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1. Measures for the Management of Strategic Planning of the Group Company Chapter 1 of the Interim Measures for the Management of Strategic Planning of the Group Company is formulated in order to strengthen the guiding role of the strategic planning of the Group Company in the major business activities of the enterprise, improve the ability of the Group Company to promote, coordinate and control the strategy, and ensure the implementation and implementation of the overall strategic policy and objectives of the Group Company. These measures apply to independent legal entities wholly owned or controlled by group companies, also known as "member companies". Chapter 2 Overview of the Group's Strategic Planning System2.1 Strategic planning management is a management method adopted to ensure the smooth realization of the overall development strategic direction and goals of the Group. The strategic planning and management of the group is organized by two levels: the leadership of the group company and the units under the group company. In terms of content, it is composed of three parts: three-year rolling strategic plan, annual business plan and quarterly business review and analysis, as shown in the following figure: 2.1.1 Three years
2. Rolling strategic planning is the company's overall development strategy based on the external environment and existing resources, starting from the overall business development needs, and the report should include the following: The company's internal and external environment, the market prospects, operating conditions, and core competitiveness of the company's internal and external environment, the market prospects, operating conditions, and core competitiveness of the company's systematic analysis and comprehensive evaluation, analyze and determine the company's development goals, existing business and strategic positioning of the planned business, the development strategy, profit model and guarantee system of the company's core business, Systematically analyze and set the key performance indicators for the future of the company's overall and core business. 1. The annual business plan is an important guarantee for the realization of the long-term strategic plan of the enterprise. Each member company shall prepare a specific business plan and quantitative key performance indicators, KPIs, and qualitative action plans for the next year in accordance with the business policies and objectives determined by the strategic plan, and sign performance contracts to ensure the realization of the strategic planning objectives. Performance contracts use a balanced scorecard
3. In the form of tracking key performance indicators and KPIs in four dimensions, such as finance, customers, internal operations, learning and development, the monitoring and management of the company's annual business plan can be realized. Key Performance Indicators, KPIs, should be set on an annual basis and on a quarterly basis. The performance contract is signed by the key management of the enterprise and the management of the group. 2. Quarterly business review and analysis: Monitor the completion of the company's annual business plan on a quarterly basis based on the key performance indicators and KPIs determined in the annual business plan. If there is a large gap between the actual completion of the enterprise and the planned value, the reasons for the gap should be analyzed and a detailed improvement plan should be formulated. The actual performance of the enterprise will have an impact on the formulation of the three-year rolling strategic plan for the next year. At the end of each year, the overall performance of the year, the completion of the contract, and the formulation of the business plan for the next year, the members of the group company are
4. The business units of the strategic planning and implementation of the group company must actively organize the preparation of the three-year rolling plan and annual business plan of the enterprise in accordance with the requirements of the group's strategic planning and management measures, guide the enterprise to carry out various business activities, and ensure the smooth completion of various indicators and action plans. The Group companies approve the strategies of each member company and monitor the implementation of their strategies. 4. Each member company must clearly designate the competent department and person in charge of the preparation of the strategic planning report, and it is recommended that the CEO of the company or the vice president of the company designated by the CEO take the lead, set up a special working group, and cooperate with each department to complete the annual strategic planning work. 2.4 Each member company shall establish a smooth strategic information collection channel to ensure that it can obtain important external environment information from the government, important customers, major competitors, etc. in a timely manner, and establish a sound internal information collection and aggregation mechanism to provide basic data for the formulation, implementation and evaluation of corporate strategies
5. and supports. Chapter 3 Organizational Structure and Functions of Strategic Planning1 The management of the group company is the decision-maker of the overall strategy of the group company2 Determine the medium and long-term macro strategic goals and development direction of the group company3 Determine the overall business portfolio and core business of the group company4 Make strategic change decisions according to environmental changes5 Review and approve the strategic plan, business strategic planning and strategic implementation plan of the affiliated enterprises 6 The strategic development department is the competent department of the strategic planning of the group company7 Responsible for the preparation of the strategic plan of the group company8 Responsible for the day-to-day management of strategic planning, including training and guidance for member companies9 Guide each member company of the group company to prepare a three-year rolling plan and annual business plan10 Promote the implementation, inspection and evaluation of the implementation results of the strategic plan on a quarterly and annual basis11 Feedback the strategic planning evaluation information to the group management12 Each member company of the group company is the business unit of the strategic planning of the group company. 3.3.1 Sure
6. Determine the development direction and long-term plan of the enterprise during the plan period, formulate the three-year rolling strategic plan and annual business plan of the enterprise, 1 organize the specific implementation and implementation of the three-year rolling strategic plan and the annual business plan, 2. Participate in the evaluation of the quarterly strategic implementation results and submit relevant reports as required, 3. Feedback the information and results of the implementation of the strategic plan to the group company, and make improvements according to the requirements of the groupChapter 4 The process of strategic planning4 The strategic planning process includes the process of strategic planning and annual plan formulation and the process of evaluating the business performance of the enterprise5 The strategic planning and annual plan formulation process, as shown in the figure below, mainly includes the following steps: Process description: 1. The strategic development department of the group formulates the annual three-year strategic planning template and requirements according to the changes in the external environment of the group and the requirements of the group leaders, including the time node, and releases it to the member companies, 2. The member companies write according to the requirements after receiving the templates and requirements issued by the group
7. The company's three-year strategic planning report, 3. After the completion of the first draft of the strategic planning report, each member company will send it to the strategic development department of the group for review before the required time node, 4. After receiving the first draft of the report of the member company, the strategic development department of the group will check whether the report of the member company meets the review requirements according to the information and requirements it has. 5. If the strategic development department of the group believes that the first draft of the strategic planning report of the member company does not meet the review requirements, the member company shall revise it in accordance with the requirements of the strategic development department of the group and submit it to the strategic development department of the group for review again. 6. If the strategic development department of the group believes that the first draft of the strategic planning report of the member company meets the review requirements, it will arrange a high-level communication meeting attended by the management of the group. 7. The management of the group participates in the high-level communication meeting on strategic planning organized by the strategic development department of the group and expresses opinions and suggestions on the first draft of the strategic planning report of the member companies
8. Change the three-year rolling strategic planning report, submit it to the strategic development department and ask the group management to confirm it for the record, and specifically decompose the business plan for the next year according to the requirements of the strategic plan, requiring that the business indicators must be measurable, and be able to conduct quarterly performance assessment, The strategic planning and annual business plan approval has not been completed, and the company's annual budget cannot enter the approval process, 9. The Group's Strategic Development Department will organize a high-level inquiry meeting after receiving the member's company's next year's business plan to make specific inquiries about the annual business plan, Same as the strategic planning report, if the Group's Strategic Development Department believes that the member's annual business plan does not meet the requirements, it will require the member company to revise it until the requirements are met, and then organize the group's management to question and review the company's business plan, 10. The management of the group participates in the high-level inquiry meeting organized by the strategic development department and expresses opinions and suggestions on the annual business plan of the member companies
9. In the inquiry meeting, the approval opinions on the annual business plan of the member company should be clarified, and if it is necessary to conduct another question, it should be clearly reflected in the meeting minutes and after the modification of the member company is completed, the strategic development department of the group will organize another high-level inquiry meeting, 12. The member company shall revise the annual business plan in accordance with the requirements of the high-level inquiry meeting and submit it to the strategic development department of the group, and if it is necessary to question again, the strategic development department of the group shall organize the management of the group to conduct another question, and if it is not necessary to question again, the chairman of the group shall sign and implement the performance contract after confirmation, 13. If the high-level inquiry will pass, the general manager or executive general manager of the member company shall sign the performance contract on behalf of the management of the member company and begin to implement it, 14. The Group's Strategic Development Department shall record the final draft of the three-year rolling strategic plan and the annual business plan, and conduct a review and evaluation of the company's quarterly operating performance accordingly. 1 The review and evaluation of business performance of enterprises are divided into two categories: quarterly and annual
10. Use the same process: 2 business performance review and evaluation process, as shown in the figure below, mainly including the following steps 3 process description: 1. The group strategic development department arranges the company's strategic plan according to the plan at the beginning of the year and the specific time of the group leaders, formulates the quarterly member company performance review report template and requirements and releases it to each member company, 2. After receiving the template and requirements issued by the group, each member company shall write the company's business performance review and key work completion in accordance with the requirements, and the performance review of the fourth quarter and the annual performance review of the current year and the report of the business plan for the next year shall be combined and completed, 3. After the completion of the first draft of the performance review report, each member company shall send it to the strategic development department of the group for review before the required time node. 4. After receiving the first draft of the report of the member company, the strategic development department of the group checks whether the report of the member company meets the review requirements according to the information and requirements it has. 5. If the strategic development department of the group believes that the member company is in business
11. If the first draft of the performance review report does not meet the review requirements, the member company shall revise it in accordance with the requirements of the Group Strategic Development Department and submit it to the Group Strategic Development Department for review again, 6. If the Group Strategic Development Department believes that the first draft of the performance review report of the member company meets the review requirements, the group management will be arranged to conduct the quarterly performance review meeting of the group, 7. The group management participates in the group performance review meeting organized by the Group Strategic Development Department and expresses opinions and suggestions on the quarterly performance of the member companies, 8. Every year, at the semi-annual performance review meeting, we provide an opportunity to revise the key performance indicators and KPIs in the annual management plans of the member companies. If the management of the group agrees to revise certain indicators of a member company according to the actual situation of the year, it should be clearly reflected in the meeting minutes and revised by the member company and reported to the strategic development department of the group for the record. In principle, the number of indicators to be revised cannot exceed 30% of all indicators in the current year, 9. Members
12. The company shall revise the annual business plan in accordance with the requirements of the group performance review meeting, and report to the group strategic development department for the record after the modification is completed. 10. The group strategic development department shall file the record according to the spirit of the group performance review meeting and the revised annual business plan of the member companies, and arrange the next quarterly assessment in accordance with the new business plan. Under normal circumstances, there is no need to revise the annual plan in the quarterly performance review meeting, but the annual business performance review may have some modification requirements for the annual business plan report, and in principle, the performance review and annual business plan review meeting will not be held after the revision. If it is necessary to conduct a second performance review and business plan review meeting, it needs to be clearly stated in the meeting minutes, 12. The member company shall revise the company's performance review report in accordance with the requirements of the quarterly/annual performance review meeting and report it to the strategic development department of the group for the record
13. The development department organizes again, and 13. The strategic development department of the group conducts the quarterly performance appraisal and scoring of the member companies according to the revised annual business plan and the quarterly performance review report of the member companies, which is limited to the individual main management personnel of the member companies, and provides it to the human resources department as the input information of the performance appraisal of the human resources department. 1Q business performance review: Every quarter, the strategic development department of the group company organizes a quarterly review meeting on the implementation of strategic planning, focusing on checking and summarizing the completion of the company's strategic objectives in the last quarter, the implementation progress of key strategic initiatives and the impact of major business decisions on the implementation of the company's development strategy. 2. Evaluation and adjustment of the annual business plan: Summary of the annual business plan and annual operation of the member companies of the group company
14. The evaluation of the plan is carried out at the same time. The strategic development department of the group company organizes the annual business plan inquiry meeting, focusing on checking and summarizing the completion of various business performance indicators, KPIs, the implementation of major business decisions and whether the major business decisions are in line with the implementation of the development strategy of the group company. The meeting was attended by the Group's management, and the results of the meeting were summarized by the Group's Strategic Development Department and reported to the Group's management and implemented by the member companies. 4.4 In the first week of November each year, the first draft of the three-year rolling plan of the enterprise shall be prepared and submitted to the strategic development department of the group company for approval. In mid-December of each year, the annual business plan of the enterprise shall be prepared and submitted to the strategic development department of the group company for approval. Chapter 5 Implementation and Implementation of Strategic Planning3 The implementation of the strategic plan is aimed at the implementation of the business strategy of the group company and the three-year rolling strategic plan of the member companies, and is guaranteed by a smooth information feedback channel.
15. On the basis of performance evaluation, the assessment of the completion of quarterly and annual performance contracts of member companies is used as a means to ensure the implementation of strategic planning objectives, 4 Each member company shall ensure the personnel and expenses required for research, inspection, strategy formulation, consultation, evaluation, etc. required to carry out the relevant work of strategic planning and annual business plan,5 5.3 Each member company shall do a good job in strategic planning and 6 related work and information confidentiality work in accordance with the relevant system of the company's confidentiality and other information management, Chapter VI assessment 6.1 of the development and completion of the strategic planning and business plan of each member company, included in the assessment of the completion of the annual performance contract of the member company, 6.2 the completion of the annual performance contract of each member company on the specific remuneration of the company's key management personnel will be implemented in accordance with the relevant departments separately issued management measures These measures are interpreted by the strategic development department of the group. Group Strategic Development Department, May 10, 2013
An understanding of the company's strategy, corporate vision, mission and strategic objectives
Vision, mission and strategic goals are the essential purpose of the existence and development of an enterprise. Thereinto:
- The corporate mission addresses the question: What is our business and why do we exist?
- The question to be addressed in the corporate vision is: What kind of business do we want to be?
- The strategic goals of the enterprise are to solve the following questions: What are the specific outcomes that are expected to be achieved by the vision and mission?
1. Vision
Corporate vision is the core content of enterprise management philosophy, is the description of the state of the final expectation of the enterprise, composed of the core concept of the enterprise, the future prospect of two parts, is an important component of the enterprise strategy.
For any organization, whether there is a common vision, or whether the vision can be recognized by employees, is the embodiment of the leadership ability of business leaders, and it is also the key to improving corporate cohesion.
Second, the mission
Drucker believes that the mission of the enterprise is to clarify the fundamental nature of the enterprise and the purpose or reason for its existence, explain the business field and business thinking of the enterprise, and provide a basis for the formulation of the strategic objectives of the enterprise.
The mission is to further clarify the business scope, content and level of the enterprise in the field of social and economic activities on the basis of the corporate vision, and is the description of the identity or role of the enterprise in the social and economic activities, and the understanding of the company's strategy, including the three aspects of business philosophy, corporate purpose and corporate image.
3. Strategic objectives
The strategic goal is the concretization of the mission and vision of the enterprise, the further elaboration and definition of the business purpose and social mission of the enterprise, and the specific description of the level to be achieved by the enterprise in the established field of business activities.
Strategic objectives include both economic and non-economic objectives;
Fourth, the relationship between vision, mission and strategic goals
Vision, mission, and strategic goals are both related and distinct.
Vision is what a business expects to evolve to be (and what it is likely to be), and mission is the raison d'être of the business, the economic identity or role of the business, and the commitment of the business to society and stakeholders. Strategic objectives are the main work directions of the company in recent years (3 years, 5 years, 10 years), also known as medium and long-term planning or medium and long-term goals.
From the perspective of time, the mission is the role of the moment, the strategic goal is the description of the direction of work or the results of the work within a limited time, and the vision is the image that the company ultimately expects to develop, which is a more long-term goal.
At the same time, the three are connected, the mission describes the reason for the company's existence, the vision describes what the company wants to be in the future, and the strategy becomes the stage ladder from reality to vision.
The relationship between vision, mission and strategyThe understanding of the company's strategy is shown in the table below.
Table: Vision, Mission and Strategic Relationship