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Strategy Chapter 1 Overview of Strategy and Strategic Management
Strategy Chapter 1 is a mind map of strategy and strategic management overview, including the company's purpose (enterprise positioning, production, what it is committed to, customer positioning, technology scope, market positioning).
Modifié à 2023-08-04 17:29:32
Strategy Chapter 1 Overview of Strategy and Strategic Management
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Overview of Strategy and Strategic Management
Basic concepts of corporate strategy
definition
Tradition
Planned, long-term, overall
modern
Adaptability, Competition, Risk
destination route
end
Company mission
Company purpose (profit, non-profit)
Company purpose (enterprise positioning, production, what we are committed to, customer positioning, technical scope, market positioning)
Business philosophy (values)
way
Target
financial target system
market share
Company trust
strategic goal system
Growth opportunities
leadership
compete
reputation
corporate strategic level
overall strategy
business unit strategy
functional strategy
corporate strategic management
process
Strategic Analysis
external environment
Macro environment analysis
Industrial environment analysis
Competitive environment analysis
internal environment
Enterprise resources and capabilities analysis
value chain analysis
business portfolio analysis
SWOT analysis
Strategic Choice
Optional strategy types
corporate level strategy
business unit strategy
functional strategy
strategy selection process
make plan
Top-down approach (centralization)
Bottom-up approach (decentralization)
top-bottom combination method
Evaluation plan
suitability (self) standard
(Stakeholder) Acceptability Criteria
(Strategic/Financial Metrics) Feasibility Criteria
Choose a strategy
According to corporate goals
Submit to superior
Hire external experts
strategy implementation
Improve organizational structure
Construction of Enterprise Culture
Monitor implementation progress
Leveraging digital technologies
Coordinate all aspects
feature
Comprehensive, high-level, dynamic
strategic innovation management
Types of strategic innovation
Product Innovation
product and service
process innovation
Production and delivery methods
Positioning innovation
Paradigm innovation
Wherever there is a product or positioning, there is usually a paradigm.
Explore different aspects of strategic innovation
novelty of innovation
Graduality
Individual product innovation
mutant type
Business model competitive landscape
(Pathway) Foundation Products and Product Families for Innovation
level of innovation
component level
architectural level
Timing (innovation life cycle)
rheological stage
Uncertain Rapid technology improvement Sailing effect Product performance Customization (new energy vehicle battery life)
transitional phase
Differentiation to form dominant design process innovation (high, medium, low)
mature stage
Standardization, integration, focus on incremental innovation, price war, economies of scale, process innovation, reduce costs, improve quality
Strategic innovation scenarios
Build an innovative organization
key individual
Inventor Organization initiator Information transmitter Business support
All employees participate in innovation
training
effective teamwork
appropriate organizational structure
Organic or mechanical
Shared mission, leadership and willingness to innovate
Corporate Culture Senior Commitment
creative atmosphere
cross borders
Cooperation and openness
Main processes of innovation management
search phase
Change signals (new technologies, policies, new demands in some markets)
selection stage
internal and external
Implementation phase
Find Form Enter Consolidate Innovation
acquisition phase
Obtain interests and protect interests (process innovation, intellectual property rights, re-innovation)
Power and Stakeholders in Strategic Management
Stakeholders
internal
investor
management
staff
external
government
buyers and suppliers
creditor
society
Ensure the basic interest requirements of corporate stakeholders
Protect the natural environment
Sponsor and support charity
Sources of power for business stakeholders
that power
It may not be accepted by the subject. It affects all aspects. It is difficult to identify the label.
source
Having resources, management status (legal power, reward power, coercive power) personal qualities (expert, role model), participation in influencing strategy (secretary), centralized alliance (collective protest, employee union)
Authority
exercise of power
confrontation
cooperation
No contradiction
Initial goal achieved
reconciliation
compromise
If there is a conflict, both parties should take a step back
Completion of initial goals
avoid
If there is a conflict, avoid it