XX Textile Company Ten-Year Development Strategic Plan Business Plan Enterprise development strategic planning is the soul and program of enterprise development, guiding the development direction of the enterprise, clarifying the business area of the enterprise, guiding the allocation of enterprise resources, and indicating the development strategy and development measures of the enterprise. The formulation of enterprise development strategic planning is conducive to the establishment of a common vision of the enterprise and employees, so that employees have a sense of belonging and dedication to the organization, so as to devote themselves more wholeheartedly to work. Combined with the current development trend of the industry and the company, on the basis of the analysis of the macro environment and the industry situation of the enterprise, the ten-year development strategic plan of Sichuan Renshou ** company is formulated. 1. General Principles of Planning (-) Planning Background Sichuan Renshou ** Company (hereinafter referred to as "**Company") Since the establishment of the restructuring in 2006 to the present just more than 7 years of market competition baptism, has rapidly developed into Renshou and even four J11 influential textile enterprises restructuring more than 7 years, the company's management has been relatively stable, and gradually entered the development period, in order to achieve the sustainable development of the company, enhance the cohesion of the enterprise, through the establishment of the company's ten-year development strategic plan, for the enterprise and employees to establish common development goals and vision, guide the enterprise and employees towards the common direction and goals. (2) The guiding ideology and principles of planning are based on the "Group Development Outline" as the guiding ideology, and the spirit of Chairman Yang's speech "6.9" as the guiding principle, adhere to the market-oriented, actively expand the market, stabilize and expand the market share, and form cotton and chemical fiber textiles and processing; cotton and chemical fiber products processing, manufacturing and sales; textile raw material import, textiles, Through continuous innovation and improvement, improve the quality of employees, enhance the satisfaction of employees and customers, establish a good reputation and brand value in the industry, and promote the sustainable, stable, rapid and healthy development of enterprises.
(3) Planning time limit 2013-2022 ten-year development plan II, company profile** Since its establishment more than 7 years ago, the company has experienced the crazy baptism of natural disasters such as the 512 Wenchuan earthquake and the 7.25 flood that is rare in a century, and has survived the global financial crisis, the continuous appreciation of the RMB, and the repeated reshuffle of the industry. Over the past 7 years, it has won 53 national, provincial, municipal and county honors, and won 22.41 million yuan in policy funds. A total of 84,301.76 tons of cotton yarn have been produced, 226,397,200 meters of grey cloth have been produced, the total industrial output value has been 10,000 yuan, the income has been 10,000 yuan, the profit has been retained 37.3 million yuan, and the tax has been paid 69.86 million yuan (51.25 million yuan in national tax and 18.61 million yuan in local tax), and 24,093 employees have been paid, with a registered capital of 100 million yuan, total assets of 784.77 million yuan, net assets of 415.63 million yuan, and an asset-liability ratio of 47% It has solved the employment of 9,410 employees, because textile enterprises are labor-intensive enterprises, with high work intensity and low employee wage income, so there are more than 1,196 employees and 482.94 acres of land. Business scope: cotton and chemical fiber textile processing, cotton, chemical fiber products, garment processing, manufacturing and sales, textile raw material import, textiles, clothing import and export trade, etc. The company implements the general manager responsibility system under the leadership of the board of directors of the group, takes the business philosophy of "the user's requirements are our pursuit", adheres to the quality concept of "survival by quality, development by reputation", and the main products have a high reputation in coastal markets such as Jiangsu, Zhejiang, Fujian, etc., and are inspection-free products.
Over the past seven years, the company's ten-year strategic planning, the company's management team has become more and more mature, and there is a group of loyal and dedicated employees who share the company's weal and woe. Although it has not achieved substantial economic benefits, as industrial projects are a sustainable and developing real economy, they will still play an important role as a financing platform and social influence in the group's future development strategy, and play a pivotal role in the influence of the government, industry, society and employment in the county, stimulating the development of the county's industrial economy, promoting the development of the group, and forming a diversified pattern. 3. The development orientation and qualitative goal of the enterpriseDevelopment orientationAs the strategic main body of the group, the industry is the pillar and platform for the survival and development of the entire enterprise. In the next ten years, the company's management team will closely unite around the board of directors with Chairman Yang as the core, and conscientiously comprehend the strategic policy of "a diversified modern enterprise with the financial industry as the leader, industry as the main body, and project investment as the pillar" formulated by the board of directors. With survival and stability as the center, we will strengthen the adjustment of variety structure and cost control, coordinate production and sales work with profit as the guide, tap potential innovation, increase revenue and reduce expenditure, and strive to open a bloody road from the severe industry environment, highlight the encirclement, and achieve sustainable development of the enterprise. By 2022, the company will initially be built into a modern textile industry enterprise that is first-class in the industry, leading in China, and competitive in the international and domestic markets. (2) Qualitative objectives: As the only real economy of the group, in accordance with the group's development strategy: the company will implement local transformation within three years to ensure stability and survival. Within ten years, according to the market, identify the new development direction of the textile industry, form a feasibility demonstration report to promote product upgrading, and at the same time, study and judge the new development policy in the central and western regions and the new trend of the state on the real economy;
The overall strategy of the company's development in the next ten years is: highlighting the main business, optimizing the resource structure, strengthening the management quality, improving the internal mechanism, absorbing and cultivating talents, implementing a win-win strategy, consolidating the development foundation, improving profitability, shaping the corporate culture, enhancing the core competitiveness and sustainable development ability, and building the company into an enterprise with distinctive industrial characteristics in the same industry in the province. (3) Implementation steps and methods In 2013-2017, the company will implement the technical transformation of local key equipment, work hard to reduce production costs and labor costs, and work hard to achieve the company's ten-year strategic plan, further seize the opportunity, take the lead, and strive to achieve the company's comprehensive, coordinated and sustainable development. From 2018 to 2022, combined with the comprehensive research and demonstration of the consumer market, we will investigate a new industrial project with an investment of about 80 million yuan in line with the national future strategic orientation, vacate the cage for birds, and complete industrial upgrading or industrial project transformation. The company will strengthen and expand the cotton textile industry as the direction, establish a business operation model, standardize product positioning, further enhance product research and development capabilities, occupy the market with high value-added clothing fabrics, increase market development efforts, gradually march into overseas markets, further enhance the company's fine management level, give full play to the advantages of famous trademark brands and the company's products in coastal areas to ensure the steady development of the main business. 1. Make full use of the equipment and technical transformation funds obtained to improve output, reduce costs, and promote the improvement of enterprise efficiency; 2. Actively develop marketable products, identify the breakthrough point of the fabric market, and improve product quality and added value; 3. Analyze and study industrial policies in a variety of forms, capture the business opportunities that are lost in the industry downturn, and smooth information with suppliers and users, so as to seek new ways of cooperation, expand sales channels and seek new profit growth points; 4. 5. Start from internal management, strive to reduce the unit cost of products, tap potential, and find ways to improve production efficiency, reduce labor and save energy and reduce consumption, so as to improve the market competitiveness of products and realize the benign operation of enterprises.
Fourth, the development basis and external environment analysis (1) development history** The company is a medium-sized private joint-stock enterprise restructured from the Renshou Cotton Textile Factory of Sichuan Textile Group established and put into operation in 1988. As a key leading enterprise in agricultural industrialization in Meishan City, the company has a production scale of 50,000 spindles and 1,259 cloth machines. The annual sales revenue is 250 million yuan, and the tax is 16.8 million yuan. In 2009, in the ranking of the main economic indicators of cotton textile member enterprises in four J11 provinces, the total profits and taxes ranked second, and the sales revenue of the main business ranked first in the past 7 years of restructuring, the company's scale has grown from small to large, and its comprehensive strength has been continuously enhanced. In 2009, the company invested 400 million yuan, acquired 300 acres of land, and implemented a 100,000 spindle relocation and technical transformation project, which was listed as a national key technological transformation project by the Ministry of Industry and Information Technology and the National Development and Reform Commission, and the project was successfully completed and put into production on December 18, 2010. The company has built a new plant of 120,000 square meters, adding new production equipment with domestic leading level such as carding and carding, high-yield drawing frame, spinning long car, air-jet loom, etc., and has now formed a production scale of 61,300 spindles, 13,000 spindles, 4 sets of combing, and 755 cloth machines, with an annual output of 14,000 tons of various yarns, 26 million meters of textile and garment fabrics, and an annual sales income of 300 million yuan, and a tax profit of 10 million yuan. (2) The main performance companies are the fourth executive director unit of China Cotton Textile Industry Association, the vice president unit of the four J11 Provincial Cotton Spinning Industry Association, the second executive director unit of Sichuan Cotton Textile Industry Association, the advanced unit of integrity construction in Sichuan Province, the "Little Giant" enterprise in Sichuan Province, the key leading enterprise of agricultural industrialization in Meishan City, the top 20 industrial sales income in Meishan City, the demonstration enterprise of 100 enterprises and 100 villages in Meishan City, the civilized and honest private enterprise in Meishan City and the Agricultural Development Bank A+In April 2013, the company was listed as a processing trade enterprise by the National Development and Reform Commission.
The company has been awarded the star enterprise of taxation by the Meishan Municipal Party Committee of the Communist Party of China and the Meishan Municipal People's Government, and has been awarded the honorary title of Renshou County Industrial Taxpayer by the Renshou County Party Committee and the Renshou County People's Government. In 1999, the company passed the 09002 1994 quality system certification of China Quality Certification Center (CQC), and in 2009, it passed the 09001:2008 quality management system audit and acceptance, and in December 2012, the "Silver Waterfall" brand grey cloth trademark successfully won the title of "Sichuan Famous Trademark". The company continues to improve the quality of yarn and cloth, accurately grasp the changes in market information, give full play to marketing skills, on the basis of stabilizing old customers in Sichuan, Jiangsu and Zhejiang, and developing new customers in the province, implement the strategy of going out, consolidate the old markets such as Guangdong, Fujian and Jiangsu, keep the new development markets such as Hubei, Henan and Shandong, and actively expand potential markets such as Hebei, Liaoning and overseas, and develop a number of new customers with strong strength, creating conditions for the company to win the market and seize the opportunity. (3) The company's main competitive advantages The company has domestic advanced production equipment, excellent product quality management and on-site management level, strong product design capabilities, rigorous and efficient management team and a staff team with high ideological quality and high loyalty. At the same time, the company has a large number of stable sales customer base, to a large extent to ensure the smooth flow of sales channels, the company's product quality and delivery deadline are fully guaranteed. In the future, the company will further optimize the production structure, trade structure and product structure and other measures to maintain the rapid development of the main business; through the development of good product design capabilities, further enhance the proportion of products to participate in the international and domestic market competition; through the whole process of production strict quality control and the implementation of fine management, further control production costs, improve enterprise efficiency.
Under the complex and changeable situation, the company's sales and production model will be further revealed, the company's industry position will be further consolidated, and the economic benefits of the main business have achieved a substantial increase. In addition, the company has also made progress in the development of new cotton textile products and energy-saving and environmental protection applications, which has injected new impetus into the company's comprehensive competitiveness and achieved sustainable development, and has also laid a good foundation for the company's diversified development (4) The development trend of the industry in which the company is located and the market competition pattern faced by the company 1, the development trend of the industry The world economic situation will still be very severe and complex in general, weakened by the international market demand, and the domestic market will increase Under the influence of slowdown factors, the operation of the mainland textile industry is showing a downward trend, in the context of excessive cotton price difference at home and abroad, competition and production concentration in the same industry, the production growth rate of cotton textile enterprises has declined significantly, and the losses of most enterprises have increased. The operating pressure of textile export enterprises will likely continue to increase, mainly in the following aspects: First, the widening of cotton prices at home and abroad will have a greater impact on the export of textiles; second, labor costs will continue to rise; the company's financing will be more difficult, and enterprises will pay greater costs. 2. The market competition pattern faced by the company The textile industry is a typical labor-intensive industry, and the competition between enterprises is fierce. At present, the development of enterprises mainly depends on quantity and cost competition, and the speed of technological progress and the mode of development have not yet adapted to the changes in the external environment. Although the export of textiles and garments in the mainland has maintained growth, the economy of developed economies and international market demand has maintained a low growth rate, and the demand has weakened, coupled with the high domestic cotton prices, the rise in the price of raw and auxiliary materials and the continuous appreciation of the RMB and other factors have led to the loss of the cost advantage of domestic textile and garment enterprises, and international orders have shown signs of shifting to Southeast Asia, where labor costs are cheaper.
In addition, the rising cost of factors such as labor costs, transportation costs, and energy and power will further weaken the profit margins of enterprises. It is foreseeable that the future competition of enterprises will be more intense, and the industry is experiencing another round of reshuffling Fifth, the guiding ideology, the overall strategy and the competitive strategy (1) the guiding ideology In the face of the changing characteristics of the market environment, in order to effectively seize the opportunity and actively respond to the challenge, the company should pay attention to grasp the following points in the guiding ideology of the development of the next ten years: First, firmly establish the concept of market competition and crisis consciousness It is necessary to establish a sense of crisis and urgency, completely change the concept, and abandon the unrealistic idea of dependence and tradition The mode of operation, actively and comprehensively participate in market competition, casting the operating mechanism and competitive advantages of enterprises. Only in this way can the company continue to maintain the vitality and vitality of development, and be invincible in the fierce market competition. Second, Highlight the Main Business and Cultivate the Core Competitiveness If the main business of an enterprise is not prominent, the operation and management ability is not strong, and the core competitiveness is lacking, it will be difficult for an enterprise to gain a foothold in the fierce market competition. Therefore, the company's "ten-year plan" will be based on the requirements of market competition, to promote the strategic integration of the company's industry, optimize the company's resource allocation, and strive to use 3-5 years to build the company into a national well-known trademark brand and the province's leading profitable textile enterprises. Third, correctly handle the relationship between development and adjustment, speed and efficiency In the face of the historical task of the company's development and strategic integration in the next ten years, we must judge the situation and control the overall situation in the overall deployment, completely change the current loss situation, unswervingly take the development path of equipment upgrading, strengthen management and improve the level of professional operation in a down-to-earth manner, and maintain the moderate and stable growth of the company's overall development indicators by relying on the improvement of economic benefits. Fourth, Strengthen Enterprise Management and Accelerate the Implementation of the Talent Strategy The challenges in talent are becoming increasingly acute, and weak management and talent crisis have become the main obstacles affecting the competitiveness of enterprises. To this end, after the company has undergone relocation and technological transformation to stabilize the scale of production, it is necessary to understand the urgency of solving the lack of management and technical personnel of the company from a strategic height, comprehensively strengthen the company's management at all levels, and accelerate the personnel
Human Resources Company Strategy, Strategic Planning Research of Yueli Human Resources Co., LtdSummary:
Since the "Twelfth Five-Year Plan", the main tone of the mainland's economic development is "steady growth, adjust the structure of human resources company strategy, and promote economic transformation and upgrading", the state emphasizes the quality of economic development from the strategic level. At present, the main labor dispatch business of Yueli Company due to the adjustment of labor dispatch laws issued by the government, strictly regulate the labor dispatch employment from the legal point of view, the business demand has declined, and the company's current main business income source is facing a significant negative impact. This paper first briefly introduces the most commonly used corporate strategic planning methods, and makes a detailed analysis of the internal and external strategic environment of Yueli according to this method, and summarizes the opportunities, threats, advantages, and disadvantages of Yueli by SWOT analysis, and combines them into the corresponding strategic selection direction. After determining the overall strategic direction of Yueli Company, the strategy of Yueli Company was analyzed and planned from two aspects: value creation of existing business and value creation of new business, and the business category to be developed and the order of investment were determined. Compared with foreign large-scale human resource service enterprises, there is still a considerable gap in the strength level of human resource service enterprises in the mainland.In the face of the huge opportunities of rapid national economic development, structural adjustment, transformation and upgrading, as well as the situation that multinational enterprises continue to seize the market in the mainland and accelerate the layout, the human resources service enterprises in the mainland must attach great importance to the strategic planning of enterprises, grasp the direction of enterprise development, and lay the foundation for the sustainable development of enterprises. A human resource service enterprise with a single business is a typical representative of an old state-owned enterprise in the human resource service industry, and its strategic planning choice has certain reference significance for similar enterprises.
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