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MindMap Gallery Corporate strategic choices

Corporate strategic choices

The mind map of the company's strategic selection introduces the stable development strategy, development strategy, development methods of the company's development strategy, defense strategy, and company business portfolio management.

Edited at 2022-05-29 21:24:12

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Corporate strategic choices

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Outline

Chapter 3_Strategic Choice
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Corporate strategic choices

Section 1 stable development strategy

Characteristics of stable development strategy

Reasons for adopting a stable development strategy

Advantages and Disadvantages of Stable Development Strategy

Section 2 development strategy

A strategy that focuses on producing a single product or service

A strategy development approach that focuses on producing a single product or service

Determine specific reasons

Measures and means taken

Benefits and Disadvantages of a Strategy to Concentrate on a Single Product or Service

benefit

Disadvantages

vertical integration strategy

Analysis of pros and cons of vertical integration

Benefits of a vertical integration strategy

Risks of Vertical Integration Strategy

Theoretical basis for vertical integration strategy

Diversification strategy

Related diversification strategies

What and How Relevant Diversification Strategies Mean and How

The meaning of economies of scope

Advantages of Related Diversification Strategies

unrelated diversification strategy

Section 3 How the company's development strategy develops

internal development

Advantages of Internal Development

The risk is relatively small

Strong resource sharing

Accumulate learning ability

Encourage intrapreneurship

Disadvantages of Internal Development

mergers and acquisitions

M&A approach

Reasons for mergers and acquisitions

joint venture

Main reasons for joint ventures

Basic strategies available

Strategic Alliance

form of strategic alliance

contractual agreement

OEM production

Franchise

mutual shareholding

joint venture

Reasons for strategic alliances

Develop new markets

Share research and development risks

Complementary advantages

Conducive to competition

Principles for establishing effective strategic alliances

Identify suitable alliance partners

Clarify the relationship between alliance partners

All parties in the alliance must maintain the necessary flexibility

Insist on cooperation amid competition

Learning from alliance partners in strategic alliances

outsourcing

Section 4 defense strategy

harvest strategy

Adjust strategy

abandon strategy

liquidation strategy

Section 5 Corporate business portfolio management

Growth rate-market share matrix method

Traditional BCG matrix method

Taurus has a lower market growth rate and a higher relative market share

Thin dogs refer to those business units with low relative market share and market growth rate.

Toddlers are those business units with lower relative market share but higher market growth rate

The market growth rate and relative market share of celebrities are high, and the amount of cash needed and generated by babies is large.

BCG new matrix

Large-scale business units have more competitive advantages, but there are not many ways to obtain competitive advantages in this industry.

Specialized operating units have more competitive advantages and ways to achieve these advantages.

Dead-end business units do not have many competitive advantages, and the industry lacks ways to obtain competitive advantages.

Decentralized operating units have more avenues for actual competitive advantage, but the enterprise itself has fewer competitive advantages.

Industry attractiveness-competitive capability analysis method

Factors for evaluating industry attractiveness

Evaluation Factors of Competitiveness

Strategies for Different Types of Business Units

Policy Guidance Matrix Method

The position of business units in the matrix is determined

Thomson and Steckland method

Enterprises in Quadrant 1 are in a superior strategic position. The most reasonable strategy is to focus on existing products or services to maintain or increase market share, and make necessary investments to continue to be in a leading position.

Companies in Quadrant 2 have a good market but weak competition. The recommended strategy is to first focus on existing products or services.

Enterprises in Quadrant 3 are in a stagnant market, and the available strategies are reset strategy, diversification strategy, abandonment strategy, and liquidation strategy.

Although companies in Quadrant Four have low market growth rates but strong competitive positions, related diversification strategies are their first choice. They may also consider unrelated diversification strategies and joint venture strategies.

Matching evaluation matrix method

Business analysis

Characterization of maternal tissue

Construction of matching evaluation matrix