Strategic management is an enterprise in the macro level through analysis, prediction, planning, control and other means to achieve full use of the enterprise's human, financial, material and other resources, in order to achieve the purpose of optimizing management and improving economic efficiency. Enterprise strategic management is the whole process of designing, choosing, controlling and implementing enterprise strategy until the general goal of enterprise strategy is achieved. Strategic management involves the overall and long-term development of enterprises. Such as business orientation, market development, product development, science and technology development, mechanism reform, organizational restructuring, major technological transformation, financing, etc.

Strategic Management Consulting

1. General problems in strategic management:
Lack of clear development strategy and competitive strategy, lack of long-term development planning, unstable strategy, frequent strategic changes;
The concept of strategic management is weak, and the decision-making level is trapped in tactical affairs.
A large number of enterprises carry out diversified expansion strategy, which results in insufficient resources, inadequate capacity and inadequate development of diversified business, which in turn affects the development of main business.
Enterprise decision-making relies too much on entrepreneurs'intuition and personal experience, and too much on past successful experience.
Opportunistic orientation is serious, blind pursuit of investment hotspots and over-decentralization of resources;
Strategic planning lacks systematic consideration of external environment, internal resources and capabilities, and comprehensive and objective qualitative and quantitative analysis of competitive environment and competitors.
Strategic planning is in the form of words. It can be seen by others, spoken to the outside world and not used at home.
Lack of scientific and effective decision-making mechanism, subjectivity and arbitrariness of major decisions;
Enterprise strategy is difficult to get unanimous recognition and strong support from middle and high level.
Strategies are not fully communicated and exchanged within the organization, resulting in the lack of understanding and support within the organization.
Strategic objectives have not been fully decomposed and can not be implemented in the daily business management activities of enterprises, resulting in the impossibility of operation.
Strategies and organizations are disjointed, and the formulation of new strategies is not guaranteed by organizational restructuring.
The strategy lacks effective means and measures to ensure its implementation, and the established strategy can not be well implemented.
The lack of core competence makes it difficult to support the implementation of the strategy, and the new strategy also lacks the consideration of building the core competence of enterprises.
Strategic management is not standardized, concepts are not in place, and corresponding organizational and financial security is lacking.
The strategy formulated has not been fully propagated and propagated within the enterprise, and lacks the strength and enthusiasm needed for management change.

Basic Procedures of Strategic Management Consulting
The Strategic Management Consulting Process consists of four steps:
1. Analyse the present situation of enterprise strategic management;
2. Judging the main problems of enterprise strategic management;
3. Determine the consulting subject of enterprise strategic management;
4. Designing consulting scheme of enterprise strategic management, poor guidance for implementation.

II. Notices for Strategic Management Consulting
1. In the actual consultation process, the consultant's access to information can not fully meet the basic procedures mentioned above.
2. Analyzing and judging the rationality and effectiveness of enterprise strategy must be based on the analysis of external environment and internal conditions.
3. There are two aspects in the analysis of the external environment and internal conditions of enterprises. [1]

Specific methods

—— Strategic Planning
Make a comprehensive and objective quantitative analysis of the market and competition situation by using the competition analysis model.
Carry out a detailed survey of competitors, analyze their strengths and weaknesses, summarize the successful experience and failure lessons of the industry, and avoid repeating the same mistakes.
Benchmarking analysis of outstanding enterprises inside and outside the industry;
The key success factors of the industry are analyzed and the driving factors of key changes are found.
Analyse the internal strengths, weaknesses, opportunities and threats of enterprises, and determine the core resources and core competencies of enterprises.
Reflect calmly on the purpose and significance of the company's existence, and find the internal motive force for the company's lasting development.
Define the mission, vision and values of the company, on the basis of which determine the scope of business and geographical scope, clear the direction of the company's development, determine the company's business portfolio;
According to the synergistic effect of business, the feasibility of diversification is analyzed, and the strategic decision of diversification and specialization is determined.
To formulate alternative development strategies and objectives, and to determine the specific plans for entering or exiting some markets;
Detailed planning of the company's business strategy and functional strategy to form the company's strategic decision-making system;
To formulate detailed strategic implementation plans and supervisory control methods;
Carry out strategic risk analysis and put forward preventive suggestions

—— Strategic inquiry
Organize development strategy seminars and strategic training for middle and senior managers to raise awareness and ability of strategic management;
Counseling clients to decompose company-level strategies and complete the strategic planning of secondary units and related functional departments on the basis of fully understanding the company's strategies
Establish financial budgets for secondary units and functional departments according to strategic plans of companies and departments, and formulate indicators and specific implementation plans for the next year;
Design the corresponding KPI (Key Performance Indicators) to ensure the effective implementation of the strategic plan;
Help clients to hold strategic inquiry meetings to inquire about the strategic planning of head office and subordinate companies, including conference preparation, conference material preparation, on-site organization and post-conference follow-up inspection;
Through strategic inquiries, help customers establish strategic management system, including strategic planning process and related systems, strategic implementation process and system, to form a complete cycle of strategic management.