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CPA Strategy-Strategy and Strategic Management
Chapter 1 of CPA's "Strategy" is a mind map of strategy and strategic management, with a detailed introduction that allows you to understand and learn more quickly and conveniently. If you need it, collect it quickly!
Editado em 2024-03-27 14:13:27
CPA Strategy-Strategy and Strategic Management
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- Descrição
Strategy and Strategic Management
strategy
strategy related concepts
connotation
Traditional concept (Porter’s view)
Modern concepts (Mintzberg's perspective)
Comprehensive concept (Thomson view)
Outreach (mission and goals)
Mission (your pursuit)
Company purpose
Company purpose
Business philosophy
Goals (concrete)
financial goals strategic goals
short term goals long term goals
strategic level
Overall strategy (corporate level strategy)
Business Unit Strategy (Competitive Strategy)
functional strategy
strategic management
Connotation and characteristics
Comprehensive, high-level dynamics
management process
Strategic Analysis (Where Are You)
external environment analysis
Macro environment analysis
Industrial environment analysis
Competitive environment analysis
internal environment analysis
Analysis of enterprise resources and capabilities
Value chain analysis and business portfolio analysis
Strategic choice (where to go)
Optional strategy types
overall strategy
competitive strategy
functional strategy
strategy selection process
Strategy formulation methods: top-down, bottom-up, top-down combination.
Alternatives are evaluated on three criteria: suitability, acceptability, and feasibility.
Strategy implementation (how to get there)
organizational structure
company culture
strategic control
digital transformation
Coordinate the relationship between all aspects
strategic management process
cycle process
strategic innovation management
Meaning: A systematic process for new ideas in accordance with the principle of dynamic coordination.
type
Product Innovation
process innovation
Positioning innovation
Fan's innovation
Mindset & Business Model
Four aspects to consider when developing
Degree of novelty: incremental (little things) or breakthrough (big changes)
Innovative basic products and product families
level of innovation
Component level (single) / Architecture level (multiple)
Timing of innovation (innovation life cycle)
Rheological stage - transitional stage - mature stage
The context of strategic innovation
Build an innovative organization
Shared mission, leadership and willingness to innovate
appropriate organizational structure
Organic Mode & Mechanical Mode
key individual
All employees participate in innovation
effective teamwork
creative atmosphere
cross borders
Develop innovative strategies
specific knowledge, the ability to explore knowledge
Innovation, accumulation of specific knowledge
Coping with the external environment
Internal structures and processes are balanced with conflictuality
Main processes of innovation management
Search stage: look for signals and make plans
Selection stage: external or internal or internal and external
Implementation stage: Gradually form relevant knowledge and continue to use it to consolidate innovation.
Acquisition stage: harvest, maintain, lead.
Innovation management process model
Stage-one-gate model (traditional concept), setting decision gates at each stage
3M Innovation Funnel Model
graffiti innovation
Design-based innovation
Leading innovation
Integrated Product Development (IPD)
Rights and Stakeholders in Strategic Management
Key stakeholders of the enterprise
Internal: shareholders and institutional investors, managers, corporate employees
External: government, buyers or suppliers, creditors, the public
Conflicts and balance of interests among corporate stakeholders
Investors and managers, employees and enterprises, corporate interests and social benefits
Power and the strategic process
Authority is a subset of power, power is the king, authority is the boss.
Sources of power: 1. The right to control and exchange resources; 2. Position in management; 3. Personal quality and influence; 4. Participate in or influence the strategic decision-making and implementation process of the enterprise; 5. The degree of concentration or alliance of stakeholders.
Use of power: confrontation, reconciliation (unilateral concessions), collaboration, compromise (concessions by both parties), avoidance