: The large market means that this fierce competition means the need for a strong resource allocation and a high level of marketing management. This is not suitable for small and medium-sized floor companies. The strategic design clearly defines the sequence of regional market development, and Strive to become the first in a certain regional market is one of the most effective strategic choices for small and medium floor companies.
4. How to compete and create competitive advantages: In the domestic market, the phenomenon of companies competing for the competition is very common. The lack of competition and the immediacy of the strategy are the root causes of this imagination. Small and medium floor companies can only be clearly described in strategic designs. 'Why competition,' 'how to compete' and 'level of competition' can only be implemented through strategic implementation of the threshold for reducing the formation of core competitiveness; otherwise, it will be eliminated by more brutal market competition in the future.
5. Problems of resources and 'people': It is necessary for small and medium-sized floor enterprises to examine their own resource capabilities through strategic design and set up dangerous bottom lines so as to avoid failures caused by the inability of resources to follow up (the main tendency is that small enterprises run large companies). As a part of corporate resources, 'people' must rise independently to the strategic level, establish a knowledge-based talent system, and make long-term efforts to achieve value recognition.
6. The factors of success factors and constraints: What are the elements of business success (according to the laws of business rather than a person) and what may be the constraints that hinder the implementation of the strategy? The definition of success factors and constraints in strategic design can help small and medium enterprises Flooring companies grasp the direction of development and make advance adjustments to effectively reduce market risks.
The strategy is to place the enterprise in a systematic state of living. Under the current trend of changes in the Chinese floor market, there is no strategic survival that equates to the death of an addiction. The combination of survival and strategy is the top priority for small and medium-sized flooring companies. However, the strategy is only a ticket for future competition. If it does not conform to the changing trend of the market, it will not be able to break out and embrace the sustainable development of the company.
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