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MindMap Gallery Strategic Management and Ethics
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Strategic Management and Ethics
Strategic management and ethics mind map, including strategic ethical management concepts, corporate vision, mission and ethical pursuit, corporate external environment analysis, corporate resource capabilities and business model analysis, strategic management analysis methods, etc.
Edited at 2022-01-08 23:34:00
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Strategic Management and Ethics
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- Outline
Strategic Ethics and Management
Strategic ethical management concepts
Characteristics of corporate strategy
Totality
long term
instructive
reality
competitive
risk
innovativeness
stability
Elements and core of corporate strategy
Product and market scope (profit scope)
Growth vector (range expansion)
Competitive advantage (guaranteed profit)
Synergy (Accelerator)
Levels and systems of corporate strategy
Corporate (Overall) Strategy
supreme program of action
business strategy
SBU (cost leadership, differentiation, focus)
functional strategy
Market, human resources, R&D, production
strategic management tasks
put forward prospects
Determine mission
Establish goals
Determine strategy
Implement execution
Performance Evaluation
Monitor developments
corrective adjustment
strategic management characteristics
high level management
holistic management
dynamic management
Strategic Management - Improving Effectiveness
Functional Management-Improving Efficiency
strategic management process
Strategic analysis (external, internal)
Strategy formulation and selection (company, competition, function)
Strategy implementation and control
Corporate vision, mission and ethical pursuits
corporate vision
Components
Define the business (who we are)
Determine the direction of development (where to go)
Define specific implementation steps (how to go)
Determine metrics (how to measure benefits
Define vision specificity (not universal)
effect
Managers have a clear understanding of direction and business structure
Reduce the risk of decision-making due to lack of planning
Lower-level departments set goal systems
Encourage staff
Our Mission
main problem
customer needs
Customer group (objects that need to be satisfied)
Ways to meet needs
express
Corporate positioning
corporate philosophy
Public image
interest groups
method
Determine needs
Understand content
Coordination requirements
Coordinating relationships between elements
significance
Corporate strategic goals
composition
expected strategic goals
Timetable for achieving goals
Metrics to measure achievement of goals
Features
concise and quantitative
specific
appropriate
Can achieve
Time-bound requirements
effect
Basic basis and starting point
Guidelines for strategy implementation
Standards for strategic control and evaluation
Specification and quantification of mission
Describes the development prospects
Enterprise external environment analysis
Macro Environmental Analysis (PEST)
P political and legal environment
E economic environment
SSocial environment
T technical environment
industry
Industry economic characteristics
Market size
Competitive geographical scope
Market Growth Rate and Industry Lifespan
Number and size of companies in the industry
Characteristics and number of buyers
Whether to achieve economies of scale
Are there learning and experience curve effects?
entry and exit barriers
Profitability
Industry evolution
Key factors for industry success
specific strategy
product properties
resource
core competencies
Industry Competitiveness Analysis (Porter’s Five Forces)
Potential competitors (new threats)
Supplier (bargain)
Buyer (bargain)
Substitutes (Measures)
Competitors within the industry (level of competition)
Low-carbon economy
means
technological innovation
System Innovation
Industrial Transformation
New energy development
base point
Decarbonization of economic activities in social reproduction
Ecological consumption of social reproduction
Enterprise resource capabilities and business model analysis
Enterprise resource classification
tangible resources
physical object
finance
organize
intangible resources
manpower
technology
brand
Hypercompetition (Blue Ocean Strategy)
Features
High frequency, high intensity, extremely aggressive
Nature
Greatly shorten the competition cycle period
type
information resource
Manage resources
spatiotemporal resources
market resources
ethical resources
Enterprise resources and capabilities
resource
Usability
scarcity
Specificity
ability
Financing ability
financial control ability
strategic decision-making ability
Brand promotion capabilities
cost control ability
Resource and Capability Linkages
Stability and mutability
Transferable and difficult to transfer
Resources are the basis of capabilities
The meaning of resources and capabilities
determine competitive advantage
The key to sustainable development
business model
Glossary
The logic of making money
factor
Product and performance
Targeted market
Pricing and Revenue
Marketing
production methods
external cooperation
significance
Actionable competitive tools
Basic content of decision-making
Promote enterprise innovation
Business model innovation
Glossary
Make money in new and effective ways
Features
From the customer's perspective
More systematic and fundamental
New profitable industry sectors
Way
Define customer needs
product or service
revenue model
production mode
Cooperation mode
Corporate Governance and Stakeholders
governance structure
Decision-making power
Management rights
Supervision power
Reason for entrustment
two or more actors
information asymmetry
The legal consequences shall be borne by the client
principal-agent relationship
Shareholders and Board of Directors
Board of Directors and Management
Management and departments
governance model
British and American model
Maximize shareholder interests
Japanese continental model
Act as a stakeholder
Stakeholders
internal
external
Analytical Methods of Strategic Management
SWOT analysis
step
Comprehensive scan of the business
Develop SWOT
strategic fit and selection
Strategic Realignment
strategy formulation
OS growth type
Increase investment
consolidate advantages
Expand opportunity utilization
pool resources
OW twist type
Disadvantage to advantage
business abandonment
TS multiple business strategies
Threat turns into opportunity
diversified operations
Product and service innovation
TW defensive type
give up or retreat
defense strategy
limitation
It is difficult to estimate threats and opportunities
Difficulty determining strengths and weaknesses
Difficult to assess factors
ignore dynamic changes
Not conducive to diversified operations
Boston Matrix Analysis
business analysis
problematic product
Star Products
cash cow products
Slim dog products
effect
Analyze whether the business portfolio is reasonable
Select and concentrate the limited resources of the enterprise
Integrate different businesses
limitation
Not suitable for all sizes
Difficulty assessing market growth rate
Difficulty grasping market segmentation
Cannot be analyzed dynamically
Regardless of relevance
Other sources of funding
Market share does not represent competitiveness
Industry attractiveness matrix
1,2,4
More attractive
Strong competitive position
3,5,7
Not very attractive
Strong
Industry Maturity or Decline
6,8,9
low attractiveness
weak
give up or retreat
Value chain analysis (building competitive advantage)
basic activities
Purchase logistics
production operations
Shipping logistics
Operation and sales
Serve
Support activities
Enterprise infrastructure
human resource Management
technology development
purchase
understand
The value chain is not divided into short messages
Created by corporate activities
Different emphasis
The foundation is enterprise resources
Competitive strategy analysis and corporate ethics evaluation
general competitive strategy
cost leadership
reason
form barriers
price say
Reduce substitute risk
Cost advantage
Improve customer loyalty
condition
perfect competitive market
Is it standardized?
Do buyers act in the same way?
price elasticity
The main means is price competition
risk
Experience scrapped
Learn it as soon as you can
Ignore market trends
price sensitive
Differentiation Strategy
reason
Same cost leadership
opportunity
Willing to pay for the difference
Diverse customer needs
Few competitors
Rapid technological change
risk
high price
Decreased willingness
Competitor quality
Not understood by customers
Customers don’t agree
focus strategy
reason
Previous ③ Same as above
Weaken customers’ bargaining power
Obtain excess returns
condition
Can be profitable
Growth potential
Not a key market for big manufacturers
Effective service goals
Defend Challenger
in principle
There are differences in needs
no other competitors
Attractive
Unable to pursue a larger market
risk
Major manufacturers adopt the same strategy
Demand becomes smaller
cost disadvantage
Competitive strategies for emerging industries
reason
technological innovation
New needs emerge
potentially viable opportunities
Features
Update soon
High investment amount
low barriers
Short survival period
Too much government intervention
Curiosity
strategic countermeasures
leadership
Technology is getting better and better
win-win
The right time to enter
Reduce the difficulty of purchasing
Competitive strategy for rapid development industries
Features
Rapid technological change
Product Lifecycle
New competitors enter the industry
Buyer needs change rapidly
competitive strategy
Actively invest in technology frontiers
Invest time and attention into new technology
Ability to create new capabilities
Build strategic alliances through suppliers
Competitive strategies for mature industries
Features
Competition is fierce
Buyers become savvy
Pay attention to product quality
Enterprise production capacity is too high
Industry competition becomes international
strategic countermeasures
Reduce product range
Pay attention to process innovation
cut costs
increase sales
Acquisition of manufacturers
Develop international operations
Competitive strategies for declining industries
Features
Uncertainty about the pattern and pace of decline
new demand structure
exit barriers
Strategic Choice
positioning strategy
leadership strategy
harvesting strategy
Give up or divest quickly
Corporate strategy and ethical decision-making
company strategy
Business pursues economy
business growth
Corporate Diversification
External causes
Demand tends to stagnate
High market concentration
Diversity and uncertainty of needs
Government related policies
internal reasons
gain economies of scale
economies of scope
build barriers
Increase control
Reduce business risks
Diversified entry routes
intrapreneurship
question
Price and cost issues need to be considered
competitor's revenge
form
vertical chain fission
Sole proprietorship of new enterprises and factories
Utilization of technology by-products
Utilization of talents
mergers and acquisitions
Way
Overall M&A
Investment Holding Mergers and Acquisitions
Equity transfer
Asset replacement mergers and acquisitions
program
Search for a confirmed company
contact negotiation
Evaluate strategy
Sign a letter of intent
fulfill obligations
Asset valuation
Sign a merger and acquisition agreement
post-acquisition integration
Strategic alliances and joint ventures
Advantage
Enter new markets
Reduce manufacturing costs across the value chain
Develop and diffuse technology
Entering foreign markets through joint ventures
Related diversification strategies
method
Share intangible resources and generate economies of scope
Share tangible resources to achieve cost savings
Accumulate market negotiation skills
Advantage
Switching from one business to another
Merger of different operating businesses
New business borrows brand credibility
Share business risks
cut costs
unrelated diversification
method
organizational restructuring
Parent company involvement
Portfolio analysis
Advantage
Business risk sharing
Profit from operations
Profitability is stable
Increase shareholder wealth
Increase employees’ sense of accomplishment
Disadvantages
Evaluating every business is difficult
Lack of connection between different businesses
It is difficult to prove that profits are stable
ethical decision-making
Description, judgment and reasoning of values
Think comprehensively and make moral evaluations and choices
International management of enterprises
International Management
motivation
Find new customers for your business
competition to reduce costs
Make full use of resources and capabilities
Get resources from other countries
Diversify business risks
International market entry methods
exit
license
Franchise
Strategic Alliance
Joint venture
Wholly owned subsidiary
international tactics
Corporate strategy implementation and ethical management cases
Corporate strategy implementation
Corporate strategy implementation
Plan future operations in advance
Stakeholder coordination
Reflections from shareholders and management
Who to serve
Establish an exit mechanism
capital civilization
checks and balances between powers
Ethics part
Ethics and Morality
Morality is embedded in ethics
moral regulation ethics
ethics and law
ethics before law
Law cannot be separated from ethics
Strengthening the law means strengthening ethics
law and ethics
rely on each other to strengthen each other
Moral non-compulsory legal compulsion
Morality is broad and law is narrow
Legally efficient and morally profound
Ethical Contradictions of Management in Strategy
Self-interest and altruism
The contradiction between economic growth and people's free and harmonious development
sustainable development
Maintain sustainable use of resources
Maintain harmony between man and nature
Economic development and social development are consistent
Ethical relations in strategic management
linear economy
Circular Economy
Recycling principle
Strategic Characteristics Under Ethics
Clear sense of value
beyond the law
Emphasis on self-abnegation
Social Responsibility
pursuit of excellence
Low carbon economic development
technological innovation
System Innovation
Industrial Transformation
Business Ethics Analysis Method
ethical judgment
ethical analysis
Ethics check
Ethical Screening for Strategic Decisions
integrated assimilation theory
Integrate internal and external resources
exploration period
collision period
Integration period
innovation period
Ideas for building a new type of international trade relations
people oriented
Bear social responsibility
Pay attention to environmental protection
Develop low-carbon trade