About the company's speech
Part 1: Corporate Development Speech
Managers are good!
I am very happy to meet everyone and I am very happy to discuss the issue of corporate development strategy with you.
I have to work hard to achieve two things today: first, to help you increase the basic knowledge of some corporate development strategies; second, to help you solve some of the actual business development strategies.
In recent years, although enterprise management training activities can be said to be in full swing, there are "one more and one less" phenomena: more is the professional knowledge training required by employees, and less is the strategic knowledge training required by managers. There is even less training in enterprise development strategy knowledge.
Less knowledge of enterprise development strategy knowledge is related to the immature theory of enterprise development strategy. Although the Party Central Committee has issued a call to "strengthen the research on corporate development strategy" for several years, so far, there is no book in the bookstore that systematically discusses the development strategy of the enterprise. What can be seen is the competition strategy or business strategy. book of. This is a regrettable thing. Without such a book as a guide, it is very inconvenient for everyone to study the corporate development strategy.
In such a situation, I am also talking about the development strategy of the enterprise, because it is difficult to find reference materials. However, it also has the advantage that there is no frame to explore and innovate. What I am talking about today is mainly my own consulting sentiment. It is something that I have realized during my eight-year strategic consultation process. There is no such plagiarism that is commonplace, but it is self-contained. Although I am quite new, I can't guarantee it correctly. It is for your reference only. In order to carry forward academic democracy, I am only making a speech at the center. I will not make a speech. After the speech, please comment. I believe that through today's seminars, we can all deepen our understanding of the company's development strategy.
Please rest assured that the content I am going to talk about today is still somewhat certain, because its core views have been tested for more than a year. A year ago, I wrote an article titled "Introduction to Corporate Development Strategy." So far, this article has been published on the following core websites: China Marketing Communication Network, World Managers Digest Network, World Manager Network, China Management Communication Network, Shanghai National Accounting Institute Network, Guanghua Management Network, China Investment Association Network There is also the Information Network of the Development Research Center of the State Council. This article also won the first prize of the 2002 Western China Humanities. The "enterprise development strategy" mentioned today is actually an extension of the article "Introduction to Enterprise Development Strategy." Since the "Introduction to Enterprise Development Strategy" has been published on the above website, especially by the Information Network of the Development Research Center of the State Council, and has won an award, it can at least be said that it will not have too many problems. Despite this, I dare not say that I am right, so I just want to discuss it with you here. Please do not be superstitious about what I am talking about, and be sure to keep your own independent thinking.
My center has five parts: the first part is the essence of enterprise development strategy, the second part is the strategic significance of enterprise development, the third part is the strategic content of enterprise development, the fourth part is the formulation of enterprise development strategy, and the fifth part is enterprise. Develop strategic innovation. The plan is to talk about the first two parts in the morning, and everyone will interact after the end; in the afternoon, after the three parts, after the talk, everyone will interact.
First of all, let me explain it, I will talk about it in a simple way, and the meaning is not easy to understand. For example: If I want to say "not only pay attention to intangible assets, but also pay attention to intangible resources", although everyone understands this sentence, it is not so easy to quickly understand the meaning of intangible resources, because what I am talking about is more general. , also relatively abstract. If you don't generalize or abstract, you can't finish it in such a short time. It takes an estimated 300 class hours to open this course at the university. Short time and more content must be summarized.
I would like to make a suggestion to you: It is best not to keep a record when listening to me. Just remember a point. In order to facilitate everyone's record, I will repeat all the points. After remembering the main points, concentrate on understanding what I mean. If you are interested after listening to it, you can go to the Internet to download the "Introduction to Enterprise Development Strategy." Telling everyone about a download method, the download method is very easy. After surfing the Internet, just write the words "Introduction to Enterprise Development Strategy" on the address bar and find it once you get it, because many websites have published this article. article. You can also go directly to the Information Network of the Development Research Center of the State Council. You can also go to the China Management Communication Network to download my e-book "New Theory of Enterprise Strategy". In this book, I have 70 articles about corporate strategy.
First, the essence of corporate development strategy
Before we explore the nature of corporate development strategy, we will explore the nature of strategy. The concept of "strategy" originally existed only in the military field. We know that there are several books devoted to the revolutionary war strategy in the Selected Works of Mao Zedong. We also know that the world's strategic masterpiece is the "strategic theory" of the British military theorist Liddell Ha. So what is strategy? The definitions of "strategy" by great men and experts and scholars in ancient and modern China and abroad are different, mainly in different angles. Based on their insights, I believe that the so-called "strategy" is a strategy for military integrity, long-term and basic issues in order to win the war with minimal loss and the shortest time. Everyone knows that war is going to die and tens of thousands of people die. In order to destroy the enemy to the utmost extent and save itself, the military leaders of any party involved in the war know that they cannot fight hard and must pay attention to the strategy. The "slaughter of the soldiers" in the book "The Son of the Sun" is to advocate the use of tricks. "Grandson" and "Thirty-six" are all about the use of soldiers. I want to see these two books either deeply or shallowly. I don't know if you have thought about such a problem: military schemes are big and small, big schemes are "strategies", and small schemes are "tactics." Liu Bei’s "Three Gu Mao" met with Zhuge Liang and asked to unify the world. Zhuge Liang analyzed the situation at that time and proposed to first win Jing and Yi as the base area, reform the politics internally, and jointly promote Sun Quan, Nan Fu Yi Yue, Xi He Zhu Hey, wait for the opportunity, and send troops to the Northern Expedition, thus unifying the national strategic thinking. This conversation is the famous "Longzhong". "Longzhong" is a strategy. Empty cities, grass boats, arrows, fires, and so on are tactics. There are three specific differences between strategy and tactics: strategy for the overall problem, tactics for local issues; strategy for long-term issues, tactics for short-term issues; strategy for basic issues, tactics for specific issues. In the war, you can't just focus on strategy, and you can't just pay attention to tactics. Of course, you can't just pay attention to technology. Only by flexible and flexible strategies, tactics and advanced technologies can we win.
How does the concept of "strategy" enter the corporate realm? Well-known enterprise expert Ansoff published "Enterprise Strategy" in 1965, and later published "Strategic Management Theory". Since then, the concept of "strategy" has been widely used in the corporate field. The military is engaged in war and the enterprises are engaged in competition. Although the two are essentially different, there is a word for "contention." Since enterprises must participate in competition, they must pay attention to the strategy in the competition. In the competition, the trick is to invest less and produce more. It is to live for a few more years and to develop rapidly. Corporate strategies also have size, big plans are corporate strategies, and small plans are corporate tactics. Few people in the corporate world use the concept of "corporate tactics", although it is rare but it exists objectively. Corporate strategies can't be big or small. The small tricks of the enterprise can only be called "corporate tactics." Corporate strategy, corporate tactics, corporate technology, which companies have these three things, but there are high and low.
"Corporate strategy" is a general term for various strategies in an enterprise, including development strategy, marketing strategy, competition strategy, cooperation strategy, brand strategy, financing strategy, technology development strategy, talent development strategy, and resource development strategy. The basic attributes of these strategies are the same, and they are all strategies for the overall, long-term, and fundamental problems of the enterprise, but the levels and perspectives are different. Don't think that corporate strategy is a competitive strategy, and competitive strategy is only part of the corporate strategy. In 1971, Professor Michael Porter of the United States published the famous "Competition Strategy." In this book, he puts forward three famous competitive strategies such as cost leadership, differentiation and goal concentration. This book has had a major impact on global companies. Many of China's textbooks on corporate strategy mainly focus on competitive strategies. In order to survive and develop, enterprises cannot only plan competition, and there are many aspects that need to be planned. Regardless of which aspect of the plan, as long as it involves the holistic, long-term, and basic issues, it belongs to the strategic category. "Strategy" focuses on a "slightly" word, "slightly" is a strategy, and the strategy involves holistic, long-term, and basic issues. There are holistic, long-term and basic problems in competition. There are also holistic, long-term and basic problems in other aspects of the enterprise. If you learn the "competition strategy", you think that the company only has the problem of competitive strategy, which is equivalent to the scorpion. The overall, long-term and basic problems of enterprises are relative. For example, marketing is a partial problem relative to corporate development issues; marketing is a holistic issue relative to advertising.
The enterprise development strategy is a kind of enterprise strategy, a strategy for enterprise development, and the most basic strategy of the enterprise. Enterprise development is the process of growth and growth, which includes both the increase of quantity and the change of quality. If we further adapt to market demand, if we further improve our competitiveness, how to expand our business scale, how to improve economic efficiency, if we optimize our management system, how to optimize incentives, how to strengthen cultural construction, etc., these problems are the face of enterprise development. problem. Corporate development issues include competition issues, but not just competition issues, but many other issues. Enterprise development also needs strategy. The strategy of enterprise development's overall, long-term and basic development is the enterprise development strategy. The enterprise development strategy has four characteristics: the first feature is holistic, the second feature is long-term, the third feature is basic, and the fourth feature is strategic. The wholeness is relative to the locality, the long-term is relative to the short-term, the basicity is relative to the specificity, and the strategy is relative to the conventional one. The enterprise development strategy must have these four characteristics at the same time. The lack of a feature is not a corporate development strategy. In 1999, the Fourth Plenary Session of the 15th CPC Central Committee clearly called for "strengthening the research on enterprise development strategy." Since then, enterprises have generally enhanced their awareness of development strategy and have paid more and more attention to corporate development strategy research.
It is necessary to be good at distinguishing between corporate development strategies and corporate development plans. The corporate development strategy is not a corporate development plan. What is the relationship between corporate development strategy and corporate development plan? The enterprise development strategy is the soul and program of the enterprise development plan. The former is the outline and the outline is the goal. The enterprise development strategy guides the enterprise development plan, and the enterprise development plan implements the enterprise development strategy. If you don't understand the relationship between corporate development strategy and corporate development plan, you can take a look at China's economic and social development strategy and economic and social development plan. In 1982, the party’s Twelve Reports systematically used the concept of "strategy." The "Report" clearly puts forward our country's strategic goals, strategic guidelines, strategic priorities and a series of strategic measures by the end of the century. The report of the 15th National Congress of the Communist Party of China used 11 natural sections to elaborate on China’s economic development strategy. The "Proposal of the Central Committee of the Communist Party of China on Formulating the Tenth Five-Year Plan for National Economic and Social Development" adopted by the Fifth Plenary Session of the 15th CPC Central Committee is essentially a strategy formulated by the Party Central Committee for the development of China's economy and society at the beginning of the century. With this strategy, there will be a later tenth five-year plan. Enterprise development strategy and enterprise development plan are also indispensable: without first formulating the enterprise development strategy, the enterprise development plan lacks the soul and program; if the enterprise development plan is not continued, the enterprise development strategy will be difficult to implement. The average company attaches importance to the development plan. This is correct, but it is not enough. The development strategy should also be taken seriously.
Second, the strategic significance of enterprise development
Why should we explore the theory of enterprise development strategy, and why should we strengthen the research on corporate development strategy? The reason is simple, because the corporate development strategy is very important. The world's enterprise management experts almost unanimously believe that enterprise development has entered the era of strategic success. The strategic significance of enterprise development is determined by the nature of the company's development strategy. Because the nature of enterprise development strategy has four characteristics, its significance is expressed in four aspects.
First, it is important to plan the overall development of the company. An enterprise is a whole composed of a number of interconnected and interacting parts. Local problems are local, and the whole has integral problems. The overall problem is not the sum of local problems. The holistic problem involves the relationship between local problems and local problems. The local problems involve the internal relations of local problems. Enterprise development faces many local problems, such as marketing issues, financing issues, management issues, technical issues, talent issues, institutional issues, competition issues, cultural construction issues, and so on. Enterprise development also faces many holistic issues, such as the direction, objectives, steps and means of development, the response to major environmental changes, the development, utilization and integration of resources, and the balance between production factors and business activities. Various basic relationships and contradictions are dealt with. Not solving the partial problem is equivalent to solving the holistic problem. These are two kinds of problems of different nature and cannot be replaced by each other. The local problems of enterprises and the overall problems cannot be completely separated. "Contradictory Theory" mentions that there are major contradictions in the development process of any thing. The main contradiction is both a partial problem and a holistic problem. In our country, after the end of the Cultural Revolution, reform and opening up are both partial problems facing our country. No one can say that the task of a country is to engage in reform and opening up; but it is also a holistic problem facing our country, because if not To solve this problem, what problems are not easy to handle, economic and social development is impossible. The local problem that is restricting the overall development is the holistic problem, and the local problem that can significantly drive the overall development is also a holistic problem. Planning for the overall problem is an important condition for the development of the enterprise. We must always grasp the overall development of the enterprise. The direction should not be biased, the target should not be wide, the road should not be bent, the resources should not be idle, the hearts of the people should not be scattered, the fuel tank should not be done, and everything should be considered. . When the manager does not want to lose sight of this, do not get into a partial problem can not come out. Study and think about local problems, we must be good at retreating, and we must seek governance and retreat. To solve any local problems, you have to drill in. How can you solve them without drilling? However, don't quit if you get into it, because the company faces too many problems, and ignoring any important issue will not work. Managers don't think that they can always grasp the overall development of the company. Only managers who see trees or forests are everywhere. Some managers pay attention to marketing, some managers pay attention to financing, some managers pay attention to technology, and some managers pay attention to management, which is not good for enterprises. It should be emphasized that many managers originally learned a certain professional knowledge and experienced a certain professional department. From the day they became a manager, there were great limitations. If they did not improve their overall awareness, they would not pay attention to the overall development of the company. The problem, then the company he leads will be difficult to get healthy development.
Second, it is important to plan the long-term development of the company. The company has a long life and a long life span. Investment and management should enhance the awareness of "longevity enterprise". In order to make enterprises "longevity", we must not only focus on short-term development issues, but also on long-term development issues. The long-term development problem of enterprises is not the sum of short-term development problems. It can solve long-term development problems without solving a series of short-term development problems, because long-term development problems are fundamentally different from short-term development problems. In order to "longevity", enterprises need to solve many problems objectively, mainly development direction problems, development goals, development steps, innovation problems, brand issues, reputation issues, talent development issues, and cultural construction issues. If you don't want to "longevity", you don't need to solve these problems, because it is very troublesome to solve these problems. All companies face a basic choice: Do you want longevity or hope for a short life? I hope that longevity will seriously solve the problems that long-lived enterprises need to solve objectively. It is indifferent to plan to live short. Companies that want longevity will be busy with the future. Not only must we think of the future problems in advance, but we must solve them in advance, because solving any problem requires a process, and solving a major problem requires a long process. In order to eat peaches, peach trees should be planted three years ago; in order to prevent old age, children must be born when they are young. The technology needed in the future needs to be developed in advance, and the market that needs to be needed in the future needs to be developed in advance. The talents needed in the future need to be developed in advance, and everything needed in the future needs to be done in advance. Some companies have already paid attention to the development of new products in advance. Although it is right to develop new products in advance, this is not enough. There are many things that need to be developed in advance. It is necessary to correctly handle the relationship between short-term interests and long-term interests. In the summer, farmers are not only busy in summer harvest, but also busy in summer. It is very interesting to study the summer farm work of farmers. There is a problem of time structure. Summer harvest is to pursue the current interests, and summer is to pursue future interests. The peasants know how to properly grasp this aging structure, not just the summer harvest, regardless of the summer. Many of our companies are often inferior to farmers in this respect, and companies that value harvesting and stalking are everywhere. It is difficult to predict the future by focusing on long-term development, but it is not impossible to predict the future. No one can imagine the accidents of the future, but they can always grasp the development trend of various things more or less. People without thought, he must worry about. Leaders don't care about the future of the company. They only know that "burning their eyebrows in front of their eyes" is tantamount to making a joke about the life of the company. It should be pointed out that there are many leaders who do not care about the future of the company. It is for this reason that there are too many enterprises that have closed down in a few years and more than a decade.
Third, it is important to grasp the basic issues in the overall and long-term planning of enterprise development. The problem of the enterprise is like a tree. The leaves grow on the branches, the branches grow on the branches, the branches grow on the branches, the small forks grow on the big forks, and the branches grow on the trunks. There are thousands of problems with the leaf, and there are hundreds of problems with the tree, and there are not many problems with the trunk. Although there are not many such problems, they are very important. The trunk smashed the branches and the leaves followed, and the trunks were folded and the leaves followed. The trunk problem is the basic problem of the tree, which determines many problems of the tree. The tree species problem is the most basic problem of the tree. The intrinsic quality and external appearance of the tree, the use value and life cycle of the tree, and the ability of the tree to adapt to cold, heat, acid, alkali and other environments are all related to the tree species. You can't expect to grow ginkgo trees from the jujube core, nor can you make poplar seedlings grow out of mahogany. Many people only pay attention to the daily management of trees, pipe soil, pipe fertilizer, pipe water, pipe wind, pipe roots, pipe trunks, pipe branches, pipe leaves, tube heat, tube cold, tube disaster, tube disease, etc., however, All this management is only meaningful if the tree species are selected. Every business also has problems similar to trunks and tree species. We must grasp and solve such problems. Only by solving such problems will we not have major mistakes, and we will realize leap-forward development. If we solve such problems, we will be busy and busy. Even if the company is not busy, it will not be pulled down. Our party and the country have always attached importance to basic issues. For example, the report of the 15th National Congress of the Communist Party of China stated that China is in the early stage of socialism and put forward the basic line and basic program of the party in the early stage of socialism. It is very important to ask these two basic things. Imagine that there are so many problems facing the whole party and the whole country. If we do not solve the basic problems first, how can we achieve world-renowned development. Many truths in the world are connected. The party and the state attach importance to basic issues. Enterprises must also pay attention to basic issues. Since we attach importance to basic issues, we must work hard on basic issues. Business leaders need to increase their awareness of major decisions. Don't just pay attention to the things that have already been decided, but also pay attention to whether the decision itself is faulty. In particular, pay attention to whether the major decisions are faulty. Don't just get rid of the difficulties, but also pay attention to eradicating the root causes of the difficulties.
Fourth, it is important to strengthen strategies when researching corporate development. Competition requires strategy, and development requires strategy. Which company wants to develop faster, this requires strengthening the strategy. Strategy is not a theory of moving, not a rigid experience, not a subjective imagination after a fever, not a conventional idea, not a hollow slogan, but a correct, practical, novel, and peculiar solution. When researching enterprise development, we should come up with some solutions that are correct, real, new and strange. "Yes" refers to the correct, "real" refers to the reality, "new" refers to innovation, and "odd" refers to peculiarity. Only the strategy of "right, real, new, and strange" is a brilliant strategy. Only the enterprise development strategy of "right, real, new, and odd" is the development of a brilliant enterprise. strategy. The strategy depends on wisdom. Knowledge contains knowledge, but knowledge itself is not wisdom. There is a fundamental difference between wisdom and knowledge. Many military strategists have the knowledge of "empty city", but they cannot say that they have the wisdom of Zhuge Liang. Wisdom is a astute response to changes in subjective and objective conditions, a flexible use of theoretical knowledge and advanced experience, and a prophet is wisdom. Many companies operate the same products, why do they make big money, and some don't make money? There is one important reason: to be the first to operate, or to follow the imitation. If you produce a product, it will be difficult to make money. If you use a marketing method, it will be difficult to make money. To develop and to innovate, enterprises must respect wisdom, develop wisdom, and apply wisdom. It is necessary to use intelligence to build enterprises and to be smart. Wisdom is big and small, and strategy is high and low. Planning for the development of the enterprise is as follows. It is also a trick to play chess, but his method of recruiting and the national champion is not the same. Business leaders are planning to develop their businesses. They can't be arrogant, self-proclaimed, self-righteous, and complacent. The better the enterprise development strategy, the better, the better, the newer the better, the more surprising the better. The Party Central Committee called on us to strengthen the research on enterprise development strategy, not because the majority of enterprises have no development strategy, but hope that the majority of enterprises will make their existing development strategies more brilliant. Production Scale and Economic Benefits Leading companies in a region should not be content with existing development strategies, as existing development strategies do not necessarily lead companies to lead in larger markets. The current development momentum of the company is not to be satisfied with the existing development strategy, because today's situation is not equal to tomorrow's situation.
Third, the corporate development strategy content
To study the development strategy, enterprises must first face such a problem: What is the content of the enterprise development strategy? Like military strategy, corporate development strategies are also flexible. Corporate development strategies vary from time to time, from place to place, from person to person, from event to case, without fixed content, and without a fixed model. The strategy is indeterminate. Formulating a corporate development strategy is a quiz: a low-intelligence IQ, a high IQ, a breakthrough; a low IQ, a high IQ. The content of the enterprise development strategy should obey and serve the enterprise development itself. As long as it is conducive to the development of the enterprise, what content should be included, what content should be focused on what content should be focused on, and what core content should be highlighted. In order to understand the content of the corporate development strategy, I suggest you refer to the economic development strategy. Although China's economic development strategy is relatively systematic and relatively stable, it will always increase or adjust some key contents in different periods. For example, it sometimes increases the content of rejuvenating the country through science and education and sustainable development, and sometimes increases the implementation of active finance. The content of the policy sometimes increases the content of large-scale development and urbanization in the western region, and sometimes increases the content of informatization. The economic development strategy of a country in different periods is different, and the economic development strategies of different countries are even more different. Although the economic development strategy and the enterprise development strategy are different in nature, the basic methods of planning are the same. This basic method is flexible and maneuverable. The enterprise development strategy is a personalized thing, a business is the same; it is something that keeps pace with the times, a period of time. Since the content of the corporate development strategy is not fixed, then there is no need to find its model. Enterprise management can use some ready-made models, and the enterprise development strategy can not use the ready-made model. Although we should not deliberately pursue the strategic content of corporate development, we should grasp the basic aspects involved in the corporate development strategy. Different people have different approaches to the aspects of enterprise development strategy. I am used to summarizing it into three aspects, namely, the enterprise development strategy involves three aspects of what the enterprise is doing in the medium and long term, what it depends on and how to do it.
Planning for a medium- and long-term business is to set a good position. The market has changed, and even the emperor’s daughter is married. It is important for enterprises to develop and position. Positioning is to solve the direction and goals of development. Enterprise development must have the right direction, not like kites in the air, taxis on the road. The development direction of the enterprise should reflect the changes in the environment, and it must conform to the development trend. To avoid the reality, it is necessary to avoid weaknesses, to foster strengths and avoid weaknesses, and to adhere to specialization, precision, speciality and newness. Enterprise development must have medium and long-term goals, and the goals should be in line with the direction, but different from the direction. For example, large valves can be used as a development direction, but large valves cannot be considered as development goals. The goal is the degree of development of the time, and to what extent the large valves will be developed, which is the development goal. The development goal is the unity of development direction and development level. According to the law of winners and the rules of modern positioning, it is best for a company to compete in the target market and what kind of industry. If you can't strive to count one tree in the whole, then you must strive to count one in two. It is an important development trend for the majority of SMEs to strive for one of the best in one aspect. The South refers to such enterprises as "little giants." . Positioning should be accurate: set a good position, less affected; set a wrong position, the effort is in vain. The positioning of enterprise development is better than cutting meat. There is an idiom in China called "a good job." Cut the meat to find the gap, cut the meat in the gap, you can easily cut it, and it will take a lot of effort to cut the bone. Enterprise positioning also needs to find market gaps, find market space, and find the biggest development space. . Don't think how easy it is to develop a position. In fact, it is not easy to get a good development position. . Many companies are reluctant to work hard in the development of positioning, do not work hard in this area, in other aspects such as marketing efforts to be big, this is very uneconomical. The positioning is mainly to solve core business problems. Enterprises can also carry out a variety of businesses, but not many core businesses. Can engage in diversified operations, but can not engage in multi-core operations. Promoting other businesses with core business and promoting core business with other businesses is the success of many advanced companies. Positioning is phased, and different stages of development should have different positioning. Once you have set your position, you should try your best to implement it, but the best positioning can't be fixed. There are many ways to locate, and the positioning is indeterminate. Positioning looks simple and actually complicated. Many companies believe that their positioning is correct. In fact, there are big problems that are enough to make them slow or fail. Positioning is a special skill, you need to learn well, practice well, and need to consult well if necessary.
Planning for a medium- and long-term business depends on broadening resources. Wide open resources are an important aspect of the company's development strategy. It does not open up resources. The best positioning is also the passive water and the rootless wood. It is the mission of the company to set up four potential resources and benefit the eight parties. It is necessary to establish a large resource concept: not only attaching importance to material resources, but also attaching importance to spiritual resources; not only paying attention to economic resources, but also attaching importance to political resources; not only paying attention to physical resources but also intellectual resources; not only internal resources, but also internal resources must be emphasized. Pay attention to external resources; not only pay attention to real resources, but also pay attention to potential resources; not only direct resources but also indirect resources; not only space resources but also time resources; not only tangible resources but also intangibles Resources. The speed of enterprise development is directly proportional to the importance attached to resources. Some enterprise leaders only pay attention to a limited number of resources, especially those that can only grasp the relationship between land, capital, labor, and government departments. It may be very fast. The speed of enterprise development is also proportional to the degree of integration of resources. Enterprise development is inseparable from various resources, and these resources are often in a state of implicit dispersion. It is very important to make them organically combined and used by enterprises. We must make good use of resources and make good use of resources by wisdom. Make good use of resources to keep pace with the times and emancipate the mind. If you only pay attention to the resources that everyone knows, then you can only compete fiercely with others for resources. Widespread resources also include grasping opportunities. Good opportunities are a kind of time resources, and they cannot be lost. Grasping the opportunity is not waiting for opportunities. It is not the quality that entrepreneurs should have. To be good at choosing opportunities, not all opportunities are conducive to the development of enterprises, and those that are most conducive to the development of enterprises are those related to development orientation. Being led by an opportunity is a blind move. Too much emphasis on opportunities is opportunism. It should be acknowledged that there is a great opportunistic tendency in the ranks of managers. For example, some bosses are hot when they encounter a so-called "good project". They rarely think about whether the company has the necessary or not the ability to undertake such projects. Many projects were completed shortly after they were launched, which was caused by opportunism in development.
To plan how to do business in the medium and long term is to formulate strategic measures. The strategic measure is the guarantee of positioning, the embodiment of making good use of resources, and the key and vivid part of the enterprise development strategy. Where to start, where to start, what to do first, what to do, what to focus on, what to do, what policies to apply, what strategies to use, how to plan, how to operate, etc., these are all planned when planning strategic measures The problem. Institutions, mechanisms, technologies, equipment, talent, manpower, marketing, logistics, public relations, information, culture, and financing are all issues that need to be addressed when developing strategic measures. The strategic issue is not fixed, and what issues are involved in the question. It is best to find new problems, and only when new problems are discovered can we study new measures. Strategic measures should focus on the key points. The strategic measures are not too much attention, only the spirit, it is best to solve a big problem. When there are more than one measure, people are overwhelmed. The result is equal to zero, which is equal to what measures are not. All measures are taught in textbooks, and textbooks are not strategies. Strategic measures must be combined with each other. Military strategy pays attention to harmony and wins. It is the conventional approach, and the odd is a peculiar approach. You can only use a conventional method to fight at best, you can only use a peculiar approach. The strategic measures for enterprise development must also take into account the positive and the odd, the conventional measures can not be without, the strange measures can not be unreasonable. Peculiar strategic measures can save money, labor, and time, and the particularly high-tech strategic measures can be used in four thousand. In order for strategic measures to be unique, innovation is a breakthrough. . Strategic measures should be based on qualitative. Strategic measures must also be operational, but this operability is different from tactical operability.
Fourth, the development strategy of the enterprise
There is no fixed order for developing a corporate development strategy. Generally speaking, it has to go through four stages: strategic investigation, strategy proposal, strategic consultation, and strategic decision-making.
Strategic investigations must have a broad vision and long-term vision. We must consciously break through the shackles of traditional concepts, and we must make good use of intuition and flexible thinking. The strategic investigation mainly clarifies the following issues: real market demand and potential market demand, realistic competitors and potential competitors, real enterprise resources and potential enterprise resources, actual advantages and potential advantages, actual major problems and potential major problems. Strategic investigations need to find out the links between things, including spatial connections as well as time links; both physical and intangible links. Strategic investigations are divided into internal investigations and external investigations. Internal investigations should be good at grasping basic issues, major issues, and key issues. External investigations should be good at grasping various factors related to corporate development. External surveys should be good at using the Internet.
On the basis of strategic investigation, a draft enterprise development strategy should be proposed.企業發展戰略草案不需要很具體、很完整、很嚴謹，但一定要把核心戰略說清楚。在企業發展戰略中核心戰略最重要，核心戰略是針對企業主要矛盾提出的戰略，核心戰略不明確、不正確、不高明，其他戰略再好也不會有多大用處。提出企業發展戰略草案對有關人員是一次重大考驗，要求提出者富有責任心和事業感，富有新思想和大勇氣；要求聽取者虛懷若谷、深思熟慮，不要墨守成規、排新妒異。提出企業發展戰略草案的過程是充分溝通的過程，在溝通過程中要強調充分發表意見，不要強調集中統一；要保護髮言權力，不要濫用行政權力。
為防止戰略失誤、提高戰略水平，企業在提出發展戰略草案之後、確定發展戰略之前，需要就整個戰略或其中部分問題徵求社會有關方面的意見，尤其是業內專家和戰略專家的意見。鑒於內部戰略研究能力有限，有些企業委託諮詢機構研究企業發展戰略。採取這種方式，一定要選好諮詢機構。選擇諮詢機構要不唯名、不唯大、只唯能。即使採取這種方式，在他們提交研究報告之後，除了內部充分討論，也要再適當徵求外部有關方面的意見。
發展戰略決策對企業發展具有里程碑意義。為了企業的整體利益和長遠利益，在決策企業發展戰略時要充分發揚民主，廣泛聽取各部門意見，尤其是不同意見。企業發展戰略應該由企業領導集體決策。企業發展戰略一旦確定，就要下決心組織實施，並在一定時期內保持相對穩定。實施企業戰略往往遇到傳統習慣勢力的反對，在反對意見面前不能動搖。企業發展戰略需要在內部組織培訓。企業發展戰略也需要有選擇地對外宣傳。
五、企業發展戰略創新
象技術、管理、行銷等需要不斷創新一樣，企業發展戰略也需要不斷創新。企業發展戰略創新是企業的基本性創新。企業發展戰略創新就是研究制定新的企業發展戰略。企業發展戰略應該保持相對穩定，保持相對穩定並不意味著一成不變。
企業發展戰略創新是為了應對外部環境和內部條件的重大變化。任何企業發展戰略都是針對一定的外部環境與內部條件制定的。當外部環境或內部條件發生重大變化時，毫無疑問就應該與時俱進、調整或重新制定發展戰略。我們所處的時代是變化速度空前加快的時代，中國入世又使中國企業融入了變化多端的國際市場，這就使企業發展戰略創新顯得格外重要。在經營過程中，企業內部條件發生原來意想不到的重大變化也是常有的事，如果發生了這種變化也要調整或更新原有的發展戰略。
企業發展戰略創新也是為了提高戰略水平。企業各項工作都要上水平，發展戰略更要上水平。企業發展戰略水平決定企業各項工作水平。智慧有大小，戰略有高低。企業發展戰略存在著水平差異，甚至是相當大的水平差異。企業發展戰略創新是為了擁有更高明的企業發展戰略。
企業發展戰略創新取決於企業領導觀念轉變。企業普遍需要發展戰略創新，有的需要重新定位，有的需要重新整合資源，有的需要重新制定戰略措施等。可是，由於企業領導或多或少地存在保守觀念，企業發展戰略創新往往提不到議事日程。要想獲得更好的企業發展戰略，領導者應該首先向自己的保守觀念挑戰。
企業發展戰略創新也源於企業領導的動力、魄力和毅力。從某種意義上講，企業發展戰略創新是企業再造工程，是一項具有很大風險、困難和阻力的系統工程。企業領導如果沒有強烈的事業心、責任感，沒有排除各種困難和阻力的魄力，沒有堅韌不跋的毅力，就很難下定這種決心。 創新難，守舊也難。創新難的是成功，守舊難的是生存。如今我們已進入創新時代，許多企業都在努力創新，守舊型的企業一般只能活幾年。
篇二：企業發展演講稿
Good evening, everybody!
我叫xxx，作為一名xx的普通員工，此時此刻的我感到無比的高興與自豪，在辭去舊歲迎接新春的時刻祝願公司生意興隆，事業亨通；並同時祝願公司領導及全體員工身體健康，吉祥如意!
言歸正傳，我帶給大家的演講是《我與xx同發展》。
聽，2010的鐘聲就要敲響，神州大地一派歌舞昇平；看，2010的春天即將來到，xx公司一片欣欣向榮。時光荏苒，轉眼間，公司已風風雨雨走過了十多個年頭。xx今天的輝煌，難道不是在公司各級領導的精明指引和員工的不懈努力下，澆鑄了多少汗水和淚水才換回的碩果嗎？
不斷銳意創新，勇創佳績，這就是我們xx。在此，我不得不說一聲：xx，我愛您！是您把來自五湖四海的我們團結在了一起，也是您教會了我們在困難面前努力拚搏與奮鬥，更是您--xx讓我重獲新生，在不斷地自我完善過程中找到了新方向，新發展，新目標！我們深深懂得，xx的每一次發展與壯大是我們每一個普通員工最大的驕傲，xx的每一次成長與進步更是我們每一個普通員工最終的夢想。我們永遠相信，思想有多遠，我們就有信心讓xx走多遠。
效率上去了，我們笑了；業績提升了，我們笑了；xx繁榮了，我們笑了！員工是xx的種子，是xx鮮活生命的傳承延續；xx是員工的雨露，是員工茁壯成長的堅實臂膀。所以，站在第一條戰線的我們必須要更加勤奮地工作，愛崗敬業，為xx的美好未來獻計獻策，為xx的加速騰飛添磚加瓦，貢獻自己的每一份力量。凡事“不要問xx給了我們什麼，問問自己給xx做了些什麼”。
眾所周知，21世紀充滿著無數的機遇與挑戰，在感懷2009收穫的同時，我們不得不殫精竭力，一步一個腳印與我們最最熱愛的xx一同成長。
我真的很榮幸加入xx，雖然自己有著很多的缺點和不足，但我想，因為有了xx，我才能挺直腰板，站在這裡發下豪言壯語，也正是因為有了xx，我才能自信滿滿，繼續衝鋒在最前線，為xx的發展保駕護航。
最後，願我們大家共同攜手為xx的騰飛撐起一片藍天！讓我們以蓬勃的朝氣和奮發的鬥志來迎接這嶄新的一年吧！我堅信：xx的明天一定，一定更加美好。
篇三：企業發展演講稿
Dear listeners:
你們好，很高興能獲得這樣一個機會在這裡進行一次以“創新與發展”為主題的演講。我演講的題目是《企業的創新和可持續發展》。
創新和可持續發展是近幾年咱們國家提的頻率最高的辭彙之一，由於我的人生規劃是在商業領域有所發展，並且我希望有一天自己可以成為伍妹電子書店的執行長。所以今天我就淺談一下關於企業創新和可持續發展的我個人的一點看法。
在今天這個高度競爭的世界，全球化的趨勢導致競爭局面不斷擴張的情況下，我們的企業處於一個需要不斷滿足顧客需求的時代。因為顧客的需求越來越細越來越多，我們不得不永不停息的搜尋最好的產品和服務來滿足顧客多元化的需求。只有抓住了客戶我們的企業才能更好的生存，顧客是企業的生命之源。可是我們怎樣才能不斷地滿足客戶呢？也許答案有成千上萬種，但創新是一切最優答案的根本。現在“創新或死
亡”成了很多產業部門的格言，儘管世界對創新的興趣如此的高漲，儘管這幾年新的產品新的服務層出不窮的在市場湧現，但人們是否真的理解創新呢？很多人對創新的認識存在著一個缺失，他們很可能在潛意識裡把創新與發明混為一談。著名創業家迪恩.卡曼說：真正的創新是讓人們做他們從來沒有想過的事情。進一步說人們買的不是發明和技術，而是能夠解決問題的創新和辦法。因此即使你的產品再好你的服務策劃方案再多么完美，如果顧客認為那不是解決他們問題的好方法，那么這個創新就失去了存在的意義。James.collins和Jerry.Porras的暢銷書《基業長青》里兩位作者對世界上以創新著稱，長盛不衰的企業像3M公司惠普公司強生公司作了詳細調查，發現這些企業“並不是通過詳盡的戰略計畫，而是通過嘗試、錯誤和機會，準確地說就是意外來作出最佳方案。”創新很多時候需要資金，創新也意味著冒風險，而企業家要抓住的是風險中透漏出的成功機會。創新與供應無關，而是與需求有關。明白了這一點我們創新就不再那么盲目，成功的機率也就增大了。
創新是企業可持續發展的核心。這是國內許多專業人士的看法。現實中有許多活生生的例子。為什麼Google能在短短几年內就得到飛速的迅猛發展？為什麼微軟總裁李開復要跳槽去Google就職？ Innovation!這家公司以瘋狂的產品創新速度迅速樹立起Google這個品牌。 Google公司的彈性工作制度為創新提供了良好的環境。創新使Google實現了跨越式可持續發展。我記得三年前中國的騰訊網盈利模式還比較老套，我玩QQ的時候感覺滿足不了我的需求，從此三年來再也沒有上過騰訊QQ，三年後的今天我讀了大學，因交際需要再次登入QQ，騰訊公司產業模式的變化神速完全出乎我的意料。我花了一段時間才適應並滿意地接受騰訊帶給我的優質的多元化服務。我想創新是騰訊利潤年年穩步上升的重要原因，更重要的是他們在源源不斷的利用新技術新手段滿足客戶的需求，鞏固著老客戶，不斷開拓著新的客源我們天天講要創新，但不能盲目的創新，我們要找到創新和可持續發展之間締結的紐帶，那就是需求。這是一個目標市場不斷細分的年代，企業要抓住目標市場要細分目標市場，理解需求深度挖掘需求，然後滿足需求。而滿足需求的最佳方式是創新。沒有任何一個行業是長期靜止不變的，更不用說我們取悅客戶的方式了，一旦沒有了創新我們只有被顧客拋棄，可持續發展也就成了一紙空話。只有創新才能跟上顧客不斷翻新的需求，只有滿足了顧客需求的企業才能更好的可持續發展。
先前在某本書上看到過“破壞性技術”這個詞，各行業時不時地總會有那么一項新的技術創造出來墊顛覆整個企業界，這項創新是如此的強大乃至它可以引起一場巨大的商業變革，改變某些產業的面貌，最終有些新的企業產生，又有另一些既有的企業消亡。譬如攝像頭的發明創
新，譬如iPod播放器的熱銷，譬如模板技術的開發成功。
如果我們想使一個企業成功，獲得可觀的利潤，那么我們就必須在創新上不僅關注其播種、成長，更要重視收穫結果。只有搞出來的創新可以解決顧客的問題，真正與市場需求相結合，實現商業化運作，才能更好的實現企業可持續發展。
Managers are good!
I am very happy to meet everyone and I am very happy to discuss the issue of corporate development strategy with you.
I have to work hard to achieve two things today: first, to help you increase the basic knowledge of some corporate development strategies; second, to help you solve some of the actual business development strategies.
In recent years, although enterprise management training activities can be said to be in full swing, there are "one more and one less" phenomena: more is the professional knowledge training required by employees, and less is the strategic knowledge training required by managers. There is even less training in enterprise development strategy knowledge.
Less knowledge of enterprise development strategy knowledge is related to the immature theory of enterprise development strategy. Although the Party Central Committee has issued a call to "strengthen the research on corporate development strategy" for several years, so far, there is no book in the bookstore that systematically discusses the development strategy of the enterprise. What can be seen is the competition strategy or business strategy. book of. This is a regrettable thing. Without such a book as a guide, it is very inconvenient for everyone to study the corporate development strategy.
In such a situation, I am also talking about the development strategy of the enterprise, because it is difficult to find reference materials. However, it also has the advantage that there is no frame to explore and innovate. What I am talking about today is mainly my own consulting sentiment. It is something that I have realized during my eight-year strategic consultation process. There is no such plagiarism that is commonplace, but it is self-contained. Although I am quite new, I can't guarantee it correctly. It is for your reference only. In order to carry forward academic democracy, I am only making a speech at the center. I will not make a speech. After the speech, please comment. I believe that through today's seminars, we can all deepen our understanding of the company's development strategy.
Please rest assured that the content I am going to talk about today is still somewhat certain, because its core views have been tested for more than a year. A year ago, I wrote an article titled "Introduction to Corporate Development Strategy." So far, this article has been published on the following core websites: China Marketing Communication Network, World Managers Digest Network, World Manager Network, China Management Communication Network, Shanghai National Accounting Institute Network, Guanghua Management Network, China Investment Association Network There is also the Information Network of the Development Research Center of the State Council. This article also won the first prize of the 2002 Western China Humanities. The "enterprise development strategy" mentioned today is actually an extension of the article "Introduction to Enterprise Development Strategy." Since the "Introduction to Enterprise Development Strategy" has been published on the above website, especially by the Information Network of the Development Research Center of the State Council, and has won an award, it can at least be said that it will not have too many problems. Despite this, I dare not say that I am right, so I just want to discuss it with you here. Please do not be superstitious about what I am talking about, and be sure to keep your own independent thinking.
My center has five parts: the first part is the essence of enterprise development strategy, the second part is the strategic significance of enterprise development, the third part is the strategic content of enterprise development, the fourth part is the formulation of enterprise development strategy, and the fifth part is enterprise. Develop strategic innovation. The plan is to talk about the first two parts in the morning, and everyone will interact after the end; in the afternoon, after the three parts, after the talk, everyone will interact.
First of all, let me explain it, I will talk about it in a simple way, and the meaning is not easy to understand. For example: If I want to say "not only pay attention to intangible assets, but also pay attention to intangible resources", although everyone understands this sentence, it is not so easy to quickly understand the meaning of intangible resources, because what I am talking about is more general. , also relatively abstract. If you don't generalize or abstract, you can't finish it in such a short time. It takes an estimated 300 class hours to open this course at the university. Short time and more content must be summarized.
I would like to make a suggestion to you: It is best not to keep a record when listening to me. Just remember a point. In order to facilitate everyone's record, I will repeat all the points. After remembering the main points, concentrate on understanding what I mean. If you are interested after listening to it, you can go to the Internet to download the "Introduction to Enterprise Development Strategy." Telling everyone about a download method, the download method is very easy. After surfing the Internet, just write the words "Introduction to Enterprise Development Strategy" on the address bar and find it once you get it, because many websites have published this article. article. You can also go directly to the Information Network of the Development Research Center of the State Council. You can also go to the China Management Communication Network to download my e-book "New Theory of Enterprise Strategy". In this book, I have 70 articles about corporate strategy.
First, the essence of corporate development strategy
Before we explore the nature of corporate development strategy, we will explore the nature of strategy. The concept of "strategy" originally existed only in the military field. We know that there are several books devoted to the revolutionary war strategy in the Selected Works of Mao Zedong. We also know that the world's strategic masterpiece is the "strategic theory" of the British military theorist Liddell Ha. So what is strategy? The definitions of "strategy" by great men and experts and scholars in ancient and modern China and abroad are different, mainly in different angles. Based on their insights, I believe that the so-called "strategy" is a strategy for military integrity, long-term and basic issues in order to win the war with minimal loss and the shortest time. Everyone knows that war is going to die and tens of thousands of people die. In order to destroy the enemy to the utmost extent and save itself, the military leaders of any party involved in the war know that they cannot fight hard and must pay attention to the strategy. The "slaughter of the soldiers" in the book "The Son of the Sun" is to advocate the use of tricks. "Grandson" and "Thirty-six" are all about the use of soldiers. I want to see these two books either deeply or shallowly. I don't know if you have thought about such a problem: military schemes are big and small, big schemes are "strategies", and small schemes are "tactics." Liu Bei’s "Three Gu Mao" met with Zhuge Liang and asked to unify the world. Zhuge Liang analyzed the situation at that time and proposed to first win Jing and Yi as the base area, reform the politics internally, and jointly promote Sun Quan, Nan Fu Yi Yue, Xi He Zhu Hey, wait for the opportunity, and send troops to the Northern Expedition, thus unifying the national strategic thinking. This conversation is the famous "Longzhong". "Longzhong" is a strategy. Empty cities, grass boats, arrows, fires, and so on are tactics. There are three specific differences between strategy and tactics: strategy for the overall problem, tactics for local issues; strategy for long-term issues, tactics for short-term issues; strategy for basic issues, tactics for specific issues. In the war, you can't just focus on strategy, and you can't just pay attention to tactics. Of course, you can't just pay attention to technology. Only by flexible and flexible strategies, tactics and advanced technologies can we win.
How does the concept of "strategy" enter the corporate realm? Well-known enterprise expert Ansoff published "Enterprise Strategy" in 1965, and later published "Strategic Management Theory". Since then, the concept of "strategy" has been widely used in the corporate field. The military is engaged in war and the enterprises are engaged in competition. Although the two are essentially different, there is a word for "contention." Since enterprises must participate in competition, they must pay attention to the strategy in the competition. In the competition, the trick is to invest less and produce more. It is to live for a few more years and to develop rapidly. Corporate strategies also have size, big plans are corporate strategies, and small plans are corporate tactics. Few people in the corporate world use the concept of "corporate tactics", although it is rare but it exists objectively. Corporate strategies can't be big or small. The small tricks of the enterprise can only be called "corporate tactics." Corporate strategy, corporate tactics, corporate technology, which companies have these three things, but there are high and low.
"Corporate strategy" is a general term for various strategies in an enterprise, including development strategy, marketing strategy, competition strategy, cooperation strategy, brand strategy, financing strategy, technology development strategy, talent development strategy, and resource development strategy. The basic attributes of these strategies are the same, and they are all strategies for the overall, long-term, and fundamental problems of the enterprise, but the levels and perspectives are different. Don't think that corporate strategy is a competitive strategy, and competitive strategy is only part of the corporate strategy. In 1971, Professor Michael Porter of the United States published the famous "Competition Strategy." In this book, he puts forward three famous competitive strategies such as cost leadership, differentiation and goal concentration. This book has had a major impact on global companies. Many of China's textbooks on corporate strategy mainly focus on competitive strategies. In order to survive and develop, enterprises cannot only plan competition, and there are many aspects that need to be planned. Regardless of which aspect of the plan, as long as it involves the holistic, long-term, and basic issues, it belongs to the strategic category. "Strategy" focuses on a "slightly" word, "slightly" is a strategy, and the strategy involves holistic, long-term, and basic issues. There are holistic, long-term and basic problems in competition. There are also holistic, long-term and basic problems in other aspects of the enterprise. If you learn the "competition strategy", you think that the company only has the problem of competitive strategy, which is equivalent to the scorpion. The overall, long-term and basic problems of enterprises are relative. For example, marketing is a partial problem relative to corporate development issues; marketing is a holistic issue relative to advertising.
The enterprise development strategy is a kind of enterprise strategy, a strategy for enterprise development, and the most basic strategy of the enterprise. Enterprise development is the process of growth and growth, which includes both the increase of quantity and the change of quality. If we further adapt to market demand, if we further improve our competitiveness, how to expand our business scale, how to improve economic efficiency, if we optimize our management system, how to optimize incentives, how to strengthen cultural construction, etc., these problems are the face of enterprise development. problem. Corporate development issues include competition issues, but not just competition issues, but many other issues. Enterprise development also needs strategy. The strategy of enterprise development's overall, long-term and basic development is the enterprise development strategy. The enterprise development strategy has four characteristics: the first feature is holistic, the second feature is long-term, the third feature is basic, and the fourth feature is strategic. The wholeness is relative to the locality, the long-term is relative to the short-term, the basicity is relative to the specificity, and the strategy is relative to the conventional one. The enterprise development strategy must have these four characteristics at the same time. The lack of a feature is not a corporate development strategy. In 1999, the Fourth Plenary Session of the 15th CPC Central Committee clearly called for "strengthening the research on enterprise development strategy." Since then, enterprises have generally enhanced their awareness of development strategy and have paid more and more attention to corporate development strategy research.
It is necessary to be good at distinguishing between corporate development strategies and corporate development plans. The corporate development strategy is not a corporate development plan. What is the relationship between corporate development strategy and corporate development plan? The enterprise development strategy is the soul and program of the enterprise development plan. The former is the outline and the outline is the goal. The enterprise development strategy guides the enterprise development plan, and the enterprise development plan implements the enterprise development strategy. If you don't understand the relationship between corporate development strategy and corporate development plan, you can take a look at China's economic and social development strategy and economic and social development plan. In 1982, the party’s Twelve Reports systematically used the concept of "strategy." The "Report" clearly puts forward our country's strategic goals, strategic guidelines, strategic priorities and a series of strategic measures by the end of the century. The report of the 15th National Congress of the Communist Party of China used 11 natural sections to elaborate on China’s economic development strategy. The "Proposal of the Central Committee of the Communist Party of China on Formulating the Tenth Five-Year Plan for National Economic and Social Development" adopted by the Fifth Plenary Session of the 15th CPC Central Committee is essentially a strategy formulated by the Party Central Committee for the development of China's economy and society at the beginning of the century. With this strategy, there will be a later tenth five-year plan. Enterprise development strategy and enterprise development plan are also indispensable: without first formulating the enterprise development strategy, the enterprise development plan lacks the soul and program; if the enterprise development plan is not continued, the enterprise development strategy will be difficult to implement. The average company attaches importance to the development plan. This is correct, but it is not enough. The development strategy should also be taken seriously.
Second, the strategic significance of enterprise development
Why should we explore the theory of enterprise development strategy, and why should we strengthen the research on corporate development strategy? The reason is simple, because the corporate development strategy is very important. The world's enterprise management experts almost unanimously believe that enterprise development has entered the era of strategic success. The strategic significance of enterprise development is determined by the nature of the company's development strategy. Because the nature of enterprise development strategy has four characteristics, its significance is expressed in four aspects.
First, it is important to plan the overall development of the company. An enterprise is a whole composed of a number of interconnected and interacting parts. Local problems are local, and the whole has integral problems. The overall problem is not the sum of local problems. The holistic problem involves the relationship between local problems and local problems. The local problems involve the internal relations of local problems. Enterprise development faces many local problems, such as marketing issues, financing issues, management issues, technical issues, talent issues, institutional issues, competition issues, cultural construction issues, and so on. Enterprise development also faces many holistic issues, such as the direction, objectives, steps and means of development, the response to major environmental changes, the development, utilization and integration of resources, and the balance between production factors and business activities. Various basic relationships and contradictions are dealt with. Not solving the partial problem is equivalent to solving the holistic problem. These are two kinds of problems of different nature and cannot be replaced by each other. The local problems of enterprises and the overall problems cannot be completely separated. "Contradictory Theory" mentions that there are major contradictions in the development process of any thing. The main contradiction is both a partial problem and a holistic problem. In our country, after the end of the Cultural Revolution, reform and opening up are both partial problems facing our country. No one can say that the task of a country is to engage in reform and opening up; but it is also a holistic problem facing our country, because if not To solve this problem, what problems are not easy to handle, economic and social development is impossible. The local problem that is restricting the overall development is the holistic problem, and the local problem that can significantly drive the overall development is also a holistic problem. Planning for the overall problem is an important condition for the development of the enterprise. We must always grasp the overall development of the enterprise. The direction should not be biased, the target should not be wide, the road should not be bent, the resources should not be idle, the hearts of the people should not be scattered, the fuel tank should not be done, and everything should be considered. . When the manager does not want to lose sight of this, do not get into a partial problem can not come out. Study and think about local problems, we must be good at retreating, and we must seek governance and retreat. To solve any local problems, you have to drill in. How can you solve them without drilling? However, don't quit if you get into it, because the company faces too many problems, and ignoring any important issue will not work. Managers don't think that they can always grasp the overall development of the company. Only managers who see trees or forests are everywhere. Some managers pay attention to marketing, some managers pay attention to financing, some managers pay attention to technology, and some managers pay attention to management, which is not good for enterprises. It should be emphasized that many managers originally learned a certain professional knowledge and experienced a certain professional department. From the day they became a manager, there were great limitations. If they did not improve their overall awareness, they would not pay attention to the overall development of the company. The problem, then the company he leads will be difficult to get healthy development.
Second, it is important to plan the long-term development of the company. The company has a long life and a long life span. Investment and management should enhance the awareness of "longevity enterprise". In order to make enterprises "longevity", we must not only focus on short-term development issues, but also on long-term development issues. The long-term development problem of enterprises is not the sum of short-term development problems. It can solve long-term development problems without solving a series of short-term development problems, because long-term development problems are fundamentally different from short-term development problems. In order to "longevity", enterprises need to solve many problems objectively, mainly development direction problems, development goals, development steps, innovation problems, brand issues, reputation issues, talent development issues, and cultural construction issues. If you don't want to "longevity", you don't need to solve these problems, because it is very troublesome to solve these problems. All companies face a basic choice: Do you want longevity or hope for a short life? I hope that longevity will seriously solve the problems that long-lived enterprises need to solve objectively. It is indifferent to plan to live short. Companies that want longevity will be busy with the future. Not only must we think of the future problems in advance, but we must solve them in advance, because solving any problem requires a process, and solving a major problem requires a long process. In order to eat peaches, peach trees should be planted three years ago; in order to prevent old age, children must be born when they are young. The technology needed in the future needs to be developed in advance, and the market that needs to be needed in the future needs to be developed in advance. The talents needed in the future need to be developed in advance, and everything needed in the future needs to be done in advance. Some companies have already paid attention to the development of new products in advance. Although it is right to develop new products in advance, this is not enough. There are many things that need to be developed in advance. It is necessary to correctly handle the relationship between short-term interests and long-term interests. In the summer, farmers are not only busy in summer harvest, but also busy in summer. It is very interesting to study the summer farm work of farmers. There is a problem of time structure. Summer harvest is to pursue the current interests, and summer is to pursue future interests. The peasants know how to properly grasp this aging structure, not just the summer harvest, regardless of the summer. Many of our companies are often inferior to farmers in this respect, and companies that value harvesting and stalking are everywhere. It is difficult to predict the future by focusing on long-term development, but it is not impossible to predict the future. No one can imagine the accidents of the future, but they can always grasp the development trend of various things more or less. People without thought, he must worry about. Leaders don't care about the future of the company. They only know that "burning their eyebrows in front of their eyes" is tantamount to making a joke about the life of the company. It should be pointed out that there are many leaders who do not care about the future of the company. It is for this reason that there are too many enterprises that have closed down in a few years and more than a decade.
Third, it is important to grasp the basic issues in the overall and long-term planning of enterprise development. The problem of the enterprise is like a tree. The leaves grow on the branches, the branches grow on the branches, the branches grow on the branches, the small forks grow on the big forks, and the branches grow on the trunks. There are thousands of problems with the leaf, and there are hundreds of problems with the tree, and there are not many problems with the trunk. Although there are not many such problems, they are very important. The trunk smashed the branches and the leaves followed, and the trunks were folded and the leaves followed. The trunk problem is the basic problem of the tree, which determines many problems of the tree. The tree species problem is the most basic problem of the tree. The intrinsic quality and external appearance of the tree, the use value and life cycle of the tree, and the ability of the tree to adapt to cold, heat, acid, alkali and other environments are all related to the tree species. You can't expect to grow ginkgo trees from the jujube core, nor can you make poplar seedlings grow out of mahogany. Many people only pay attention to the daily management of trees, pipe soil, pipe fertilizer, pipe water, pipe wind, pipe roots, pipe trunks, pipe branches, pipe leaves, tube heat, tube cold, tube disaster, tube disease, etc., however, All this management is only meaningful if the tree species are selected. Every business also has problems similar to trunks and tree species. We must grasp and solve such problems. Only by solving such problems will we not have major mistakes, and we will realize leap-forward development. If we solve such problems, we will be busy and busy. Even if the company is not busy, it will not be pulled down. Our party and the country have always attached importance to basic issues. For example, the report of the 15th National Congress of the Communist Party of China stated that China is in the early stage of socialism and put forward the basic line and basic program of the party in the early stage of socialism. It is very important to ask these two basic things. Imagine that there are so many problems facing the whole party and the whole country. If we do not solve the basic problems first, how can we achieve world-renowned development. Many truths in the world are connected. The party and the state attach importance to basic issues. Enterprises must also pay attention to basic issues. Since we attach importance to basic issues, we must work hard on basic issues. Business leaders need to increase their awareness of major decisions. Don't just pay attention to the things that have already been decided, but also pay attention to whether the decision itself is faulty. In particular, pay attention to whether the major decisions are faulty. Don't just get rid of the difficulties, but also pay attention to eradicating the root causes of the difficulties.
Fourth, it is important to strengthen strategies when researching corporate development. Competition requires strategy, and development requires strategy. Which company wants to develop faster, this requires strengthening the strategy. Strategy is not a theory of moving, not a rigid experience, not a subjective imagination after a fever, not a conventional idea, not a hollow slogan, but a correct, practical, novel, and peculiar solution. When researching enterprise development, we should come up with some solutions that are correct, real, new and strange. "Yes" refers to the correct, "real" refers to the reality, "new" refers to innovation, and "odd" refers to peculiarity. Only the strategy of "right, real, new, and strange" is a brilliant strategy. Only the enterprise development strategy of "right, real, new, and odd" is the development of a brilliant enterprise. strategy. The strategy depends on wisdom. Knowledge contains knowledge, but knowledge itself is not wisdom. There is a fundamental difference between wisdom and knowledge. Many military strategists have the knowledge of "empty city", but they cannot say that they have the wisdom of Zhuge Liang. Wisdom is a astute response to changes in subjective and objective conditions, a flexible use of theoretical knowledge and advanced experience, and a prophet is wisdom. Many companies operate the same products, why do they make big money, and some don't make money? There is one important reason: to be the first to operate, or to follow the imitation. If you produce a product, it will be difficult to make money. If you use a marketing method, it will be difficult to make money. To develop and to innovate, enterprises must respect wisdom, develop wisdom, and apply wisdom. It is necessary to use intelligence to build enterprises and to be smart. Wisdom is big and small, and strategy is high and low. Planning for the development of the enterprise is as follows. It is also a trick to play chess, but his method of recruiting and the national champion is not the same. Business leaders are planning to develop their businesses. They can't be arrogant, self-proclaimed, self-righteous, and complacent. The better the enterprise development strategy, the better, the better, the newer the better, the more surprising the better. The Party Central Committee called on us to strengthen the research on enterprise development strategy, not because the majority of enterprises have no development strategy, but hope that the majority of enterprises will make their existing development strategies more brilliant. Production Scale and Economic Benefits Leading companies in a region should not be content with existing development strategies, as existing development strategies do not necessarily lead companies to lead in larger markets. The current development momentum of the company is not to be satisfied with the existing development strategy, because today's situation is not equal to tomorrow's situation.
Third, the corporate development strategy content
To study the development strategy, enterprises must first face such a problem: What is the content of the enterprise development strategy? Like military strategy, corporate development strategies are also flexible. Corporate development strategies vary from time to time, from place to place, from person to person, from event to case, without fixed content, and without a fixed model. The strategy is indeterminate. Formulating a corporate development strategy is a quiz: a low-intelligence IQ, a high IQ, a breakthrough; a low IQ, a high IQ. The content of the enterprise development strategy should obey and serve the enterprise development itself. As long as it is conducive to the development of the enterprise, what content should be included, what content should be focused on what content should be focused on, and what core content should be highlighted. In order to understand the content of the corporate development strategy, I suggest you refer to the economic development strategy. Although China's economic development strategy is relatively systematic and relatively stable, it will always increase or adjust some key contents in different periods. For example, it sometimes increases the content of rejuvenating the country through science and education and sustainable development, and sometimes increases the implementation of active finance. The content of the policy sometimes increases the content of large-scale development and urbanization in the western region, and sometimes increases the content of informatization. The economic development strategy of a country in different periods is different, and the economic development strategies of different countries are even more different. Although the economic development strategy and the enterprise development strategy are different in nature, the basic methods of planning are the same. This basic method is flexible and maneuverable. The enterprise development strategy is a personalized thing, a business is the same; it is something that keeps pace with the times, a period of time. Since the content of the corporate development strategy is not fixed, then there is no need to find its model. Enterprise management can use some ready-made models, and the enterprise development strategy can not use the ready-made model. Although we should not deliberately pursue the strategic content of corporate development, we should grasp the basic aspects involved in the corporate development strategy. Different people have different approaches to the aspects of enterprise development strategy. I am used to summarizing it into three aspects, namely, the enterprise development strategy involves three aspects of what the enterprise is doing in the medium and long term, what it depends on and how to do it.
Planning for a medium- and long-term business is to set a good position. The market has changed, and even the emperor’s daughter is married. It is important for enterprises to develop and position. Positioning is to solve the direction and goals of development. Enterprise development must have the right direction, not like kites in the air, taxis on the road. The development direction of the enterprise should reflect the changes in the environment, and it must conform to the development trend. To avoid the reality, it is necessary to avoid weaknesses, to foster strengths and avoid weaknesses, and to adhere to specialization, precision, speciality and newness. Enterprise development must have medium and long-term goals, and the goals should be in line with the direction, but different from the direction. For example, large valves can be used as a development direction, but large valves cannot be considered as development goals. The goal is the degree of development of the time, and to what extent the large valves will be developed, which is the development goal. The development goal is the unity of development direction and development level. According to the law of winners and the rules of modern positioning, it is best for a company to compete in the target market and what kind of industry. If you can't strive to count one tree in the whole, then you must strive to count one in two. It is an important development trend for the majority of SMEs to strive for one of the best in one aspect. The South refers to such enterprises as "little giants." . Positioning should be accurate: set a good position, less affected; set a wrong position, the effort is in vain. The positioning of enterprise development is better than cutting meat. There is an idiom in China called "a good job." Cut the meat to find the gap, cut the meat in the gap, you can easily cut it, and it will take a lot of effort to cut the bone. Enterprise positioning also needs to find market gaps, find market space, and find the biggest development space. . Don't think how easy it is to develop a position. In fact, it is not easy to get a good development position. . Many companies are reluctant to work hard in the development of positioning, do not work hard in this area, in other aspects such as marketing efforts to be big, this is very uneconomical. The positioning is mainly to solve core business problems. Enterprises can also carry out a variety of businesses, but not many core businesses. Can engage in diversified operations, but can not engage in multi-core operations. Promoting other businesses with core business and promoting core business with other businesses is the success of many advanced companies. Positioning is phased, and different stages of development should have different positioning. Once you have set your position, you should try your best to implement it, but the best positioning can't be fixed. There are many ways to locate, and the positioning is indeterminate. Positioning looks simple and actually complicated. Many companies believe that their positioning is correct. In fact, there are big problems that are enough to make them slow or fail. Positioning is a special skill, you need to learn well, practice well, and need to consult well if necessary.
Planning for a medium- and long-term business depends on broadening resources. Wide open resources are an important aspect of the company's development strategy. It does not open up resources. The best positioning is also the passive water and the rootless wood. It is the mission of the company to set up four potential resources and benefit the eight parties. It is necessary to establish a large resource concept: not only attaching importance to material resources, but also attaching importance to spiritual resources; not only paying attention to economic resources, but also attaching importance to political resources; not only paying attention to physical resources but also intellectual resources; not only internal resources, but also internal resources must be emphasized. Pay attention to external resources; not only pay attention to real resources, but also pay attention to potential resources; not only direct resources but also indirect resources; not only space resources but also time resources; not only tangible resources but also intangibles Resources. The speed of enterprise development is directly proportional to the importance attached to resources. Some enterprise leaders only pay attention to a limited number of resources, especially those that can only grasp the relationship between land, capital, labor, and government departments. It may be very fast. The speed of enterprise development is also proportional to the degree of integration of resources. Enterprise development is inseparable from various resources, and these resources are often in a state of implicit dispersion. It is very important to make them organically combined and used by enterprises. We must make good use of resources and make good use of resources by wisdom. Make good use of resources to keep pace with the times and emancipate the mind. If you only pay attention to the resources that everyone knows, then you can only compete fiercely with others for resources. Widespread resources also include grasping opportunities. Good opportunities are a kind of time resources, and they cannot be lost. Grasping the opportunity is not waiting for opportunities. It is not the quality that entrepreneurs should have. To be good at choosing opportunities, not all opportunities are conducive to the development of enterprises, and those that are most conducive to the development of enterprises are those related to development orientation. Being led by an opportunity is a blind move. Too much emphasis on opportunities is opportunism. It should be acknowledged that there is a great opportunistic tendency in the ranks of managers. For example, some bosses are hot when they encounter a so-called "good project". They rarely think about whether the company has the necessary or not the ability to undertake such projects. Many projects were completed shortly after they were launched, which was caused by opportunism in development.
To plan how to do business in the medium and long term is to formulate strategic measures. The strategic measure is the guarantee of positioning, the embodiment of making good use of resources, and the key and vivid part of the enterprise development strategy. Where to start, where to start, what to do first, what to do, what to focus on, what to do, what policies to apply, what strategies to use, how to plan, how to operate, etc., these are all planned when planning strategic measures The problem. Institutions, mechanisms, technologies, equipment, talent, manpower, marketing, logistics, public relations, information, culture, and financing are all issues that need to be addressed when developing strategic measures. The strategic issue is not fixed, and what issues are involved in the question. It is best to find new problems, and only when new problems are discovered can we study new measures. Strategic measures should focus on the key points. The strategic measures are not too much attention, only the spirit, it is best to solve a big problem. When there are more than one measure, people are overwhelmed. The result is equal to zero, which is equal to what measures are not. All measures are taught in textbooks, and textbooks are not strategies. Strategic measures must be combined with each other. Military strategy pays attention to harmony and wins. It is the conventional approach, and the odd is a peculiar approach. You can only use a conventional method to fight at best, you can only use a peculiar approach. The strategic measures for enterprise development must also take into account the positive and the odd, the conventional measures can not be without, the strange measures can not be unreasonable. Peculiar strategic measures can save money, labor, and time, and the particularly high-tech strategic measures can be used in four thousand. In order for strategic measures to be unique, innovation is a breakthrough. . Strategic measures should be based on qualitative. Strategic measures must also be operational, but this operability is different from tactical operability.
Fourth, the development strategy of the enterprise
There is no fixed order for developing a corporate development strategy. Generally speaking, it has to go through four stages: strategic investigation, strategy proposal, strategic consultation, and strategic decision-making.
Strategic investigations must have a broad vision and long-term vision. We must consciously break through the shackles of traditional concepts, and we must make good use of intuition and flexible thinking. The strategic investigation mainly clarifies the following issues: real market demand and potential market demand, realistic competitors and potential competitors, real enterprise resources and potential enterprise resources, actual advantages and potential advantages, actual major problems and potential major problems. Strategic investigations need to find out the links between things, including spatial connections as well as time links; both physical and intangible links. Strategic investigations are divided into internal investigations and external investigations. Internal investigations should be good at grasping basic issues, major issues, and key issues. External investigations should be good at grasping various factors related to corporate development. External surveys should be good at using the Internet.
On the basis of strategic investigation, a draft enterprise development strategy should be proposed.企業發展戰略草案不需要很具體、很完整、很嚴謹，但一定要把核心戰略說清楚。在企業發展戰略中核心戰略最重要，核心戰略是針對企業主要矛盾提出的戰略，核心戰略不明確、不正確、不高明，其他戰略再好也不會有多大用處。提出企業發展戰略草案對有關人員是一次重大考驗，要求提出者富有責任心和事業感，富有新思想和大勇氣；要求聽取者虛懷若谷、深思熟慮，不要墨守成規、排新妒異。提出企業發展戰略草案的過程是充分溝通的過程，在溝通過程中要強調充分發表意見，不要強調集中統一；要保護髮言權力，不要濫用行政權力。
為防止戰略失誤、提高戰略水平，企業在提出發展戰略草案之後、確定發展戰略之前，需要就整個戰略或其中部分問題徵求社會有關方面的意見，尤其是業內專家和戰略專家的意見。鑒於內部戰略研究能力有限，有些企業委託諮詢機構研究企業發展戰略。採取這種方式，一定要選好諮詢機構。選擇諮詢機構要不唯名、不唯大、只唯能。即使採取這種方式，在他們提交研究報告之後，除了內部充分討論，也要再適當徵求外部有關方面的意見。
發展戰略決策對企業發展具有里程碑意義。為了企業的整體利益和長遠利益，在決策企業發展戰略時要充分發揚民主，廣泛聽取各部門意見，尤其是不同意見。企業發展戰略應該由企業領導集體決策。企業發展戰略一旦確定，就要下決心組織實施，並在一定時期內保持相對穩定。實施企業戰略往往遇到傳統習慣勢力的反對，在反對意見面前不能動搖。企業發展戰略需要在內部組織培訓。企業發展戰略也需要有選擇地對外宣傳。
五、企業發展戰略創新
象技術、管理、行銷等需要不斷創新一樣，企業發展戰略也需要不斷創新。企業發展戰略創新是企業的基本性創新。企業發展戰略創新就是研究制定新的企業發展戰略。企業發展戰略應該保持相對穩定，保持相對穩定並不意味著一成不變。
企業發展戰略創新是為了應對外部環境和內部條件的重大變化。任何企業發展戰略都是針對一定的外部環境與內部條件制定的。當外部環境或內部條件發生重大變化時，毫無疑問就應該與時俱進、調整或重新制定發展戰略。我們所處的時代是變化速度空前加快的時代，中國入世又使中國企業融入了變化多端的國際市場，這就使企業發展戰略創新顯得格外重要。在經營過程中，企業內部條件發生原來意想不到的重大變化也是常有的事，如果發生了這種變化也要調整或更新原有的發展戰略。
企業發展戰略創新也是為了提高戰略水平。企業各項工作都要上水平，發展戰略更要上水平。企業發展戰略水平決定企業各項工作水平。智慧有大小，戰略有高低。企業發展戰略存在著水平差異，甚至是相當大的水平差異。企業發展戰略創新是為了擁有更高明的企業發展戰略。
企業發展戰略創新取決於企業領導觀念轉變。企業普遍需要發展戰略創新，有的需要重新定位，有的需要重新整合資源，有的需要重新制定戰略措施等。可是，由於企業領導或多或少地存在保守觀念，企業發展戰略創新往往提不到議事日程。要想獲得更好的企業發展戰略，領導者應該首先向自己的保守觀念挑戰。
企業發展戰略創新也源於企業領導的動力、魄力和毅力。從某種意義上講，企業發展戰略創新是企業再造工程，是一項具有很大風險、困難和阻力的系統工程。企業領導如果沒有強烈的事業心、責任感，沒有排除各種困難和阻力的魄力，沒有堅韌不跋的毅力，就很難下定這種決心。 創新難，守舊也難。創新難的是成功，守舊難的是生存。如今我們已進入創新時代，許多企業都在努力創新，守舊型的企業一般只能活幾年。
篇二：企業發展演講稿
Good evening, everybody!
我叫xxx，作為一名xx的普通員工，此時此刻的我感到無比的高興與自豪，在辭去舊歲迎接新春的時刻祝願公司生意興隆，事業亨通；並同時祝願公司領導及全體員工身體健康，吉祥如意!
言歸正傳，我帶給大家的演講是《我與xx同發展》。
聽，2010的鐘聲就要敲響，神州大地一派歌舞昇平；看，2010的春天即將來到，xx公司一片欣欣向榮。時光荏苒，轉眼間，公司已風風雨雨走過了十多個年頭。xx今天的輝煌，難道不是在公司各級領導的精明指引和員工的不懈努力下，澆鑄了多少汗水和淚水才換回的碩果嗎？
不斷銳意創新，勇創佳績，這就是我們xx。在此，我不得不說一聲：xx，我愛您！是您把來自五湖四海的我們團結在了一起，也是您教會了我們在困難面前努力拚搏與奮鬥，更是您--xx讓我重獲新生，在不斷地自我完善過程中找到了新方向，新發展，新目標！我們深深懂得，xx的每一次發展與壯大是我們每一個普通員工最大的驕傲，xx的每一次成長與進步更是我們每一個普通員工最終的夢想。我們永遠相信，思想有多遠，我們就有信心讓xx走多遠。
效率上去了，我們笑了；業績提升了，我們笑了；xx繁榮了，我們笑了！員工是xx的種子，是xx鮮活生命的傳承延續；xx是員工的雨露，是員工茁壯成長的堅實臂膀。所以，站在第一條戰線的我們必須要更加勤奮地工作，愛崗敬業，為xx的美好未來獻計獻策，為xx的加速騰飛添磚加瓦，貢獻自己的每一份力量。凡事“不要問xx給了我們什麼，問問自己給xx做了些什麼”。
眾所周知，21世紀充滿著無數的機遇與挑戰，在感懷2009收穫的同時，我們不得不殫精竭力，一步一個腳印與我們最最熱愛的xx一同成長。
我真的很榮幸加入xx，雖然自己有著很多的缺點和不足，但我想，因為有了xx，我才能挺直腰板，站在這裡發下豪言壯語，也正是因為有了xx，我才能自信滿滿，繼續衝鋒在最前線，為xx的發展保駕護航。
最後，願我們大家共同攜手為xx的騰飛撐起一片藍天！讓我們以蓬勃的朝氣和奮發的鬥志來迎接這嶄新的一年吧！我堅信：xx的明天一定，一定更加美好。
篇三：企業發展演講稿
Dear listeners:
你們好，很高興能獲得這樣一個機會在這裡進行一次以“創新與發展”為主題的演講。我演講的題目是《企業的創新和可持續發展》。
創新和可持續發展是近幾年咱們國家提的頻率最高的辭彙之一，由於我的人生規劃是在商業領域有所發展，並且我希望有一天自己可以成為伍妹電子書店的執行長。所以今天我就淺談一下關於企業創新和可持續發展的我個人的一點看法。
在今天這個高度競爭的世界，全球化的趨勢導致競爭局面不斷擴張的情況下，我們的企業處於一個需要不斷滿足顧客需求的時代。因為顧客的需求越來越細越來越多，我們不得不永不停息的搜尋最好的產品和服務來滿足顧客多元化的需求。只有抓住了客戶我們的企業才能更好的生存，顧客是企業的生命之源。可是我們怎樣才能不斷地滿足客戶呢？也許答案有成千上萬種，但創新是一切最優答案的根本。現在“創新或死
亡”成了很多產業部門的格言，儘管世界對創新的興趣如此的高漲，儘管這幾年新的產品新的服務層出不窮的在市場湧現，但人們是否真的理解創新呢？很多人對創新的認識存在著一個缺失，他們很可能在潛意識裡把創新與發明混為一談。著名創業家迪恩.卡曼說：真正的創新是讓人們做他們從來沒有想過的事情。進一步說人們買的不是發明和技術，而是能夠解決問題的創新和辦法。因此即使你的產品再好你的服務策劃方案再多么完美，如果顧客認為那不是解決他們問題的好方法，那么這個創新就失去了存在的意義。James.collins和Jerry.Porras的暢銷書《基業長青》里兩位作者對世界上以創新著稱，長盛不衰的企業像3M公司惠普公司強生公司作了詳細調查，發現這些企業“並不是通過詳盡的戰略計畫，而是通過嘗試、錯誤和機會，準確地說就是意外來作出最佳方案。”創新很多時候需要資金，創新也意味著冒風險，而企業家要抓住的是風險中透漏出的成功機會。創新與供應無關，而是與需求有關。明白了這一點我們創新就不再那么盲目，成功的機率也就增大了。
創新是企業可持續發展的核心。這是國內許多專業人士的看法。現實中有許多活生生的例子。為什麼Google能在短短几年內就得到飛速的迅猛發展？為什麼微軟總裁李開復要跳槽去Google就職？ Innovation!這家公司以瘋狂的產品創新速度迅速樹立起Google這個品牌。 Google公司的彈性工作制度為創新提供了良好的環境。創新使Google實現了跨越式可持續發展。我記得三年前中國的騰訊網盈利模式還比較老套，我玩QQ的時候感覺滿足不了我的需求，從此三年來再也沒有上過騰訊QQ，三年後的今天我讀了大學，因交際需要再次登入QQ，騰訊公司產業模式的變化神速完全出乎我的意料。我花了一段時間才適應並滿意地接受騰訊帶給我的優質的多元化服務。我想創新是騰訊利潤年年穩步上升的重要原因，更重要的是他們在源源不斷的利用新技術新手段滿足客戶的需求，鞏固著老客戶，不斷開拓著新的客源我們天天講要創新，但不能盲目的創新，我們要找到創新和可持續發展之間締結的紐帶，那就是需求。這是一個目標市場不斷細分的年代，企業要抓住目標市場要細分目標市場，理解需求深度挖掘需求，然後滿足需求。而滿足需求的最佳方式是創新。沒有任何一個行業是長期靜止不變的，更不用說我們取悅客戶的方式了，一旦沒有了創新我們只有被顧客拋棄，可持續發展也就成了一紙空話。只有創新才能跟上顧客不斷翻新的需求，只有滿足了顧客需求的企業才能更好的可持續發展。
先前在某本書上看到過“破壞性技術”這個詞，各行業時不時地總會有那么一項新的技術創造出來墊顛覆整個企業界，這項創新是如此的強大乃至它可以引起一場巨大的商業變革，改變某些產業的面貌，最終有些新的企業產生，又有另一些既有的企業消亡。譬如攝像頭的發明創
新，譬如iPod播放器的熱銷，譬如模板技術的開發成功。
如果我們想使一個企業成功，獲得可觀的利潤，那么我們就必須在創新上不僅關注其播種、成長，更要重視收穫結果。只有搞出來的創新可以解決顧客的問題，真正與市場需求相結合，實現商業化運作，才能更好的實現企業可持續發展。
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