What Is a Strategic Analysis?

Strategic analysis is the analysis of the internal and external environment of the organization through the collection and organization of data, including two parts of tissue diagnosis and environmental analysis. Strategic analysis includes determining the mission and goals of the company; understanding the changes in the environment in which the company is exposed will bring about opportunities or threats.

Strategic Analysis

1. Obtain the scientific competition strategy of the enterprise on the basis of comprehensive and systematic strategic analysis;

2. Have a clear development direction and a clear business development ladder;

3. Enterprise strategy is fully communicated and consensus reached within the organization;

4. The company's development direction is the same, and work together to achieve it

PEST

This is a method used by strategic consultants to help companies review their external macro environment. The analysis of macro-environmental factors, different industries and enterprises according to their own characteristics and business needs, the specific content of the analysis will vary, but generally should analyze the four major external environmental factors of politics, economy, technology and society.

SWOT

It is a method that can objectively and accurately analyze and study the actual situation of a unit. SWOT stands for: Strengths, Weaknesses, Opportunities, Threats. The SWOT analysis is based on a comprehensive assessment and analysis of strengths, weaknesses, opportunities, and threats, and then adjusts corporate resources and corporate strategies to achieve corporate goals.

ACI

Analysis (Analyse), Choice (Choice), Action (Implentation) Strategic Analysis-understand the organization's environment and relative competitive position; strategic choice-strategy formulation, evaluation and selection; strategy implementation-take measures to play Strategic role.

Strategic analysis includes determining the mission and goals of the company; understanding the changes in the environment of the company, which changes will bring opportunities or threats; understanding the status, resources and strategic capabilities of the company; understanding the interests and expectations of stakeholders, During the evaluation and implementation process, the responses of these stakeholders and the impact and constraints of these reactions on organizational behavior.

The question to be answered during the strategic selection phase is "where is the business going?" The first step is to develop strategic options. Enterprises can consider the overall goals of the enterprise, the enthusiasm of middle and lower management personnel, and the coordination of strategic plans of various departments of the enterprise, and choose a top-down, bottom-up, or combination of top-down methods to formulate strategies. Program. The second step is to evaluate strategic options, usually using two criteria: whether the strategy has played its strengths, overcome its disadvantages, whether it has taken advantage of opportunities, and minimized the threat; and whether the strategy can be accepted by stakeholders. There are actually no optimal selection criteria, and the values and expectations of management and stakeholder groups influence the choice of strategy to a large extent. In addition, the evaluation of the strategy must ultimately be implemented in the financial indicators of the strategic benefit, risk and feasibility analysis.

If there are inconsistencies in the evaluation of each strategic plan due to the use of multiple indicators, you can choose the strategy according to the corporate goals; hire external consultants to choose; for the strategic plan of the middle and lower-level institutions, submit the superior management department to make the final selection plan more consistent with the enterprise Strategic goals; formulate policies and plans on research and development, capital requirements and human resources.

Strategy implementation is the transformation of strategy into action, which mainly involves the allocation and use of existing resources between various departments and levels of the company; the external resources and their use required; the adjustment of the organizational structure; the processing of possible redistribution of benefits and Adaptation of corporate culture, management of corporate culture, etc.