ShangShuce Lean Strategy Consulting

Corporate strategy refers to a systematic and comprehensive plan that ensures the achievement of the ultimate goal of the enterprise through competitive advantages, with correct implementation, minimal time, and minimal difficulties overcome.

Based on years of experience in strategic management consulting, Shangshuce Management Consulting has proposed a systematic and highly practical strategic theory and method system. The Wulue Management, the Three Stages of Strategic Planning, and the Strategic Framework constitute the core theoretical method system of Shangshuce Management Consulting. Shangshuce Management Consulting has successfully applied this theoretical method system to serve hundreds of enterprises, clarifying their strategies, rationalizing their business layouts, improving their functional systems, and achieving optimal implementation of corporate strategies.

Our services

(1) Strategic analysis and assessment

Market analysis, competition analysis, benchmarking enterprise research, and self-resource capability review

(2) Strategic selection and positioning

Development model selection and positioning, market/business/product segmentation and positioning, industry value chain link selection and positioning, business geographical layout selection and positioning, industry/business/resource combination synergy

(3) Strategic objective system

Assist enterprises in strategic environmental analysis and existing capability diagnosis, provide industry and benchmarking research and reference, help customers form clear strategic planning, clarify corporate strategic positioning, core capabilities and resource requirements necessary for sustainable development; and facilitate consensus among management at all levels on strategic goals and directions through organizing strategic workshops.

(4) Business planning

Objectives for each target business stage, planning paths and implementation methods for each target business, and the construction of capabilities and resource allocation for each target business

(5) Strategic implementation plan

Strategic transformation path planning: Implement the strategic transformation goals into specific action plans, form a clear strategic transformation path map, clarify responsible parties and stage milestones, and make the company's strategic transformation operable and implementable.

Establish an operational analysis system: Establish an analysis system encompassing operational analysis indicators, reports/statements, and data, as well as a linkage mechanism between operational analysis monitoring and meetings. Simultaneously, utilize BI tools to support the monitoring and early warning of strategic implementation, as well as timely analysis and improvement.

Establish a strategic execution assurance system: Establish a closed-loop management mechanism for strategic execution assurance, encompassing strategic planning, business plan and budgeting, strategic execution monitoring, and performance evaluation, to facilitate the implementation of strategies.

(6) Implementation and execution of strategic planning

 Business plan/operating plan, comprehensive budget, strategic control, management reporting, strategic review, internal benchmarking, external benchmarking, performance evaluation, enterprise organizational performance evaluation, manager performance evaluation

Problems solved for enterprises

(1) Work plan

What aspects should I consider when devising a work plan that is "comprehensive, clear, and feasible"? How should I formulate work plans for the next five, three, or one year? What should I do, how should I do it, and why should I do it? What strategic and performance goals can be achieved, and how can they be achieved? (2) Sustainable Development

How to build a century-old enterprise and achieve long-term prosperity?

(2) Business structure

Which business areas should I enter and which ones should I exit? How to enter and how to exit? What is the optimal business structure for my situation? Why? What factors should be considered in adjusting and optimizing business structures? In the history of world business and since China's reform and opening up, what successful models of business structures can be learned from or even imitated, and what failure traps should be guarded against?

(3) Business model

Is my business model and profit model reasonable and effective? Is there room for improvement? If so, how big is the potential for improvement? How can it be improved? Is a thorough transformation, upgrade, or change necessary? If so, how should it be carried out? What are the key success factors of this business model? How can these key success factors be occupied and built upon?

(4) Competitive analysis

What are the benchmark enterprises in my industry? Why are they successful? What should I learn from them? What are the competitive keys and success points of my business model? How will the competitive situation I face evolve? Who are my competitors, where are they located, and what are their competitive strategies and advantages? Compared to my competitors, what are my advantages and where is the gap? How should I choose my competitive strategy, model, and tactics? How do I compete in the value chain? Opportunity analysis: What opportunities do I face, including those in the industry and the capital market? How can I seize these opportunities? What are the cases that can be used for reference and imitation? Capability, resource, and threat analysis: What are my core capabilities and resources? What are my weaknesses and threats? What do these capabilities, resources, weaknesses, and threats mean? Can they influence where I go, how high I go, and how far I go?

(5) Strategy implementation (functional strategy)

Is my capital structure, organizational system, and management system compatible with my business strategy and business model? What improvements, optimizations, changes, or upgrades are needed? What are the key points for implementing my strategy? How can I establish a system for ensuring, evaluating, and providing feedback on strategic implementation?

(6) Internationalization and globalization

Should I enter the international market? When should I enter? Which country or region should I enter first? How should I enter? What should I do for my internationalization and globalization strategy? How to assess and prevent the risks involved?

(7) Merger and Acquisition Expansion

Should I initiate a strategy for industrial consolidation and mergers and acquisitions (M&A)? Should it be a horizontal integration of production capacity and market share, or a vertical integration of the value chain? How do I identify and evaluate opportunities for consolidation and M&A? How do I select, investigate, and value M&A targets? How do I design M&A strategies and transaction structures? And how can I leverage the cycles and mechanisms of the capital market to achieve M&A growth?

(8) System thinking

How can I complete the ultimate contemplation about the enterprise: Who am I, where do I come from, where am I going, and how am I going?

(9) Knowledge learning and ability development

How do I think and plan my own development strategy? What kind of knowledge structure and way of thinking should I possess so that I can complete systematic thinking about the survival and development of the enterprise? What kind of reading structure and learning plan can help me establish such a knowledge structure and way of thinking?