In the process of enterprise development, the BLM strategic model is a management method with great research value.

In the mid-term stage of enterprise development and when encountering business difficulties, it can have a significant effect and help the enterprise grow rapidly. Unfortunately, the limitations of this application are often overlooked, and this is exactly the crux of the problem.

When an enterprise is in the middle stage of growth or encounters business development obstacles, the BLM strategic model can play a key role, like a key to opening a new situation.

Many traditional domestic manufacturing industries, after reaching a certain stage of development, have become relatively stable in internal management, but lack new growth drivers.

At this time, the BLM strategic model relies on its strategies to analyze the gap with the goals, point out the way forward, and help companies explore new development paths.

In the external environment of fierce market competition, companies must quickly adjust their business strategies. Using the BLM strategic model, companies can scientifically decompose strategic goals to provide clear direction and guidance for actual operations.

In practice, we found that once the industry's development cycle undergoes major fluctuations, this model will have some problems.

The Internet industry has experienced multiple rounds of technological innovation, and its development trajectory has evolved from the PC Internet at the beginning to today's mobile Internet, and even further expanded to the Internet of Things.

Opportunity analysis is difficult to quantify.

It is currently difficult for enterprises to use it to conduct effective analysis of opportunity gaps. This type of analysis is not as intuitive and easy to quantify as performance gap analysis, which results in a lack of clear target guidance when implementing subsequent strategies.

Furthermore, many managers often ignore the core value of the "opportunity gap analysis" model when major changes occur in the industry, which in turn prevents its practical application from being comprehensive and in-depth.

There once was an enterprise that had been using the BLM model to manage ideas and working methods.

It has developed in the domestic market for many years and has a good corporate culture.

Facing the challenges of the international market and the industry transformation stage, it uses the strategic vision cultivated in the past to plan to expand its business scope overseas.

The problem it encounters is how to deal with large-scale changes.

When using BLM models, you cannot just rely on traditional analysis, you must dig deeper into the differences between opportunities and shortcomings. At the same time, diversified external market analysis methods are also needed to provide support.

Companies need to understand the needs of overseas consumers and the trends of the international market, and conduct in-depth market inspections in various countries and regions.

They realize that they need to spend more effort on studying customer characteristics, and at the same time, they need to help their subsidiaries clarify their specific positioning in different business areas such as TB, TG, and TC.

After such adjustments, we return to the original intention of our strategy. Based on this information, we establish new strategic goals and explain their implementation in detail.

The BLM strategic model is not an isolated management tool.

Like a component in a working machine.

In enterprise strategic management, different tools need to be coordinated.

During periods of major change, the BLM model needs to be combined with market analysis tools due to its inherent shortcomings.

For example, when emerging financial technologies appear in the financial industry.

Rely on market insights tools to identify external market dynamics.

Customer analysis tools can help gain in-depth insight into the specific needs of various customer groups, while enterprise competitiveness tools can evaluate one's own strengths and weaknesses in the industry. The two work together to help the BLM model formulate more comprehensive strategic plans.

Enterprise positioning is fundamental.

Whether it is a private enterprise in fierce competition or an enterprise with a public welfare nature, only when the enterprise has a clear positioning can management methods such as BLM fully demonstrate its effectiveness.

This apparel company, which focuses on the high-end consumer market, needs to clearly define its market positioning and brand image.

Only in this way, in the process of using the BLM strategic model, can we better meet the needs of enterprises, accurately analyze target differences, and refine strategic goals into specific execution steps.

Otherwise, there will be a problem of separation between strategic planning and actual execution.

Enterprises must rely on their own internal deterministic judgments and combine them with external market insights.

Under the premise of clear corporate positioning, a strategic plan supported by specific data can be formulated.

VRIO models can be used with BLM models.

VRIO gradually conducts internal analysis of the enterprise in the order of V-R-I-O.

For example, a technology company is developing a new technology product.

First, it needs to use the VRIO model to evaluate; secondly, it needs to examine whether the technical resources have value; thirdly, it also needs to see whether these resources are rare; furthermore, it also needs to judge whether these resources are difficult to copy; finally, it also needs to It is necessary to confirm whether there is a suitable organization that can effectively utilize these resources.

This result can be supplemented into the BLM model.

This information can help us identify which enterprise resources or capabilities can constitute a sustainable competitive advantage. In this way, a more detailed analysis basis for internal factors can be provided for the application of the BLM model in corporate strategic planning.

Considering the long-term development of the enterprise, how do we skillfully apply the BLM strategic model according to the characteristics of our own enterprise?

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