An Sme's Strategic Management Practices

Large-scale enterprises often pay much attention to strategic management and even invite some consulting companies to give them specialized guidance, but strategic management isn't the patent of large-scale enterprises. The strategic management of medium and small-scale enterprises shouldn't be forgotten, for they have been the most vital economic entities. Although many Chinese medium and small scale enterprises have their own programs for the direction and objectives of development, these programs can't be considered as real strategic management. Gao Jianhua, the management expert holds that strategic objectives should be abstracted from the hundreds-paged analysis report. However, it's disappointed that enterprises always overlook this point. They often look on some ideas that haven't been fully proved as the strategic objectives, which make the situation worse. For instance, some directors can't take measures for their vague and changeable strategic objectives or fall into the crises of management because they carry them out by force. There are so many instances in the real economic life.This thesis aims to nave a try for solving the above-mentioned problems. It doesn't constitute a frame about misused-standings for strategic management, and then demonstrate them individually. On the other hand, it takes a real example from which I reveal the characteristics of strategic management and draw conclusions, which can be used for reference by medium and small-scale enterprises.In the Preface, I explain the concept of strategic management, which is different from the daily management to make the following discussion have a definite scope.The chapter one and chapter two are mainly cases, from which I reveal the characteristics of strategic management-----systematization and being scientific. From these cases, we can see, systematically and scientifically strategic management that analyzes from environment, trade and enterprises SWOT and seen the strategic objectives is an overall business program and integrated operating procedure. It is also a management course, which can fully communicate information from the employer to employee, and bring the employee's initiative and activity into play. Because of the above characteristics, successful strategic management, to certain extent, can guarantee the reliabilities of anticipation and hypothesis. Strategic management is a long-term program for the enterprises' future development. Naturally, it must be on the basis of anticipation and hypothesis. So it is especially important that the anticipation and hypothesis should be fully demonstrated to warrant the quality of strategic management.In the chapter three, I draw three revelations. I hope that these revelations have certain reference value for those medium and small enterprises, which attach little importance to strategic management or can't carry out them effectively.