How Do Subordinate Companies Make Strategic Priorities?

< p > after the establishment of the management mode of parent company headquarters, the subordinate companies can basically identify a relative position within the scope of the parent company's "force field", which is based on the overall consideration of the current situation and the company's overall strategy.

However, it does not mean that this positioning is constant. In the face of market development, some companies are good at seizing opportunities, some of them are gradual, their development speed, and even the direction of development will gradually be differentiated, thus affecting the overall strategy of the parent company.

Some of the molecular companies will grow quickly and break through their original strategies, while some of the molecular companies lack change. They are just regular development.

In the process of controlling parent subsidiary companies, their overall resources and policies are based on the overall strategy to form non-uniform decisions and allocation. Therefore, striving for headquarters resources and striving for strategic priority is a compulsory task for every molecule company.

For example, the headquarters can provide 1 billion financial support. In the end, it will be a big temptation for every molecule company to support and support first.

Fast growing and strong is after all the aspiration of every molecule company.

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< p >, how can a molecular company make strategic priority? I think it can be considered from the following aspects: < /p >

< p > < strong > 1, < a href= "http://www.sjfzxm.com/news/index_c.asp" > external import < /a >.

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< p > external import means that in the development process of a molecular company, you can not wait passively for the headquarters to give you much support and guidance, and take the initiative to attack.

We should pay close attention to the impact of national and regional policies on the development of the company, pay attention to the characteristics of local resources, pay attention to the role of local governments in the development of enterprises, and pay attention to the technological development of industries.

The company headquarters recognizes the strengths and potential of your molecular company, and promotes the strategic consideration and support and assistance of the company's headquarters.

For example, in the course of the development of the company, he Ho, with the help of the government platform, brings various preferential policies to the enterprises and so on.

Chen's strategy of "Gastrodia elata" in Yiliang is relatively new. Although it is not our main business, it has good local resources and good government conditions.

No matter whether we will consider it in the future, such innovative ideas should be encouraged and maintained.

External import will give you a strategic priority in the parent company's overall strategy.

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< p > < strong > two, is to seek ideological "opponent".

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< p > our a href= "http://www.sjfzxm.com/news/index_c.asp" > molecular company < /a > has its own characteristics. In the process of concrete operation and management, we should pay attention to using the characteristics and expertise of our company. Innovation is the most basic foundation for development. We can not say that we have done the work, but we are constantly innovating. We always strive for excellence in the management mode and the implementation of specific management tools.

That kind of thinking that pursues norms without seeking substantial results needs to be removed.

Therefore, you must always think about the methodology, and at the same time, dare to take the courage to try the more effective methods and measures.

We will often see that some of our managers have condensed a lot of methodologies with considerable standards through personal management practices. However, they often only remain in the cognitive aspect and can not be effectively put into action. They can only be complacent about the conversation after dinner, which will be stranded due to lack of practice.

Some will try to execute, but there will always be problems like this.

Why? In fact, a lot of time is due to the difference of cognition, that is, a local experience summary.

Therefore, what we have learned through practice must be able to find the "opponent" of thought in this understanding, and it is more efficient to combine this theory with practice after perfecting it and returning to practice.

We can not always "cross the river by feeling the stones", because there are many existing effective methods and experiences in enterprise management.

Through a high-level exchange of ideas and summing up, you can better improve your ideas. Through genuine communication with the "master" in theory and practice, you will find that your understanding may be a great innovation, or it may be someone who has chewed up all the time and some thin understanding.

Since ancient times, our country has the staff system. "The ancients are all good at one side, no one is not a good choice of their staff". "Luo has a talented person who has a reputation for moral integrity. He is knowledgeable to save the Kuomin" and "lose his money".

Zeng Guofan's staff think-tank is also very large.

The more recent practice is to create a "private board" and enrich and improve enterprise solutions through rational think-tank selection.

In short, no matter how, through the real collision between communication and thought, you can finally get a deeper understanding and improve your thoughts, so as to provide a more correct foundation for your continuing practice.

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< p > < strong > three is internal breaking.

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"P" is a good example.

Business enterprises can not be complacent. To constantly change the management environment and improve technology, you see that those fast growing and good enterprises can become better, more often they will break from the inside, whether management change or technological innovation, through this internal break up, to accumulate energy for enterprises, and to fully grasp the market opportunities.

Through the spirit of internal change and continuous efforts to adapt to changes in the market will basically have a positive effect on the market environment.

As a molecular company, the first thing to do is not necessarily a benchmarking industry, but at least the target is the benchmarking among members.

For example, when a certain management method or technology becomes a unique advantage, you can manage a fraternal unit or charge paction costs through an internal marketing mechanism, which in itself can motivate you to become a strategic priority and get better access to headquarters policies and resources.

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< p > < strong > four, is the initiative to strive for < a href= "http://www.sjfzxm.com/news/index_c.asp > parent company < /a > headquarters resources.

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In the process of building the parent company headquarters management and control system, the role of the headquarters will be gradually clear and focus on the high-level capacity building of P.

At this time, the resources of headquarters are relatively abundant, and the pformation process is forcing the headquarters to play a correct role quickly. There will be a lot of resources and willingness services in this process.

The company should take the initiative to apply for the allocation of resources and services at headquarters, not just to do it in a timely manner, but also to communicate and coordinate in time. At this time, the resources are the cheapest. After the headquarters is built and improved, the resources are the least easy to get, because the headquarters has a definite priority level, and the marginal generation price will be greatly improved.

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Under the overall framework of the parent company, every molecule company will gradually form its own operation track, just like a satellite. To change the orbit, we need to re ignite the multi-stage thruster. These energies come from their efforts and support from the parent company headquarters. So every molecule company, no matter what your authority is, is also one of the prerequisites for your strategic priority. The coordination of headquarters resources is one of the prerequisites for P.

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