Strategy refers to the guiding ideology that runs through the decision-making or activities of a system within a certain historical period, as well as the major plans made under this guiding ideology that are related to the overall development of the system.

The focus of this kind of planning is to create a unique "positioning", make clear "choices" in the competition, and strengthen the "fitness" between various activities.

Business Scope

Resource allocation

Competitive Advantage

synergy

strategic thinking

Strategic objectives

Strategic layout

strategic mission

strategic countermeasures

Strategy governs the overall behavior of an organization and is related to the future survival and development of the organization. It is the central activity of the highest authority of an organization and is an integrated and highest-level management activity.

Strategy can make an organization more forward-looking, more proactive, and less reactive

Can avoid homogeneous competition, increase the difficulty of imitation, and enhance value creation

It can promote content communication, form a consensus from top to bottom, absorb the wisdom of all parties, form a synergy of ideas, and produce a multiplier effect, thereby making it possible for the organization to continue to grow and develop.

Corporate Strategy

business strategy

functional strategy

Enterprises aim to create value for major stakeholders such as customers, employees, and owners. Based on the analysis of the external environment and their own conditions and their changing trends, enterprises establish the mission and goals of the enterprise, formulate strategies, implement strategies, and implement them accordingly. Feedback on the implementation process and results, the dynamic process of evaluating, adjusting or formulating new strategies

Conduct strategic situation analysis

Establish the company’s mission and vision

Develop goals and strategies

implement strategy

strategic control

General environmental analysis

Industry environment analysis

Resource analysis

Capability and core competency analysis

Business status analysis

Experience benefit analysis

value chain analysis

step

strategic plan

The so-called corporate mission is the role and responsibility that an enterprise should play in social progress and social and economic development, that is, the reason for the existence of the enterprise

Corporate philosophy

Corporate purposes

Corporate vision and goals are the company's outlook for the future (10 to 20 years or even longer) when the mission is achieved, that is, what the company hopes to develop in the future. It is a dream and forward-looking thinking, and a conceptualization of the future imagination. Playing a role in mobilizing passion and inspiring progress

Long-term corporate goals refer to goals between 3 and 5 years. The long-term corporate goals outline the main direction of the company and the relationship between the corporate mission and the company's activities. They are the basis for setting short-term goals.

Corporate short-term (or annual) goals are to establish specific performance indicators and levels within one year or less.

Development strategy (also called expansion strategy or growth strategy)

stable strategy

defensive strategy

low cost strategy

Differentiation Strategy

Best Cost Supplier Strategy

centralization strategy

coopetition strategy

Background and concepts

Formulation of blue ocean strategy

BCG matrix method

GE nine-quadrant method

SWOT model method

Enterprise's dependence on external environment

Manager’s attitude towards risk

The company’s past strategy

power relations in business

Middle managers and functional staff

Strategy implementation is the process of executing strategic plans or strategic plans for strategic goals and putting strategies into practical actions.

Principles of strategy implementation

stages of strategy implementation

At the enterprise level, strategic control focuses on maintaining an overall balance among the various activities within the enterprise.

At the operating unit level, tactical control dominates, and control is primarily about maintaining and improving the competitive position of the operating unit.

Within each functional department, operation control focuses on improving function-based strengths and capabilities

Determine control objects and priorities

Establish control standards

Measure actual performance

Evaluation analysis

take corrective measures

Strategy both begins and ends with value creation

The traditional method focuses on financial evaluation, while the modern method emphasizes comprehensive balanced score evaluation.

The balanced scorecard conducts comprehensive evaluation from four perspectives

From the perspective of control time

From the perspective of control business

Common control methods used by enterprises include inspection method, analysis report method, budget method (income, expenditure, cash, liabilities), ratio analysis method (financial ratio method, operating ratio method), and audit method (external audit, internal audit, management audit) , Profit and Loss Control Law, Network Control Law, etc.