Yritysstrategia

Konsepti

Corporatestrategyisageneraltermforvariouscorporatestrategies,includingcompetitivestrategy,marketingstrategy,developmentstrategy,brandstrategy,financingstrategy,technologydevelopmentstrategy,talentDevelopmentstrategy,resourcedevelopmentstrategy,etc.Enterprisestrategiesareendless,forexample,informatizationisabrand-newstrategy.Althoughtherearemultiplecorporatestrategies,thebasicattributesarethesame.Theyareallstrategiesfortheenterprise,andtheyareallstrategiesforthecompany'sintegrity,long-term,andbasicissues.

Esimerkiksi:

Corporatecompetitionstrategyisastrategyforcorporatecompetition,astrategyforcorporatecompetitionasawhole,long-term,andbasicissues;

Technologydevelopmentstrategyisastrategyforenterprisetechnologydevelopment,astrategyfortheoverall,long-term,andbasicissuesofenterprisetechnologydevelopment;

Enterprisetalentstrategyisastrategyforenterprisetalentdevelopment,anditisastrategyforenterprisetalentdevelopment.Developstrategiesforholistic,long-term,andfundamentalissues.

Andsoon,it'sallthesame.Variouscorporatestrategieshavesimilaritiesanddifferences,thesameisthebasicattribute,andthedifferenceisthelevelandangleofplanningtheproblem.Inshort,nomatterwhataspectofthestrategy,aslongasitinvolvestheoverall,long-term,andbasicissuesoftheenterprise,itbelongstothecategoryofcorporatestrategy.

Marketingdefinescorporatestrategyasalong-termstrategyforsurvivalanddevelopmentbasedonsummarizinghistoricalexperience,investigatingthestatusquo,andpredictingthefutureinanenvironmentoffiercemarketeconomycompetition.Acomprehensiveplanorplan.

Whenacompanysuccessfullyformulatesandexecutesvaluecreationstrategies,itcanobtainstrategiccompetitiveness(strategiccompetitiveness).

Astrategyisaseriesofcomprehensiveandcoordinatedagreementsandactionsdesignedtodevelopcorecompetitivenessandgaincompetitiveadvantage.Ifastrategyischosen,thecompanyhasmadeachoiceamongdifferentwaysofcompetition.Inthissense,thestrategicchoiceindicateswhatthecompanyintendstodoandwhatnottodo.Whenacompanyimplementsastrategythatcannotbecopiedbycompetitorsoristoocostlytoimitate,itgainscompetitiveadvantage(competitiveadvantage).Onlywhenthecompetitor’seffortstoimitateitsstrategystoporfail,anorganizationcanbeconfidentthatitsstrategyhasproducedoneormoreusefulcompetitiveadvantages.Inaddition,thecompanymustalsounderstandthatnocompetitiveadvantageispermanent.Thespeedatwhichacompetitoracquirestheskillsusedtoreplicatethecompany'svaluecreationstrategydetermineshowlongthecompany'scompetitiveadvantagecanlast.

Tyyppi

Thetypesofcorporatestrategiesinclude:developmentstrategy,stabilitystrategy,contractionstrategy,mergerandacquisitionstrategy,costleadershipstrategy,differentiationstrategyandcentralizationstrategy.

Developmentstrategiesincludeintegratedstrategies,diversifiedstrategies,andintensivegrowthstrategies.

Integrationstrategyincludesverticalintegrationstrategyandhorizontalintegrationstrategy.Obtainingownershiporstrengtheningcontroloverdistributorsorretailersiscalledforwardintegration.Obtainingownershiporstrengtheningcontroloversuppliersiscalledbackwardintegration.Obtainingownershiporstrengtheningcontrolovercompaniesthatproducesimilarproductsiscalledhorizontalintegration.Horizontalintegrationcanbeachievedthroughthefollowingchannels:purchase,merger,andalliance.

Thetypesofdiversificationstrategiesinclude:concentricdiversificationandcentrifugaldiversification.Concentricdiversification,alsoknownasrelateddiversification,isastrategytoenterrelatedindustriesbasedonexistingbusinesses.Whenacompanyhasastrongcompetitiveadvantageinanindustry,andthegrowthorattractivenessoftheindustrygraduallydeclines,itismoreappropriatetoadoptaconcentricdiversificationstrategy.Centrifugaldiversification,alsoknownasunrelateddiversification.Thegoalofusingcentrifugaldiversificationistobalancecashflowfromfinancialconsiderationsorobtainnewprofitgrowthpoints.

Intensivegrowthstrategy,alsoknownasenhancedgrowthstrategy,referstoacompany’sgrowthratefasterthaninthepasttoincreasethesalesofanorganization’sexistingproductsorbusiness,Profitamountandmarketshare.Therearethreetypes:marketpenetrationstrategy(companiestakevariousmoreactivemeasurestoexpandthesalesofexistingproductsintheexistingmarket,andteachingcustomerstouseproductsiscurrentlythebestmarketpenetrationstrategy),marketdevelopmentstrategyandproductdevelopmentstrategy.

Stablestrategy,alsoknownasdefensivestrategyandmaintenancestrategy,includesfourtypes:suspensionstrategy,nochangestrategy,profit-maintainingstrategy,andcautiousforwardstrategy.

Contractionstrategy,alsoknownaswithdrawalstrategy,includesthreetypes:transformationstrategy,abandonmentstrategy,andliquidationstrategy.

Theadvantagesofcost-leadingstrategyinclude:itcanresisttheattackofcompetitors;ithasstrongbargainingpowerwithsuppliers;ithasformedbarrierstoentry.

Applicableconditionsforcostleadershipstrategy:marketdemandhasgreaterpriceelasticity;mostcompaniesintheindustryproducestandardizedproducts,andpricefactorsdeterminetheirmarketposition;therearefewwaystoachieveproductdifferentiation;Mostcustomersuseproductsinthesameway;whenuserschangetheirpurchasesfromonesellertoanother,theconversioncostisverysmall,sotheytendtobuythemostfavorableproducts.

Therisksofadoptingadifferentiationstrategyinclude:competitorsmayimitateandmakethedifferencedisappear;maintainingproductdifferentiationisoftenatthecostofhighcosts;productandservicedifferencesaremeaninglesstoconsumers;andThecostgapbetweencompetitorsistoolarge;ifcompanieswanttoachieveproductdifferentiation,sometimestheyhavetoabandonthegoalofgainingahighermarketshare.

Thecentralizedstrategycanbedividedinto:centralizedcostleadershipstrategyandcentralizeddifferentiationstrategy.Theconditionsofthecentralizationstrategyinclude:limitedresourcesandcapabilitiesofthecompany,itisdifficulttoachievecostleadershipordifferentiationintheentireindustry,andonlyselectindividualmarketsegments;thetargetmarkethasalargedemandspaceorgrowthpotential;competitorsinthetargetmarketAunifiedstrategyhasnotbeenadopted.Therisksofimplementingacentralizedstrategyinclude:competitorsmayimitate;demandinthetargetmarketdeclinesduetotechnologicalinnovation,theemergenceofsubstitutes,etc.;duetothesmalldifferencebetweenthetargetmarketsegmentandothermarketsegments,alargenumberofcompetitorsfloodintothesegmentMarket;newentrantsre-segmentthemarket.

Käsitellä asiaa

1. Strateginen analyysi

Strategicanalysisistosummarizethekeyfactorsaffectingthedevelopmentoftheenterpriseanddeterminethespecificinfluencingfactorsinthestrategicselectionstep.Includingthefollowingthreemainaspects:

(1)Determinethemissionandgoalsoftheenterprise.Takethecompany'smissionandgoalsasthebasisforformulatingandevaluatingcorporatestrategies.

(2)Analyzetheexternalenvironment.Theexternalenvironmentincludesthemacroenvironmentandthemicroenvironment.

(3)Analyzeinternalconditions.Strategicanalysismustunderstandtherelativepositionoftheenterpriseitself,whatresourcesandstrategiccapabilitiesithas;understandtheinterestexpectationsoftherelevantstakeholdersoftheenterprise,andhowthesestakeholderswillreactintheprocessofstrategyformulation,evaluationandimplementation.

Toiseksi strateginen valinta

Theproblemtobesolvedinthestrategicchoicestageis"wheretodeveloptheenterprise".Thestepsaredividedintothreesteps:

1.Kehitästrateginen valintasuunnitelma

Accordingtothedegreeofinvolvementofmanagersatdifferentlevelsinstrategicanalysisandstrategicchoice,themethodofstrategyformationisdividedintothreeOneform:

(1)Fromtoptobottom.First,thetopmanagementoftheenterpriseformulatestheoverallstrategyoftheenterprise,andthenthesubordinatedepartmentsspecifytheoverallstrategyoftheenterpriseaccordingtotheiractualconditionstoformasystematicstrategicplan.

(2)Frombottomtotop.Thetopmanagementoftheenterprisedoesnotmakespecificregulationsforthesubordinatedepartments,butrequiresalldepartmentstoactivelysubmitstrategicplans.

(3)Combineupanddown.Thetopmanagementoftheenterpriseandthemanagementpersonnelofvarioussubordinatedepartmentsparticipatetogether,andthroughcommunicationandconsultationbetweentheupperandlowermanagementpersonnel,anappropriatestrategyisformulated.

Themaindifferencebetweenthethreeformsisthedegreeofcentralizationanddecentralizationinstrategyformulation.

2.Strategisten vaihtoehtojen arviointi

Twocriteriaareusuallyusedtoevaluatestrategicalternatives:oneistoconsiderwhethertheselectedstrategyexertstheadvantagesoftheenterpriseandovercomesthedisadvantages,whetherTheopportunityisusedtoreducethethreattoaminimum;thesecondistoconsiderwhethertheselectedstrategycanbeacceptedbythecompany'sstakeholders.

3.strategian valinta

referstothefinalstrategicdecision,thatis,determiningthestrategytobeimplemented.Ifthereareinconsistenciesintheevaluationofmultiplestrategicplanswithmultipleindicators,thefollowingmethodscanbeconsideredtodeterminethefinalstrategy:(1)Usecorporategoalsasthebasisforselectingstrategies.

(2)Lähetä ylemmälle johdolle hyväksyttäväksi.

(3)Ulkopuolisten toimistojen palkkaaminen.

(4)Strategiset politiikat ja suunnitelmat.

Kolmanneksi strategian toteuttaminen ja valvonta

Strategyimplementationandcontrolistotransformstrategyintoaction.Itmainlyinvolvesthefollowingissues:

(1)Howtoallocateanduseexistingresourcesinvariousdepartmentsandlevelswithintheenterprise.

(2)Inordertoachievecorporategoals,whatexternalresourcesneedtobeobtainedandhowtousethem.

(3)Inordertoachievetheestablishedstrategicgoals,whatadjustmentsarenecessarytotheorganizationalstructure.

(4)Howtodealwiththeredistributionofbenefitsandtheadaptationofcorporateculture,andhowtomanagecorporateculturetoensurethesuccessfulimplementationofcorporatestrategy.

Yritystehtävien määrittely

Whenspecifyingtasks,companiesshouldfocusonthefollowingfactors:

1. Corporatehistoryandculture

2. Yritysomistajien ja ylimmän johdon aikeet

3. Liiketoiminnan ulkoinen ympäristö ja muutokset

4. Yrityksen resurssiehdot

5. Yrityksen ydinominaisuudet ja edut

Yrityksen tavoitteet

Liiketoiminnan tavoitteita ovat:

1. Yrityksen kannattavuuden tavoite

2. Tuotannon tehokkuuden tavoite

3. Tuoterakenteen ja tuotekuvan tavoite

4. Markkinoiden kilpailuaseman tavoite

Thegoalispracticalandfeasible,andthedeterminationoftheenterprisegoalmustmeetthefollowingrequirements:

1. Theenterprisegoalshouldmeettherequirementsofthebasictaskoftheenterprise

2. TheenterprisegoalItmustbeclear,specific,andquantifiedasmuchaspossible

3. Correspondingstrategiesandmeasuresshouldensurecorporategoals

yhdistelmä

TheBostonConsultingGroupisawell-knownmanagementconsultingcompanyintheUnitedStates.Thecompanyadvocatesthatcompaniesusethe"marketgrowthrate-marketsharematrix"toevaluatethecompany'sexistingproductsorbusinesses,referredtoastheBCGmethod.

Thematrixchartdividesallbusinessunits(orproducts)ofanenterpriseintofourdifferenttypes:

1.Starcategory(highmarketgrowthrateandhighrelativemarketshare)

2, Härkäluokka (alhainen markkinoiden kasvunopeus, korkea suhteellinen markkinaosuus)

3, ongelmaluokka (korkea markkinoiden kasvunopeus, alhainen suhteellinen markkinaosuus)

4.Thindogs (alhainen markkinoiden kasvuprosentti ja alhainen suhteellinen markkinaosuus)

Vaikuttavat tekijät

Thefirstfactorthataffectsstrategyshouldbelong-termplanning.Mission,corevalues​​andvisionarethethreecomponentsoflong-termplanning,andarealsothecorepartofanenterprise'sexistence.Intheprocessofstrategicplanning,missionandvisionalwaysguidethedirectionandrequirementsofstrategyformulation;corevalues​​guidestrategicthinkingandexecutionstrategies.

Thesecondfactorthataffectsstrategicmanagementistheexternalenvironment.Thisexternalenvironmentincludesthemacroenvironmentandtheindustrialenvironment.Theso-calledmacroenvironmentmainlydependsontheeconomicconditionsoftheregionandtheeconomicconditionsofeacheconomiccycle.TheindustrialenvironmentcanlearnfromPorter'sfiveforcesmodel,includingsuppliers,customers,competitors,substitutes,andpotentialcompetitors.

Atthesametime,strategicmanagementisalsorelatedtointernalfactors.Internalfactorsincludetwoaspects.Thefirstistheso-calledcorecompetitivenessofenterprisesadvocatedbyHamelandPrahalad.

Thesecondiscorporateculture.Theinfluenceofcorporatecultureoncompanystrategymainlyincludesthefollowingpoints(HenryMintzberg"StrategicHistory"):

1, päätöksentekotyyli

2, estä strategian muutos

3.Voitta strategisen muutoksen esteet

4. Johtavat arvot

5.Kulttuurikonfliktit

Hallintomalli

Kykystrategia

Thecapability-basedviewbelievesthatanorganizationisaknowledgesystem.Intheorganization,creatingnewknowledgethroughlearningandtransferringthenewknowledgetotheorganizationallevelcanbetterimprovecorporatedynamics.ability.Corporatecapabilityreferstothepossibilitythatacompanyhasaccumulatedtocompleteacertainjobamongitsmembersorfunctionalorganizations,andisasubjectivebehavioralcapability.Theessenceofthecompetitionbetweencompaniesliesinthecompetitionofthecompany’scapabilities.Therefore,theinvestigationofthecompany’scompetitivestrategyandcompetitiveadvantageshouldnotonlystartfromthecompany’sexternalindustrialenvironment,butshouldfocusonthecompany’sinternals.Thecompany’scompetitiveadvantagecomesfromthecompany’scapabilities(especiallythecompany’sCorecompetence).

Coordinateduseofresourcesandcapabilitiesintheinternationalmarket

Fromastrategicpointofview,theentryofmultinationalcompaniesintotheinternationalmarketisbasedontheeffectiveuseofresourcesandBasedontheconstructionofcorecompetence.Duetothemanyuncertaintiesinmultinationaloperations,multinationalcompaniesneedtodevelopcorporatemanagementstructurestoreducethecostofresourcecontrol.Multinationalcompaniescanreduceuncertaintythroughforeigndirectinvestment,butcompaniesincreaseassetcostsandopportunitycostsandreduceflexibilityintheimplementationoffuturestrategies.Therefore,theresourcesandcapabilitiesofmultinationalcompaniesintheinternationalmarketdependtoalargeextentontheimpactofpreviousstrategies.Thatistosay,asuccessfulmultinationalcompanyisoftenbasedonitssuccessinthecountry'smarket.However,thecharacteristicsandenvironmentsofdifferentmarketsaredifferent,whichisoneofthemainreasonswhymanyChinesecompanieshavenotreallygoneglobal.Notallresourcesandcapabilitiesaresuitableformultinationalcompanies,especiallyinthenewenvironment,someresourcesandcapabilitiesarenotapplicableatall.

Resurssistrategia

Basedontheviewofresources,theinternalenvironmentofacompanyismoreimportantthantheexternalenvironment,andithasadecisiveeffectonthecreationofmarketadvantagesforthecompany.Theformationofcorecompetencerequiresenterprisestocontinuouslyaccumulatevariousresourcesrequiredforstrategyformulation,andrequiresenterprisestocontinuouslylearn,surpassandinnovate.Theinternalresourcesofanenterprisearethekeytodeterminewhetheranenterprisecanobtainacompetitiveadvantage,anddeterminethecompetitivepositionofanenterpriseinthemarket.Enterprisescanrealizetheexpansionoftheenterprisemarketthroughresource-relatedgrowth.Theoptimalenterprisegrowthstrategyistoachieveabalancebetweenthedevelopmentofitsownresourcepotentialandthedevelopmentofnewresources.Withthematurityofmultinationalcompaniesintheinternationalmarket,multinationalcompaniestendtoadoptspecializedR&DinstitutionsintheirsubsidiariestorealizeR&Dlocalization,whichisgenerallyinseparablefromtheintroductionoflocaltalents.Relyingonlocaltalentslikethiscanbetterenhancethecompetitivenessofmultinationalcompanies.GiantssuchasIBM,Microsoft,andIntelhavesetupR&Dinstitutionsaroundtheworld,whichisaresource-basedstrategicmodel.

Kolme valtiota

Strategicformsrefertothestrategicmethodsandstrategiccountermeasuresadoptedbyenterprises.Accordingtotheirmanifestations,theycanbedividedintothreeforms:expanding,robust,andcontracting.

Laajentuva strategia

Laajentuva strategiareferstoastrategicformthatadoptsaproactiveattitude,whichismainlysuitableforleadingcompaniesintheindustry,companieswithpotentialfordevelopment,andcompaniesinemergingindustries.Specificstrategicformsinclude:marketpenetrationstrategy,diversifiedbusinessstrategy,andjointbusinessstrategy.

1. Markkinoille pääsyn strategia

Marketpenetrationstrategyreferstotheexpansionstrategythatrealizesthegradualexpansionofthemarket.Thisstrategycanincreasetheproductionscaleandincreasetheproductioncapacity.,Increaseproductfunctions,improveproductusage,broadensaleschannels,developnewmarkets,reduceproductcosts,concentrateresourceadvantagesandothersinglestrategiesorcombinedstrategiestocarryout.Thecoreofthestrategyisreflectedintwoaspects:useexistingproductstoopenupnewmarketstoachievePenetrateandprovidenewproductstotheexistingmarkettoachievepenetration.

Marketpenetrationstrategyisatypicalcompetitivestrategy,whichmainlyincludesthreemostcompetitivestrategicforms:costleadershipstrategy,differentiationstrategy,andcentralizationstrategy.Thecostleadershipstrategyistostrengthenthecostcontrol,sothattheoveralloperatingcostofthecompanyisatthelowestlevelintheindustry;thedifferentiationstrategyisthestrategyadoptedbythecompanythatisdifferentfromthecompetitors'operatingcharacteristics(intermsofproducts,brands,servicemethods,developmentstrategies,etc.)Strategy:Thecentralizationstrategyisastrategyinwhichanenterpriseformsaspecializedadvantage(servingaprofessionalmarketorbasedonacertainregionalmarket,etc.)byconcentratingresources.Intextbooks,costleadershipstrategy,differentiationstrategy,andconcentrationstrategyarecalled"businessstrategy","businessstrategy"or"directcompetitionstrategy".

2. Monipuolinen liiketoimintastrategia

Diversifiedbusinessstrategyreferstotheexpansionstrategyofanenterpriseoperatingtwoormoreindustriesatthesametime.Theso-called"multi-industryoperation"mainlyincludesthreeforms:concentricdiversification,leveldiversification,andcomprehensivediversification.Concentricdiversificationisadiversifiedoperationachievedbyusingexistingtechnologyandsuperiorresourcestoincreasenewbusinessesinthefaceofnewmarketsandnewcustomers;horizontaldiversificationisadiversifiedoperationachievedbyusingnewtechnologiestoincreasenewbusinessesforexistingmarketsandcustomers.;Comprehensivediversificationisadiversifiedoperationrealizedbydirectlyusingnewtechnologiestoenternewmarkets.

Thediversifiedbusinessstrategyissuitableforlargeandmedium-sizedenterprises.Thestrategycanmakefulluseofthebusinessresourcesoftheenterprise,increasetheutilizationrateofidleassets,andexpandthescopeofbusinesstoeasethepressureofcompetition,reduceoperatingcosts,anddiversifyoperatingrisks.Enhancethecomprehensivecompetitiveadvantageandacceleratetheprocessofgroupization.However,theimplementationofadiversificationstrategyshouldconsidertherelevanceoftheselectedindustry,corporatecontrolandcross-industryinvestmentrisks.

3. Yhteisen liiketoiminnan strategia

JointbusinessstrategyreferstothehorizontalyhdistelmäoftwoormoreindependentbusinessentitiestoformabusinessentityorenterprisegroupTheexpansionstrategyisaninevitableformofsocialandeconomicdevelopmenttoacertainstage.Theimplementationofthisstrategyisconducivetorealizingtheeffectiveyhdistelmäandrationaldeploymentofenterpriseresources,increasingthescaleofoperatingcapital,realizingcomplementaryadvantages,enhancingcollectivecompetitiveness,acceleratingthespeedofexpansion,andpromotingthedevelopmentofeconomiesofscale.IntheindustriallydevelopedWesterncountries,jointoperationsaremainlytoformenterprisegroupsintheformofholdings.Thecommoncharacteristicsofallgroupsare:theholdingcompany(parentcompany)usescapitalasalinktoestablishcontrolrelationshipsoversubsidiaries,andgroupmembersItadoptstwotypesofshareholding,namelycircularshareholding(mutualshareholding)andone-wayshareholding,andisdividedintotwocontrolmethods:mutualcontrolofthegroupwithlargebanksasthecoreandverticalcontrolofsubsidiarieswithlargeproductionenterprisesasthecore.InChina,jointoperationmainlyadoptsmergers,mergers,holdings,shareholdings,etc.,throughhorizontaljointformationofenterprisealliances,anditsjointoperationstrategiescanbemainlydividedinto:integrationstrategy,enterprisegroupstrategy,enterprisemergerstrategy,andenterprisemergerTherearefourtypesofstrategies.

Corporatemergerstrategyreferstoajointforminwhichparticipatingcompaniesrealizetheunificationofassets,publicrelations,andbusinessactivitiesthroughthesimultaneousandpaidtransferofownershipandmanagementrights,andjointlyestablishanewlegalpersonality.Adoptingamergerstrategycanoptimizetheresourcestructure,achievecomplementaryadvantages,andexpandthescaleofoperations,butatthesametimeitiseasytoabsorbnon-performingassetsandincreasemergerrisks.

Acorporatemergerstrategyisajointforminwhichacompanyobtainsalltheassetsorcontrolrightsofanothercompanythroughcashpurchasesorstockexchanges.Itscharacteristicsare:themergedenterpriseabandonsitslegalpersonalityandtransfersitspropertyrights,butretainstheoriginalenterprisenameandbecomesasurvivingenterprise.Themergingenterpriseobtainspropertyrightsandassumestheresponsibilitiesandobligationsofthecreditor'srightsanddebtsofthemergedenterprise.Mergerscanintegratesocialresources,expandproductionscale,andrapidlyincreaseenterpriseoutput,butitisalsoeasytodisperseenterpriseresources,leadingtomanagementoutofcontrol.

Vakaa strategia

Vakaa strategiaisastrategicformthatadoptsastabledevelopmentattitude.Itismainlysuitableformedium-sizedandbelow-sizedenterprisesorlarge-scaleenterpriseswithsluggishoperations.Itcanbedividedinto:No-growthstrategy(maintainthelevelofoutput,brand,image,status,etc.)andmicro-growthstrategy(thelevelofcompetitionincreasesslightlyontheoriginalbasis)twostrategicforms.Thestrategyemphasizesthepreservationofstrengthandcaneffectivelycontrolbusinessrisks,butthedevelopmentspeedisslowandthecompetitivenessisweak.

Kutistumisstrategia

Kutistumisstrategiaisastrategicformthatadoptsaconservativebusinessattitude.Itismainlysuitableforweakmarket,inflation,productrecession,managementoutofcontrol,operatingloss,capitalThechoiceofcrisisenterprisesthatareinsufficient,lackofresources,andambiguousdevelopmentdirection.Itcanbedividedintothreestrategicforms:transferstrategy,withdrawalstrategy,andliquidationstrategy.Thetransferstrategyisastrategytotransfermarketareas(mainlyfromalargemarkettoasmallmarket)orindustryfields(fromhigh-techtolow-techfields)bychangingbusinessplansandadjustingbusinessdeployment;thewithdrawalstrategyisthroughreductionExpenditure,reduceproduction,exitorabandonpartofthegeographicormarketchannelstrategy;liquidationstrategyistosellortransferpartorallofthecompany’sassetstorepaydebtsorstopbusinessactivities.Theadvantagesoftheshrinkingstrategyarethatbyintegratingeffectiveresources,optimizingtheindustrialstructure,andpreservingvitalforces,itcanreducecorporatelosses,extendthelifeoftheenterprise,andcanstrengtheninternalrestructuringbyconcentratingresourceadvantagestoplannewdevelopment.Thedisadvantageisthatitiseasytowastepartoftheeffectiveresourcesoftheenterprise,affectthereputationoftheenterprise,causelowmorale,causethelossoftalents,andthreatenthesurvivaloftheenterprise.Adjustingbusinessideas,implementingsystemmanagement,streamliningorganizationalstructures,optimizingindustrialstructure,revitalizingbacklogfunds,andreducingunnecessaryexpendituresarethekeypointsofthisstrategy.

Strategiset ominaisuudet

Corporatestrategyisanoverallandguidingplanforsettinglong-termgoalsandachievingthetrajectoryofthegoals.Itbelongstothecategoryofmacromanagementandhasaguiding,overallandlong-termperspective.Sixmaincharacteristics:sex,competition,system,andrisk.

Ohjaus

Thecorporatestrategydefinesthecompany’sbusinessdirectionandlong-termgoals,clarifiesthecompany’sbusinesspoliciesandactionguidelines,andplansthedevelopmenttrajectoryandguidanceforachievingthegoals.Measuresandcountermeasuresplayaguidingroleinbusinessmanagementactivities.

Yleensä ottaen

Thecorporatestrategyisbasedonthefuture,throughin-depthanalysisoftheinternationalandnationalpolitical,economic,culturalandindustrybusinessenvironments,combinedwithitsownresources,andsystematicmanagementIthasmadeacomprehensiveplanforthecompany’slong-termdevelopmenttrajectory.

Pitkäaikainen

"Today'seffortsarefortomorrow'sharvest","Peoplehavenoforesightandmusthavenear-termworries."Takingintoaccountshort-terminterests,thecorporatestrategyfocusesonlong-termsurvivalandlong-termdevelopmentthinking,establisheslong-termgoals,andplansthedevelopmenttrajectoryandmacro-managementmeasuresandcountermeasurestoachievethelong-termgoals.Secondly,aroundthelong-termgoal,corporatestrategymustundergoacontinuousandlong-termstruggleprocess.Inadditiontomakingnecessaryadjustmentsaccordingtomarketchanges,thestrategyformulatedusuallycannotbechangeddaybydayandhaslong-termstability.

Kilpailukyky

Competitionisanunavoidablerealityofthemarketeconomy,anditispreciselybecauseofcompetitionthatthedominantpositionof"strategy"inbusinessmanagementhasbeenestablished.Inthefaceofcompetition,corporatestrategyneedstoconductinternalandexternalenvironmentalanalysis,clarifyitsownresourceadvantages,andformacharacteristicoperationbydesigninganappropriatebusinessmodel,enhancingtheantagonismandcombateffectivenessofthecompany,andpromotingthelong-termandhealthydevelopmentofthecompany.

Systemaattinen

Basedonlong-termdevelopment,corporatestrategyestablisheslong-termgoals,andneedstosetstagegoalsaroundthelong-termgoalsandbusinessstrategiestoachieveeachstagegoaltoformaringThedeductionofthestrategictargetsystem.Atthesametime,accordingtoorganizationalrelationships,corporatestrategyneedstobecomposedofthreelevels:decision-makingstrategy,businessunitstrategy,andfunctionaldepartmentstrategy.Thestrategyatthedecision-makinglevelistheoverallguidingstrategyoftheenterprise.Itdeterminesthestrategicelementssuchastheenterprise'soperatingpolicy,investmentscale,operatingdirectionandlong-termgoals,andisthecoreofthestrategy.Thecorporatestrategyexplainedinthisbookmainlybelongstothestrategyofthedecision-makinglevel;thebusinessunitstrategyistheindependentaccountingbusinessunitoftheenterpriseorarelativelyindependentbusinessunit.Pitkäaikainenplanningforthedevelopmenttrajectory;functionaldepartmentstrategyistheoverallnatureofthecompany’svariousfunctionaldepartments,followingthestrategicguidelinesofthedecision-makinglevel,combiningthestrategyofthebusinessunit,focusingonthedivisionoflaborandcooperation,andtheoverallnatureofthedepartment’slong-termgoals,resourceallocationandotherstrategicsupportguaranteesystemsPlanning,suchas:planningdepartmentstrategy,purchasingdepartmentstrategy,etc.

Riski

Therearerisksinanydecisionanenterprisemakes,andstrategicdecisionsarenoexception.In-depthmarketresearch,accurateforecastsofindustrydevelopmenttrends,objectivevisionandobjectives,properdeploymentofhuman,financial,andmaterialresourcesatvariousstrategicstages,scientificselectionofstrategicforms,andstrategiesformulatedcanguidethehealthyandrapiddevelopmentoftheenterprise.Conversely,justrelyingonpersonalsubjectivejudgmentofthemarket,settinggoalsthataretooidealorpredictingdeviationsinthedevelopmenttrendoftheindustry,thestrategyformulatedwillcausemanagementmisleading,andevenbringtheriskofbankruptcytotheenterprise.

Tyyppisofstrategicorganizations

1. DefensiveStrategicorganizations

2. PioneeringStrategicOrganization

3. AnalyticalStrategicOrganization

4. PassiveReflectiveStrategicOrganization

Tutkimussisältö

Thestudyofcorporatestrategymusthaveanaccurategraspoftheoverallregionaldevelopmentstrategy.Regionalfunctionpositioningmainlyreferstoin-depthanalysisandresearchbasedonpreviousrelevantplansorgovernmentworkplansoftheplanningareatodeterminetheregionalfunctionpositioningandregionalfunctionlayoutoftheplanningarea,asthemostdirectbasisforformulatingindustrialplanningplans.

Suunnittelu toteutussuunnitelma

Suunnittelu toteutussuunnitelmaistheplanandpathtorealizetheindustrialdevelopmentplan,mainlytopromotetheindustrytodevelopinaccordancewiththeindustrialgoals.Thesetofcountermeasuresandmeasurescannotonlybeimplementedinvariousindustrialsectors,butalsoinvariousspatialplots.Theproposaloftheplanningimplementationplanmainlyinvolvesthedivisionofstrategicstages,theestablishmentofdevelopmentmodels,andrecommendationsforadvancementmeasures.

Suoritusjärjestelmä

Thestrategyisdetermined,howtoestablishastrategyexecutionsystemisnotdifficult.Thestrategyexecutionsystemiscomposedoffourlevels:strategy(direction),strategy(organization),tactics,andcombatpower.Thesefourlevelsareindispensable.Butinactualoperation,whenanenterprisetalksaboutstrategicexecution,itmeanssettingtargetsandallocatingresources.Itgoesbeyondthestrategiclevelandgoesdirectlytothespecifictactics,planning,andexecutionlevel.

Theso-calledstrategyishowtoorganizeresourcestoimplementthestrategy.Howtoimplementthestrategyrequiresaplan.Smallbusinessescangenerallymergethetwointoone,butgroupstrategicplanningmustbedoneintwosteps,andastrategymustbeformedfirst.

Themostimportantthingatthestrategiclevelisorganization.Thestrategydeterminestheorganization,andtheorganizationinheritsthestrategy.Thedecisivefactorliesintheorganizationandtheimplementationintheorganization.Itneedstobeemphasizedthattheorganizationhereisnotonlytheorganizationalstructureweusuallycall,butalsotheorganizationalstateandlayout.Theorganizationalstructureisjustthelastcarrierandframeoftheorganizationalstateandlayout.

Tapaustutkimus

Tapaus 1: Wal-Mart

Vuonna 1955, kun kuuluisa amerikkalainen finanssilehti "Fortune" lanseerasi"Global500"-luettelon, se oli edelleenkin paikka. Vuosikymmenien nousu- ja laskusuhdanteen jälkeen se on sijoittunutN:o 1FortuneGlobal500:ssa vuonna 2002,2003.

Wal-Mart'sbrilliantachievementsmakeithardtobelievethatitsdevelopmentfromscratchtodominanceisonlyafewdecades.In1940,SamWalton,thefounderofWal-Mart,receivedabachelor'sdegreeineconomicsfromtheUniversityofMissouri;duringWorldWarII,WaltonservedintheArmyIntelligenceCorps.In1950,SamWhartonopenedacheapstorewiththename"5-10cents"inBentonville,Arkansas,USA.Itwasjustasmalllocalbusinessthatwasnotwellknown.In1962,Wal-Martopeneditsfirstchainstore,andin1970establisheditsfirstdistributioncenter,embarkingonaroadofrapiddevelopment.In1983, thefirstSamClubwasestablished.In1988,thefirstWal-MartSupercenterwasopened.In1991,Wal-Mart'sannualsalesexceededUS$40billion,makingitoneoftheworld'slargestretailcompanies.AccordingtotheU.S.serviceindustryclassificationrankingspublishedbytheAmerican"Happiness"magazineinMay1994,Wal-Mart'ssalesin1993reached67.34billionU.S.dollars,anincreaseofmorethan11.8billionoverthepreviousyear,surpassingSears, whichrankedfirstin1992.(Sears),rankedfirstintheUSretailindustry.In1995,Wal-Mart'ssalescontinuedtogrowandsetaworldrecordintheretailindustry.Itachievedannualsalesof93.6billionU.S.dollars,andrankedfourthontheFortunemagazine's95listofthelargestAmericancompanies.Infact,Wal-Mart'sannualsalesareequivalenttothesumofalldepartmentstoresintheUnitedStates,anditstillmaintainsastrongmomentumofdevelopment.

AsofApril15,2001,thecompanyhadatotalof4249chainstoresathomeandabroad,dividedintofourforms:discountstores,shoppingmalls,Sam’sclubs,andhomefurnishingstores,allofwhichwerecontrolledbythecompany.Directlyoperatedchain.AllovertheUnitedStates,Mexico,Canada,PuertoRico,Brazil,Argentina,SouthAfrica,China,Indonesiaandotherplaces.Ithassucharapiddevelopmentinjustafewdecades,ithastobesaidthatitisamiracleoftheretailindustry.Let'stakealookathowWal-Martcreatedthismiracle.

1. Asiakaslähtöinen

Wal-Martfirmlybelievesthat"customerfirst"istheessenceofitssuccess.In1985,hewaslistedastherichestmanbyForbesmagazineintheUnitedStates.In1992,SamWalton,thewinneroftheUSPresidentialMedalofFreedom,andfounderofWal-Mart'shugebusiness,SamWaltonsaid:"Wehaveonlyoneboss,andthatisourcustomer.Hepaysusamonthlysalary,andonlyhehastherighttofireeveryoneuptothechairman.Thereasonissimple,aslongashechangeshisshoppinghabitsandbuysthingsinanotherstore."Wal-Mart'sbusinesspremisesarealwaysWritteneye-catchinglyitsbusinesscreed:"Article1 :Asiakkaat ovat aina oikeassa;Artikkeli2:Jos sinulla on kysyttävää, katso artikla 1."

Wal-Mart’sconceptofservingcustomersisnotjustStayonthesignsandslogans,andgodeepintotheoperationandserviceactions.TheaislesandlightingdesignintheWal-Martstorearedesignedtomakecustomersmorecomfortable;thewelcomersatthestoredooraremoreactiveandenthusiasticthanotherpeers;thecashiersalwaysstandandworktoshowrespecttothecustomers;whenanycustomeris3metersawayfromthesalesperson,Salespersonsmustfacecustomers,smile,proactivelygreetthem,andask"IsthereanythingIcandoforyou."Wal-Marttriestomakecustomersfeelthat"thisistheirstore"ineverychainstore,andtheywillreceive"hospitalityandsincerity."Toensurethat“customers’needsaremetwithoutcompromise”.Itisthisfactthatthecustomer-firstapproachhaswonWal-Mart'sfavorandtrustfromcustomers.

Toiseksi alhaiset hinnat joka päivä

Wal-Marthasalwayspaidspecialattentiontopricecompetitionandhaslongpursuedthebusinesspolicyofsmallprofitsbutquickturnover.Walton’sfamoussayingis:“Aproductcosts80cents.Ifthepriceis1yuan,thesalesquantityisthreetimesthatof1.2yuan.Itisprofitable".Therefore,Wal-Martputsforwardaresoundingslogan:"Thegoodssoldarealwaysthelowestprice."Amongsimilarproducts,Wal-Mart’spriceis5%lowerthanthatofKmart,oneofitsbiggestcompetitors.However,maintaininglong-termlowpricesisnotaneasytask.ThereasonwhyWal-Martcanmaintainitspriceadvantageforalongtimealsobenefitsfromitseffectivecostcontrol.

1.Striveforlowpurchaseprices.Wal-Martavoidsallintermediatelinksanddirectlypurchasesgoodsfromthefactory.Itsstrongeconomicstrengthgivesitstrongbargainingpower.Moreimportantly,Wal-Martdoesnotincreaseitsprofitsbyarbitrarilyharmingitssuppliersduetoitslargescaleandstrength,butattachesimportancetoestablishingfriendlyandharmoniouscooperativerelationswithsupplierstoprotecttheinterestsofsuppliers.Wal-Mart'sdiscountstosuppliersfarexceedthoseofitspeers.Kmart,thethirdlargestretailerintheUnitedStates,paysforthesuppliedgoodsinanaverageof45days,whileWal-Martonlypaysinanaverageof29days,whichgreatlystimulatestheenthusiasmofsupplierstoestablishbusinesswithWal-Mart,thusensuringtheoptimalpurchasepriceofWal-Martproducts..

2. Täydellinen logistiikkahallintajärjestelmä. Wal-Martis tunnetaan vähittäisjakelun vallankumouksen johtajana. Se alentaa huomattavasti kustannuksia, nopeuttaa varaston kiertokulkua ja on tehokkain tuki"jokapäiväisille alhaisille hinnoille".

High-efficiencydistributioncenter.Wal-Mart’ssuppliersdeliverthegoodstoWal-Mart’sdistributioncenterbasedonordersfromeachbranch,andthedistributioncenterisresponsibleforthescreening,packagingandsortingofgoods.Wal-Mart’sdistributioncenterhashighlymodernmechanicalfacilities,and85%ofthegoodsdeliveredherearemechanicallyprocessed,whichgreatlyreducesthecostofmanualprocessingofgoods.Atthesametime,duetothelargenumberofpurchasedgoods,theautomatedmachineryandequipmentcanbefullyutilized,andtheadvantagesofscalearefullydisplayed.

Quicktransportationsystem.Wal-Mart’smotorizedtransportationfleetisanotherunparalleledadvantageofitssupplysystem.Asof1996,Wal-Marthas30distributioncentersandmorethan2,000trucks.Itguaranteesthatthetimefromthewarehousetoanystorewillnotexceed48hours.Comparedwithotherstoresinthesameindustry,Wal-Martcanguaranteethereplenishmentonceeverytwoweeks.Theshelfisreplenishedtwiceaweekonaverage.FastdeliveryallowsWal-Martstorestomaintainnormalsaleseveniftheyonlymaintainasmallamountofinventory,whichgreatlysavesstoragespaceandcosts.Duetotheeffectiveoperationofthisexpresstransportationsystem,85%ofWal-Mart’sgoodsaretransportedthroughitsowndistributioncenter,whileKmart’sonly5%.Asaresult,Wal-Mart’scostofsalesis2-3%lowerthantheaveragesalescostoftheindustry.BecomeasolidcornerstoneofWal-Mart'sannuallow-pricestrategy.

Advancedsatellitecommunicationnetwork.ThesatellitecommunicationnetworksystemestablishedbyahugeamountofmoneyhasmadeWal-Mart'ssupplysystemmoreperfect.Theapplicationofthissystemenablesdistributioncenters,suppliers,andeachsalespointofeachbranchtoformaconnectionoperation,andwithinafewhourscancomplete"fillinorder→summaryofordersineachbranch→sendorder"Theentireprocesshasgreatlyimprovedtheefficiencyandaccuracyofoperations.

3.Effectivecontrolofmarketingcosts.Wal-Mart'scontrolofmarketingcostsisverystrict.Wal-Mart'sadvertisingexpenditureisonlyone-thirdofthatofSears,thesecondlargestchainintheUnitedStates,andsalespersquarefootaretwiceashighasthatofKmart,thethirdlargestchainintheUnitedStates.Wal-Mart'smarketingcostsonlyaccountedfor1.5%ofsales,andtheproductwastageratewasonly1.1%.TheaveragevalueofthesetwoindicatorsforgeneralUSretailstoresisashighas5%and2%,respectively.AllthesehavefurtherstrengthenedWal-Mart' kyky toteuttaa alhaisen hinnan strategioita.

3. Uusi "yhden luukun" ostosten käsite

Wal-Martissa kuluttajat voivat kokea uuden "yhden luukun" ostosten käsitteen.Tuoterakenteessa sen pyrkii rikastuttamaan muutoksia ja ominaisuuksia, jotta voitaisiin täyttää asiakkaiden erilaiset mieltymykset. Sen liiketoimintasivustot ovat erilaisia, mukaan lukien ruoka, lelut, uudet vaatteet, kosmetiikka, kodintarvikkeet ja tarvikkeet.

Tapaus 2: Lenovo

Lenovo’sacquisitionofIBMhasfinallyenteredtheranksofITgiants,justlikeanNBAteamhasenteredaclose-knitknockout.Whattheoutcomewillbe,thecorporatediagnosiswillgiveyoutheanswer.

InFebruary2005,Hewlett-PackardCompanyunexpectedlyrananadvertisementof"Don'teventhinkaboutit"inTaiwan,whichclearlytargetedLenovotoitscompetitors.Althoughthisisprobablya"damagemove"usedbyHPTaiwan,ratherthanthe"intention"ofHPheadquarters,itcanstillbesmelledthattheworldPCmarketattachesgreatimportancetotheLenovoM&Acase,aswellasunderthescrutiny.Thehiddensmokeofgunpowder.

Foralongtime,undertheshadowofthetransitionalprosperityoftheDIYmarket,thedomesticmarketbrandPChasbeengrowinghard.DIYcomputershavelongoccupiedabout70%ofthetotaldomesticPCsales.AlthoughthesalesofbrandedPCshavesteadilyincreasedyearbyyearsince2001,comparedwithforeignmarkets,thereisstillalimiteddemandandasurplusofbrands.

Atthesametime,asadomesticPCmanufacturer,itmustbeconsideredthatdomesticconsumershavelowsoftwareconsumptioncostsandfasterPCreplacements.AlthoughbrandedPCshaveusheredina"spring"ofsubstantialgrowth,Thecontinuouspricecutsofnotebookcomputershavecastaveilonthefutureofthedesktopmarket.TheproductionandsalescapabilitiesofnotebooksaretheweaknessesofdomesticPCmanufacturersandthestrengthsofinternationalbrands.

Lenovo,asthemanufacturerwiththehighestmarketshareofdomesticbrandcomputers,chosetoacquireIBM’sPCbusinessunit,whichundoubtedlyopenedawindowtothefertilefieldsforitself,fromacrowdedandnarrowroom.,Towardsthevastandboundlessworld.

IntheinternationalPCmarket,especiallythemarketsrepresentedbyEurope,America,JapanandSouthKorea,brandPCsstillhavearelativelyamplemarketspace,andthebranddensityisfarlowerthandomesticones.Atthesametime,IBM'snotebookproductionandR&Dtechnologyhasalwaysbeenthebestintheindustry,anditsbrandrecognitionisalsohighinthemarket.WithUS$1.75billionplusUS$705millioninservicefees,theopportunitiesandprofitscontainedinthepurchase,evenifitisonly5yearsofmarketexpansion,arelikelytobeover-valued,nottomentionthehugesavingsintheinternationalmarket.Fromthisperspective,thecostofpublicityandchannelconstructionshowsthatLenovo’sacquisitionisundoubtedlyworthwhile.

AsstatedinLenovo’sownanalysisreport:BeforetheacquisitionoftheIBMPCbusiness,onlyabout3%ofLenovo’srevenuecamefromabroad,anditwasmainlyinSoutheastAsiancountries.IfyouwanttofullypenetratetheEuropeanandAmericanmarkets,itwillundoubtedlynotbeworththelossbyrelyingonyourowneffortstoestablishabrandandopenupchannels.TakingadvantageoftheacquisitionofIBM,firstly,wecanuseIBM'sbrandtoenhanceitsinternationalstatusandimage;secondly,wecanobtainIBM'sR&Dandtechnicaladvantages;thirdly,thechannelandsalessystemwillalsopavethewayforLenovo'sinternationalizationtoacertainextent.;Finally,youcanbetterlearntheinternationaladvancedmanagementexperienceandmarketoperationcapabilities.ThisisindeedanunparalleledchoiceforLenovo,whichisdeterminedtotaketheinternationalroute.

However,Lenovo’s"snakeswallowingelephant"acquisitionhasalsobroughtunpredictableriskstoLenovo:First,itismanagementissues.CanLenovo,whichlacksinternationalmanagementexperience,manageit?Thisshiphasjust"scheduledtothesea"?Thesecondisthequestionoffunding.Canthesubsequentlargeamountsofcapitalinvestmentbeabletoaffordhugeexpendituresfortheveritable"littlebrother"amongthetop500?CantheLenovobrandcontinuetomaintainthecustomerloyaltythatoncebelongedtoIBM?CanwedirectlyfacethecompetitionfromworldgiantssuchasDELLandHP?

Undoubtedly,ifLenovowantstocontinueitssuccessafterthesuccessfulacquisition,itmustproperlyresolvesomeoftheabove-mentionedproblems.Aftercollectingalargeamountofdataandconductingvariousinterviews,the"ChinaFortune"EnterpriseResearchInstitutebelievesthatfrom2005,Lenovomustcompletethethreemostimportantcorporatetransformationsinordertotrulygainafootholdintheinternationalmarketandbecomethenext"blue"."Giant"andthen"RedGiant"emerged.

1.Omistajuusstrategia:

Kansainvälisten monikansallisten yritysten on omaksuttu kolme omistusstrategiaa:(1)osakeomistus;(2)osuuskielto;(3)strateginen yhteistyö.Lenovon hankinta IBM:n PC-liiketoimintayksikön kanssa.

2.Siirtohinnoittelustrategia:

Therearetwomainformsofbusinessactivitiesofmultinationalcompanies:oneistheconductofmultinationalcompanieswithcompaniesinothercountriesorothercompaniesorindividualsinthesamecountry.Theexchangeofgoodsandservices;thesecondistheexchangeofgoodsandservicesbetweensubsidiariesofmultinationalcompanies.

3. Liiketoimintastrategia:

Althoughinthelate19thcentury,manymultinationalcompanieshadtheembryonicformoftoday’sworldcompaniesintermsofturnover,buttheyreallyimplementedmultipleproducts.Structuredcompanies,thatis,multinationalcorporationswithcomprehensiveanddiversifiedoperations,haveonlybeenabletodeveloprapidlysincethe1970s.Thescopeoftheirbusinessoperations,inanimage,is"frominstantnoodlestomissiles",almosteverythingiscovered.Forexample,theUnitedStatesDuPontCompanyandUnitedChemicalCompany,theFederalGermanBadenAmineSodaCompanyandHirschsDyestuffCompany,theBritishKolzChemicalCompany,Japan'sAsahiChemicalCompanyandSumitomoChemicalCompanyandotherchemicalindustrycompanies.Inadditiontooperatingchemicalindustrialproducts,italsooperatesvariousindustriessuchaspharmaceuticals,food,cosmetics,jewelry,handicrafts,textiles,metallurgy,electronics,fertilizers,pesticides,transportationandhotels.

4. Teknologiaomistusoikeuspääoman lisäämisstrategia:

AfterLenovo’s"SnakeTunxiang"merger,expertsandthemediaquestionedthemost.AfterthemergerofLenovoandIBM,thecorporateculturecanWhetherit’saquestionofintegration.Infact,thisquestionisjustaconjecture.ThecoreessenceiswhetherLenovocanretaintheeliteoftheoriginalIBMteamandmakethelong-termloss-makingIBMPCdepartmentprofitablebyinjectingfreshblood.OnthebasisofmaintainingIBM'straditionofrigorous,responsible,andtechnologicallyadvanced,Lenovohasinjectedfreshbloodtomakeitactiveagain,andtheproblemofculturalintegrationwillnaturallybesolved.

Althoughintheacquisitioncontract,LenovoevenwillThetermsofretainingthebenefitsandtreatmentsoftheoriginalIBMemployeeswerealmost"harsh"writtenintothem,butintheinterviewprocess,manyemployeesexpressedvoicesthatwerecompletelycontrarytoLenovo'soriginalintention.SomeemployeeseventhinkthattheyusedtohaveasenseofprideasanemployeeoftheBlueGiant,buttodaytheyareunwillingtoworkforanunknowncompany.Inthisregard,Lenovomustissueeffectiveinternalpublicityassoonaspossible,emphasizethevalueofLenovo,anddevelopacommonsensewithemployees.Atthesametime,itisemphasizedthatitwillbringabettersalaryperformanceplan,sothatemployees'effortscanobtainhigherreturns.

Strateginen budjetti

Enterprisestrategicbudgetisguidedbycorporatestrategy,withstrategicgoalsasthestartingpointforpreparation,ensuringthestrategybyoptimizingtheallocationofcorporateresourcesandimplementingrollingandflexibleprocesscontrolproceduresThemanagementmethodbywhichthegoalisachieved.Strateginen budjettimanagementplaysanimportantroleincorporatemanagement.Enterprisesshouldseekmoreeffectiveimplementationmethodsforeachprocessofstrategicbudgetmanagementinaccordancewiththeirownscale,businessscope,organizationalform,etc.,andgivefullplaytotheroleofthiscorporatemanagementtool..

Equity Incentives

Throughstrategiccombingtoachieve"thesamedesirefromtoptobottom"

Strategiccombingisoftenoverlookedbycompanies.Equityiscertainlyawaytoconnecttheincentiveobjectandtheenterpriseintoacommunity,butwhetherthecompanyandemployeescanachievethegoalofmutualbenefitdependsonthevalueofequity,andthevalueofequitydependsonthedegreeofdevelopmentoftheenterprise.Ifthecompanydoesnotplanaclearstrategicgoalanddevelopmentpathbeforeequityincentives,equitywillnothavevaluecontent.

Atthesametime,whetheremployeesagreewiththecorporatestrategyisalsoakeyevaluationelementforevaluatingwhethertheincentiveobjectisworthyofmotivation.Justimagine,ifthebackboneofthecompanyastheincentiveobjectdoesnotagreewiththecorporatestrategy,ortheso-calledbackboneemployeescannotfindaclearpositioningandroleinthecorporatestrategy,thenhoweffectiveisequityincentives?

ChineseequityincentivesExpertXueZhongxinganalyzedthatthepurposeofequityincentivesistoconnectenterprisesandkeyemployeesintoacommunity.Equityincentivesarejustaglue,andthecoreofthislinkageactivitymustbealong-termcorporatestrategicplan.

Identifyincentiveobjectsandincentivequotasfromastrategicperspective

Afterstraighteningouttherelationshipbetweenstrategyandequityincentives,theidentificationofincentiveobjectsandincentivequotasbecomesmoreclear.Thegeneraltargetofequityincentivesmustbethosekeyemployeeswhocanplayakeyroleincorporatestrategy.Fromthedeterminationofspecificincentivetargets,itisnecessarytoidentifykeyemployeesatstrategicnodesthroughcorporatestrategyanalysis,anddeterminethepremiseoftheoverallquotaofequityincentivesandallowemployeestoobtainequityquotasthatmatchtheirroleintherealizationofthestrategy.Underthebasicprinciples,thespecificincentiveamountofeachincentiveobjectisdeterminedthroughvariousmethods,includingthedualcomparisonmethodortheHai'sevaluationmethodthatpaysmoreattentiontoquantification.

Varotoimenpiteet

Incorporatemanagement,strategicmanagementreferstotheestablishmentofcorporatestrategicgoalsbasedontheexternalenvironmentandinternalconditionsoftheorganization,planningtoensurethecorrectimplementationofthegoals,andRelyontheinternalcapabilitiesoftheenterprisetoimplementsuchplansanddecisions.Thefollowing"Boss"magazinebrieflyintroducestheconsiderationsfortheimplementationofstrategicmanagementofenterprises:

1. Kiinnitä huomiota strategian arviointiin ja päivittämiseen

Sincestrategicmanagementismorethanplanning,"Wherearewegoing?",andalsoplanhowtoeliminateoutdatedthings,andfocusontheevaluationandupdateofstrategiesundertheguidanceof"whethertheplancontinuestobeeffective".Thisenablesbusinessmanagerstocontinuouslymonitortheexternalenvironmentandcorporatestrategyfromanewstartingpoint.Sexualexplorationandenhancethesenseofinnovation.

2.Payattentiontotheresearchonthebusinessenvironment

Sincestrategicmanagementincorporatesthegrowthanddevelopmentoftheenterpriseintothechangingenvironment,managementshouldtakethefutureenvironmentalchangetrendasdecision-makingThisenablesbusinessmanagerstopayattentiontothestudyofthebusinessenvironment,correctlydeterminethecompany’sdevelopmentdirection,selectthecompany’sappropriatebusinessfieldorproduct-marketfield,soastobettergrasptheopportunitiesprovidedbytheexternalenvironment.Enhancetheadaptabilityofbusinessactivitiestotheexternalenvironment,soastoachievethebestyhdistelmäofthetwo.

3.Strategian toteuttamisen painottaminen

Sincestrategicmanagementdoesnotjuststopatstrategicanalysisandstrategyformulation,ittakestheimplementationofstrategyaspartofitsmanagement,whichmakesthecompanyIndailyproductionandoperationactivities,thestrategyisconstantlyevaluatedandmodifiedaccordingtochangesintheenvironment,sothatthecorporatestrategyiscontinuouslyimproved,andthestrategicmanagementitselfiscontinuouslyimproved.Thiscyclicalprocessfurtherhighlightstheguidingroleofstrategyincorporatemanagementpractices.