MindMap Gallery strategic management process
This is a mind map about the strategic management process. It describes strategic analysis, strategic selection, strategic implementation, and the components of an innovative organization. The structural knowledge framework is convenient for learning and understanding!
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This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
strategic management process
Strategic Analysis
external environment analysis
Competitive environment analysis
competitor analysis
ability
Growth ability
Quick response ability
ability to adapt to changes
Stamina
strategic group
significance
It helps to understand the competition situation between strategic groups, proactively discover distant and near competitors, and can also have a good understanding of the differences between a certain group and other groups.
Helps understand mobility barriers between strategic groups
Helps understand the main focus of competition among enterprises within strategic groups
Use strategic group diagrams to predict market changes or discover strategic opportunities
National Competitive Advantage Analysis
diamond model
factors of production
Related and supporting industries
Corporate structure, corporate strategy, and industry competition
Requirements
internal environment analysis
Enterprise resources and capabilities analysis
resource
tangible resources
intangible resources
human Resources
ability
R & D capabilities
Production management capabilities
Marketing ability
Market decision-making ability
sales activity ability
Product competitiveness
financial capability
Organizational management capabilities
value chain analysis
Be clear
Identify key activities that support the company's competitive advantage
Clarify the linkages between activities within the value chain
Clarify the connections between value activities within the value system
business portfolio analysis
boston combo
universal matrix
Strategic Choice
Overall strategy/company level strategy
development strategy
integrated strategy
vertical integration strategy
forward integration strategy
advantage
Applicable conditions
backward integration strategy
horizontal integration strategy
intensive strategy
market penetration strategy
market development strategy
reason
The nature of the production process for existing products makes it difficult to switch to the production of entirely new products
Existing market/segment is saturated
Market development is often combined with product improvement
Applicable conditions
The enterprise has the capital and human resources needed to expand its operations
Enterprises have excess production capacity
The company's existing business areas are very successful
There is an untapped/unsaturated market
Access to new, reliable, economical, high-quality sales channels
The main business of the company belongs to an industry that is rapidly globalizing
product development strategy
reason
Seek new opportunities from shortcomings in existing product portfolio
Leverage your company’s understanding of the market
Maintain a leading position relative to competitors
Enable companies to continue to maintain a solid position in existing markets
Applicable conditions
The company has strong research and development capabilities
Enterprise products have high market credibility and customer satisfaction
The industry in which the company is located is in a stage of rapid growth
The industry in which the enterprise is located is a high-tech industry suitable for innovation, rapid development
Major competitors offer higher quality products at similar prices
Diversification Strategy
Classification
Related diversification (concentric diversification)
Unrelated diversification (centrifugal diversification)
advantage
risk
Stability strategy (maintenance strategy)
contraction strategy
Way
austerity and concentration strategies
Turn to strategy
abandon strategy
Business Unit Strategy/Competitive Strategy
basic competitive strategy
Cost leadership strategy
Implementation conditions
Market conditions (external conditions)
The product has high price elasticity and there are a large number of price-sensitive users in the market.
The products of all companies in the industry are standardized products, and it is difficult to differentiate products.
Buyers pay less attention to brands and most buyers use products in the same way
Price competition is the main means of market competition, and consumers’ switching costs are low
Resources and capabilities (internal conditions)
1. In industries with significant economies of scale, equip corresponding production facilities to achieve economies of scale.
2. Improve product process design, adopt simple product design, and reduce costs by reducing product functions while fully meeting consumer needs.
3. Reduce the costs of various factors
4. Improve productivity. Productivity is the output of a unit factor and is the reciprocal of the cost of a unit product. Improving productivity goes hand in hand with lowering costs. Adopting the latest technology, technology or process and making full use of the learning curve to reduce costs are all necessary means to improve productivity
5. Improve the utilization of production capacity
6. Choose the appropriate trading organization form
7. Focus on gathering
risk
Market demand has shifted from focusing on price to focusing on product brand image, turning the company's original advantages into disadvantages
New entrants or followers in the industry achieve the same or even lower product costs through imitation or the ability to invest in higher-tech facilities.
Changes in technology may wipe out past investments (such as scale expansion, process innovation, etc.) and accumulated experience to reduce costs.
Differentiation Strategy
Implementation conditions
Market conditions (external conditions)
Products can be fully differentiated and recognized by customers
Customer needs are diverse
The industry in which the company operates is experiencing rapid technological changes, and innovation has become the focus of competition.
Resources and capabilities (internal conditions)
1. Have an incentive system, management system and a good creative culture that can ensure the creativity of employees.
2. Have strong R&D capabilities and product design capabilities
3. Have strong marketing capabilities
4. Have the ability to maintain advanced technology as a whole, improve the quality of a certain business, establish product image, and establish and improve distribution channels.
risk
Market demand changes
Competitors' imitation and attacks narrow or even divert the established differences
The cost for companies to differentiate their products is too high
centralization strategy
Implementation conditions
1. There are differences in needs among buyer groups
2. The target market is relatively attractive in terms of competition intensity, growth speed, profitability, market capacity, etc.
3. No other competitor in the target market adopts a similar strategy
4. Enterprise resources and capabilities are limited, making it difficult to achieve cost leadership or differentiation in the entire industry, and can only select individual market segments.
risk
Differences in demand among buyer groups become smaller
Entry and competition of competitors
Risks caused by narrow target market
Competitive Strategies for Small and Medium Enterprises
blue ocean strategy
in principle
Rebuilding market boundaries
basic rules
Examine alternative industries
Across strategic groups
Look at complementary products/services
Redefining industry buying groups
Reset customer functional/emotional appeals
across time
functional strategy/functional level strategy
marketing strategy
Production operations strategy
research and development strategy
HR strategy
financial strategy
······
strategy implementation
risk management strategy tool
Risk Aversion
risk control
risk transfer
risk transformation
risk hedging
Exposures
risk compensation
risk Measurement method
maximum possible loss
probability value
expected value
Value at Risk
Volatility
intuitive approach
5 elements of internal control
risk assessment
control environment
control activities
information and communication
Monitoring (internal supervision)
core strategy
specific measure