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MindMap Gallery 2022 CPA Strategy Chapter 1 Strategy and Strategic Management

2022 CPA Strategy Chapter 1 Strategy and Strategic Management

2022 Chinese Certified Public Accountant CPA Strategic Mind Map Chapter 1 Strategy and Strategic Management Mind Map, including: the basic concepts of corporate strategy (definition of corporate strategy, company mission, company goals, levels of corporate strategy) and strategic management (Characteristics of strategic management, strategic management process, strategic innovation management).

Edited at 2022-06-19 23:12:18

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2022 CPA Strategy Chapter 1 Strategy and Strategic Management

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Outline

Chapter 1 Strategy and Strategic Management

Basic concepts of corporate strategy

Definition of corporate strategy

traditional concept

planning

Globality

long term

modern concept

Adaptability

competitive

risk

Comprehensive concept (combination of conventional strategy (plan) and emergency strategy)

Company mission

Corporate purpose (including shareholder wealth and social responsibility, i.e. survival goal positioning) for whom

What does the company’s purpose (including the company’s products (services), customer targets, market and technology, i.e. business scope positioning) do?

How to do business philosophy (business thinking, values, basic beliefs, codes of conduct, priorities and attitudes in dealing with oneself and social relations, that is, business thinking positioning)

company goals

Financial goal system (quantitative): stock price evaluation, increasing company trust

Strategic goal system (qualitative): improving competitive advantage, etc.

levels of corporate strategy

Overall strategy (corporate level strategy)

development, stability, contraction

Business Unit Strategy (Competitive Strategy)

Basic competition, small and medium-sized enterprise competition, blue ocean

Functional strategy (functional-level strategy): The main responsibility is how to better allocate internal resources of the enterprise to serve strategies at all levels and improve organizational efficiency.

The subjects are departments

strategic management

Characteristics of strategic management

comprehensive management

Full management

Best overall

high level management

dynamic management

strategic management process

Strategic Analysis

External environment analysis (opportunities and threats)

Internal environment analysis (resources and strategic capabilities)

Strategic Choice

step

Develop strategic options

top down

bottom up

Combine upper and lower

Evaluate strategic alternatives

Suitability Criteria SWOT

acceptability criteria

Feasibility criteria (whether the returns and risks match)

Choose a strategy

Choose based on goals

Submit to superiors for selection

Hire an expert

strategy implementation

strategic innovation management

Types of strategic innovation

Product Innovation

Process innovation (changes in production and delivery methods)

Positioning innovation (changes in the environment in which products and services enter the market)

Customer positioning, industry changes, etc.

Paradigm innovation (changes in the underlying mindset that impacts an organization’s business)

Three different development stages of innovation models

rheological stage

There is great uncertainty

Diverse, often including custom designs

The coexistence of old and new technologies and the rapid improvement of both

transitional phase

Subjective design appears

Product differentiation

Pay attention to product features

mature stage

Pay attention to product prices

Reduce costs, mostly undifferentiated standardized products, which can also be customized to meet the special needs of specific customers

New technology emerges

Elements of an innovative organization

Shared mission, leadership and willingness to innovate

Appropriate organizational structure (finding the right balance between organic and mechanical patterns)

key individual

All employees participate in innovation

effective teamwork

creative atmosphere

cross borders

Main processes of innovation management

search phase

selection stage

Implementation stage (the process of gathering various knowledge and generating innovation, using more relevant knowledge to consolidate this innovation)

acquisition phase

Rights and Stakeholders in Strategic Management

Conflicts and balance of interests among corporate stakeholders

Investors and managers

Baumol's sales maximization model

Maris' growth maximization model

Williamson's manager utility maximization model (managerial authority theory)

Enterprise employees and enterprises (shareholders or managers) - Leontief model

Corporate interests and social utility

Protect the basic interests of corporate stakeholders

Protect the natural environment

Sponsor and support social welfare undertakings

Power and the strategic process

Sources of rights for corporate stakeholders

The ability to control and exchange resources

position in management hierarchy

statutory authority

reward rights

coercive power

Personal qualities and influences

Expert power

Right of example

Participate in or influence the strategic decision-making and implementation process of the enterprise

The degree of concentration or coalition of stakeholders

Use of rights in strategic decision-making and implementation processes

Confrontation Firm, uncooperative

Reconciliation, non-commitment, cooperation (acquiescence and concession)

Collaboration, determination, cooperation

Compromise: Moderate firmness, moderate cooperation

Avoidance Unfirm, uncooperative

level of innovation

component level

System architecture (how these components fit together)

Behavior

The similarities between reconciliation and avoidance: giving up one's own requirements. The difference: reconciliation meets the other party's requirements, while avoidance does not meet the other party's requirements.

Mainly depends on the leader’s position in the organization

managerial firm theory