| Worldwide, the "strategic oriented enterprise management" or "strategic management" was established in mid 20th century, now developed into a management mode extensively applied by developed western countries. However its history with Chinese enterprises has been short. In 1999 some large and medium Chinese enterprises began to launch strategic management, which now is still in start-up and exploration phase in China. Many Chinese enterprises pay attention only to the drafting and planning of the strategic management, while the process management and dynamic management after the implementation are ignored. In fact, strategic management is a systematic project integrating and utilizing an enterprise's overall resources and capabilities, with all segments closely interconnected, and is the core of operation management for the enterprise. In this essay we will take a look at Shanghai Jinfeng Investment Co., Ltd. (hereinafter referred to as "Jinfeng Co." or "Jinfeng Investment"), a real estate developer with Shanghai A Share, which is of unique and distinctive strategic positioning. We will analyze and studyon the strategic management process for its three-year development strategy (2007 to 2010), covering the process segments of analysis, drafting, implementation, planning, and assessment.The first part of the essay is an overview of the history of Jinfeng Co.'s development since it was restructured and became a listed company in 1998.It highlights the bottleneck and gap between the importance of real estate circulation service which reflects the unique value of the enterprise on strategic positioning and a public company's profitability requirement. It indicates the strategic dilemma must be tackled by re-cognition of self value, drafting development strategy with clear goal, and imposing performance assessment for the implementation, so as to establish the company's core competency.The main portion of the essay explores the strategic analysis and planning for Jinfeng Co. from 2007 to 2010. Begin with the analysis on the external macro environment, it uses the statistical analysis, a quantitative analysis tool, to dissect the competition environment for real estate developers, and determine the competitive positioning for Jinfeng Co. Based on the comprehensive evaluation on strengths and weaknesses of the company's internal resources and capacity, and by SWOT analysis, it indicates the development opportunities and existing problems, thus a brand new strategic positioning for Jinfeng Co. from 2007 to 2010 is established: being a comprehensive service provider in the real estate investment industry, with real estate "investment" as a main focus, "service" as a goal, conducting four major businesses i.e. real estate investment, real estate circulation service, real estate financial service, and real estate related service, building up the core competency with proper scale and high professionalism, which serves as the driving force for the company's sustainable growth. Based on that, it conducts the strategic planning on three levels, i.e. corporate, service, and function strategy level.According to the above strategic planning, the final portion of the essay introduces Jinfeng Co.'s strategic implementation in detail as well as the performance assessment after the implementation. Assessment is conducted by the balanced scorecard in four dimensions: finance, client, internal flow, and study and growth. Recommendations and thoughts are proposed from a view of strategic control in order to adjust and optimize the company's strategy for the next stage. Conclusion and prospective of the essay are thus brought forward. |
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