战略研讨的三大挑战 岁末年初的战略研讨会，是回顾过去和展望未来的复盘时刻，是抽离业务并深度思考的关键场景，是打破陈念和重塑认知的学习时刻，是彼此链接和互相 赋能的温暖时刻。 很多战略研讨会结束后，组织里仍然会出现"不清晰、无承诺、难执行"的问题。 当我们会后和大家一对一深聊的时候，发现很多时刻人们并没有真正打开心扉；很多实质性的问题根本没有浮出水面；很多真实的观点并没有深度尖锐的 交锋和碰撞。 这样的战略研讨会，当战略意图没有深度碰撞和对齐，战略目标没有清晰聚焦和拆解，战略举措和配套资源没有承诺，而会后的战略的难执行是必然的。 本文希望通过深度剖析企业"在战略感知、战略生成、战略执行与战略复盘"四个场景的困境、深层次原因以及解锁建议，为一号位和高管团队在今年准备 年度战略研讨会的时候，提供新的思路和视角，期待每个高管团队在战略研讨会上敢于讲真话、会后真相信、落地真敢干。 1 2 战略的四大困境 笔者认为，"战略"是一个旅程，这个旅程是由个体、团队和组织，通过深度感知组织内部系统和外部系统的变与不变，通过向内求索和向外印证，逐渐生 成独特价值定位，通过缜密思考权衡利弊优先排序后聚焦关键举措，坚定不移的执行、复盘 ...

Core Insights - The article emphasizes the importance of strategic planning for entrepreneurs and CEOs in a highly competitive business environment, highlighting that less than 10% of companies effectively execute their strategic plans [3][15]. Group 1: Definition of Strategy - Strategy is defined as the fundamental methods and means for an organization to achieve its overall goals and win in competition [5]. - The definition can be broken down into three key components: achieving overall organizational goals, winning in competition, and identifying fundamental methods and means [6][10][12]. Group 2: Challenges in Strategy Execution - Less than 10% of companies with a strategy effectively execute it, indicating a significant gap between planning and execution [15]. - Four main obstacles to effective strategy execution are identified: lack of consensus, inadequate breakdown and collaboration of strategy, misalignment of resources and capabilities with strategy, and insufficient systems or mechanisms [16][19][21]. Group 3: Strategic Planning Process - The strategic planning process consists of four parts: competitive advantage, business model, strategic goals, and market and customer insights [42]. - Market and customer insights are crucial, as they determine the viability of the business and the potential for success in the chosen market [43][44]. Group 4: Competitive Landscape Analysis - A company must analyze its competitive landscape, including market size, growth potential, and its position relative to competitors [60][63]. - Utilizing tools like SWOT analysis helps identify internal strengths and weaknesses, as well as external opportunities and threats [66][69]. Group 5: Business Model Design - The business model should focus on delivering value to customers, determining key operations, and understanding the financial implications of the business [75]. - A well-defined business model can enhance efficiency and profitability, ensuring that the company can sustain its competitive advantage [76]. Group 6: Strategic Goal Selection - Strategic goals can be opportunity-driven or condition-driven, depending on the company's resources and market trends [83]. - The selection of strategic goals should involve both qualitative and quantitative metrics to ensure clarity and direction [87][88].

Core Viewpoint - Yuyuan Group (豫园股份) reported a significant net loss in the first half of 2025, primarily due to challenges in its core business segments, while relying heavily on investment gains to offset operational losses [2][3]. Financial Performance - In the first half of 2025, Yuyuan Group achieved operating revenue of 19.112 billion yuan, but reported a net loss of 444.5 million yuan after excluding non-recurring gains [2]. - The property development and sales segment faced a gross margin of only 3.89%, impacted by the overall downturn in the real estate industry, alongside increased asset impairment losses [2]. - The company realized 711 million yuan from the sale of shares in Laopuhuangjin, with total investment returns exceeding 1.56 billion yuan, yielding a return rate of over 30 times [3]. Investment Strategy - Yuyuan Group's investment in Laopuhuangjin and shares in Chongqing Rural Commercial Bank contributed significantly to its financial results, with non-recurring gains accounting for approximately 927% of the net profit [3][10]. - The company’s strategy appears to be misaligned with its operational performance, as it has shifted resources towards securities investments rather than focusing on core business development [6]. Governance and Strategic Execution - The company’s strategic plan emphasizes a dual approach of "industrial operation and investment," but there is a disconnect between this strategy and actual resource allocation, leading to questions about governance and transparency [4][6]. - The report lacks clarity on the prioritization of investment versus core business resources, raising concerns about the potential crowding out of operational investments [6]. Risk Management - Yuyuan Group has established a risk management system but has not adequately addressed the risks associated with its securities investments, which are crucial to its profitability [7]. - The financial report does not sufficiently cover the volatility risks of its investment portfolio, which could impact future earnings [7]. Research and Development - The company has significantly reduced its R&D expenditures, with 2024 R&D spending at only 48.82 million yuan, about one-third of the 2022 level, indicating a declining focus on innovation [8][9]. - This reduction in R&D investment has led to challenges in product innovation, as evidenced by recent controversies surrounding its jewelry brand [9]. Stakeholder Communication - The report mentions efforts to engage with stakeholders through various channels, but it lacks detailed disclosures regarding the sustainability risks of investment returns and the company's plans for core business improvement [10].

Core Viewpoint - Shanghai Jahwa is undergoing a significant transformation under the leadership of Lin Xiaohai, who emphasizes the need for a mission-driven team and a shift from internal competition to external competitiveness to revitalize the company [2][6][7]. Financial Performance - In 2024, Shanghai Jahwa reported a net profit attributable to shareholders of -833 million yuan, marking its first loss in recent years [4][10]. - The company's operating revenue for 2024 was approximately 5.68 billion yuan, a decrease of 13.93% compared to 2023 [5][10]. - The revenue trend from 2021 to 2024 shows a continuous decline, with figures of 76.46 billion yuan, 71.06 billion yuan, 65.98 billion yuan, and 56.79 billion yuan respectively [9]. Strategic Direction - Lin Xiaohai has initiated a "second entrepreneurship" strategy, focusing on organizational restructuring and operational efficiency to combat the company's recent downturn [4][6]. - The management aims for a double-digit revenue growth and profitability by 2025, with a focus on executing new strategies effectively [11][14]. - The company is fostering a competitive environment among its brands, with a goal to enhance external competitiveness starting from the 2025 "6·18" promotional event [7][14]. Market Perception - The long-term decline in stock price reflects the company's past operational challenges, with a drop of over 60% since its peak in June 2021 [8][9]. - As of June 25, 2024, the stock price was reported at 20.58 yuan, with a total market capitalization of 13.83 billion yuan [9]. Management and Governance - The management team, including CFO Luo Yongtao, expressed confidence in the company's future despite recent financial struggles, attributing the stock price to a comprehensive evaluation of the company's performance [8][11]. - Lin Xiaohai emphasized the importance of building trust with stakeholders through consistent performance and communication, which is essential for gaining greater authority from the controlling shareholder [15][18].