Conceptus
Corporatestrategyisageneraltermforvariouscorporatestrategies,includingcompetitivestrategy,marketingstrategy,developmentstrategy,brandstrategy,financingstrategy,technologydevelopmentstrategy,talentDevelopmentstrategy,resourcedevelopmentstrategy,etc.Enterprisestrategiesareendless,forexample,informatizationisabrand-newstrategy.Althoughtherearemultiplecorporatestrategies,thebasicattributesarethesame.Theyareallstrategiesfortheenterprise,andtheyareallstrategiesforthecompany'sintegrity,long-term,andbasicissues.
Praenomen:
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.
Type
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.
Processus
1.Strategicanalysis
Strategicanalysisistosummarizethekeyfactorsaffectingthedevelopmentoftheenterpriseanddeterminethespecificinfluencingfactorsinthestrategicselectionstep.Includingthefollowingthreemainaspects:
(1)Determinethemissionandgoalsoftheenterprise.Takethecompany'smissionandgoalsasthebasisforformulatingandevaluatingcorporatestrategies.
(2)Analyzetheexternalenvironment.Theexternalenvironmentincludesthemacroenvironmentandthemicroenvironment.
(3)Analyzeinternalconditions.Strategicanalysismustunderstandtherelativepositionoftheenterpriseitself,whatresourcesandstrategiccapabilitiesithas;understandtheinterestexpectationsoftherelevantstakeholdersoftheenterprise,andhowthesestakeholderswillreactintheprocessofstrategyformulation,evaluationandimplementation.
Secundo, strategicchoice
Theproblemtobesolvedinthestrategicchoicestageis"wheretodeveloptheenterprise".Thestepsaredividedintothreesteps:
1.Developastrategicchoiceplan
Accordingtothedegreeofinvolvementofmanagersatdifferentlevelsinstrategicanalysisandstrategicchoice,themethodofstrategyformationisdividedintothreeOneform:
(1)Fromtoptobottom.First,thetopmanagementoftheenterpriseformulatestheoverallstrategyoftheenterprise,andthenthesubordinatedepartmentsspecifytheoverallstrategyoftheenterpriseaccordingtotheiractualconditionstoformasystematicstrategicplan.
(2)Frombottomtotop.Thetopmanagementoftheenterprisedoesnotmakespecificregulationsforthesubordinatedepartments,butrequiresalldepartmentstoactivelysubmitstrategicplans.
(3)Combineupanddown.Thetopmanagementoftheenterpriseandthemanagementpersonnelofvarioussubordinatedepartmentsparticipatetogether,andthroughcommunicationandconsultationbetweentheupperandlowermanagementpersonnel,anappropriatestrategyisformulated.
Themaindifferencebetweenthethreeformsisthedegreeofcentralizationanddecentralizationinstrategyformulation.
2.Evaluationofstrategicalternatives
Twocriteriaareusuallyusedtoevaluatestrategicalternatives:oneistoconsiderwhethertheselectedstrategyexertstheadvantagesoftheenterpriseandovercomesthedisadvantages,whetherTheopportunityisusedtoreducethethreattoaminimum;thesecondistoconsiderwhethertheselectedstrategycanbeacceptedbythecompany'sstakeholders.
3.Choosingastrategy
referstothefinalstrategicdecision,thatis,determiningthestrategytobeimplemented.Ifthereareinconsistenciesintheevaluationofmultiplestrategicplanswithmultipleindicators,thefollowingmethodscanbeconsideredtodeterminethefinalstrategy:(1)Usecorporategoalsasthebasisforselectingstrategies.
(2.) Submittosuperiormanagementforapprobatio.
(3) Hiringexternalagencies.
(4) Strategicpoliciesandplans.
Tertio, consilium et imperium
Strategyimplementationandcontrolistotransformstrategyintoaction.Itmainlyinvolvesthefollowingissues:
(1)Howtoallocateanduseexistingresourcesinvariousdepartmentsandlevelswithintheenterprise.
(2)Inordertoachievecorporategoals,whatexternalresourcesneedtobeobtainedandhowtousethem.
(3)Inordertoachievetheestablishedstrategicgoals,whatadjustmentsarenecessarytotheorganizationalstructure.
(4)Howtodealwiththeredistributionofbenefitsandtheadaptationofcorporateculture,andhowtomanagecorporateculturetoensurethesuccessfulimplementationofcorporatestrategy.
Specifyingcorporatetasks
Whenspecifyingtasks,companiesshouldfocusonthefollowingfactors:
Corporatehistoryandculture
Intentionsofbusinessownersandtopmanagement
Theexternalenvironmentofthebusinessanditschanges
Enterpriseresourceconditions
Enterprisecorecapabilitiesandadvantages
Enterprisegoals
Businessgoalsinclude:
Thegoalofcorporateprofitability
Thegoalofproductionefficiency
Thegoalofproductstructureandproductimage
Thegoalofmarketcompetitiveposition
Thegoalispracticalandfeasible,andthedeterminationoftheenterprisegoalmustmeetthefollowingrequirements:
Theenterprisegoalshouldmeettherequirementsofthebasictaskoftheenterprise
TheenterprisegoalItmustbeclear,specific,andquantifiedasmuchaspossible
Correspondingstrategiesandmeasuresshouldensurecorporategoals
iunctura
TheBostonConsultingGroupisawell-knownmanagementconsultingcompanyintheUnitedStates.Thecompanyadvocatesthatcompaniesusethe"marketgrowthrate-marketsharematrix"toevaluatethecompany'sexistingproductsorbusinesses,referredtoastheBCGmethod.
Thematrixchartdividesallbusinessunits(orproducts)ofanenterpriseintofourdifferenttypes:
1.Starcategory(highmarketgrowthrateandhighrelativemarketshare)
2,Tauruscategory (lowmarketgrowthrate, highrelativemarketshare)
3, problemcategory (highmarketgrowthrate, lowrelativemarketshare)
4.Thindogs (lowmarketgrowthrateandlowrelativemarketshare)
Influencingfactors
Thefirstfactorthataffectsstrategyshouldbelong-termplanning.Mission,corevaluesandvisionarethethreecomponentsoflong-termplanning,andarealsothecorepartofanenterprise'sexistence.Intheprocessofstrategicplanning,missionandvisionalwaysguidethedirectionandrequirementsofstrategyformulation;corevaluesguidestrategicthinkingandexecutionstrategies.
Thesecondfactorthataffectsstrategicmanagementistheexternalenvironment.Thisexternalenvironmentincludesthemacroenvironmentandtheindustrialenvironment.Theso-calledmacroenvironmentmainlydependsontheeconomicconditionsoftheregionandtheeconomicconditionsofeacheconomiccycle.TheindustrialenvironmentcanlearnfromPorter'sfiveforcesmodel,includingsuppliers,customers,competitors,substitutes,andpotentialcompetitors.
Atthesametime,strategicmanagementisalsorelatedtointernalfactors.Internalfactorsincludetwoaspects.Thefirstistheso-calledcorecompetitivenessofenterprisesadvocatedbyHamelandPrahalad.
Thesecondiscorporateculture.Theinfluenceofcorporatecultureoncompanystrategymainlyincludesthefollowingpoints(HenryMintzberg"StrategicHistory"):
I, decision-makingstyle
2, preventthechangeofstrategy
3.Overcomeobstaclestostrategicchange
4.Leadingvalues
5.Culturalconflict
Managementmodel
CapabilityStrategy
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.
Resourcestrategy
Basedontheviewofresources,theinternalenvironmentofacompanyismoreimportantthantheexternalenvironment,andithasadecisiveeffectonthecreationofmarketadvantagesforthecompany.Theformationofcorecompetencerequiresenterprisestocontinuouslyaccumulatevariousresourcesrequiredforstrategyformulation,andrequiresenterprisestocontinuouslylearn,surpassandinnovate.Theinternalresourcesofanenterprisearethekeytodeterminewhetheranenterprisecanobtainacompetitiveadvantage,anddeterminethecompetitivepositionofanenterpriseinthemarket.Enterprisescanrealizetheexpansionoftheenterprisemarketthroughresource-relatedgrowth.Theoptimalenterprisegrowthstrategyistoachieveabalancebetweenthedevelopmentofitsownresourcepotentialandthedevelopmentofnewresources.Withthematurityofmultinationalcompaniesintheinternationalmarket,multinationalcompaniestendtoadoptspecializedR&DinstitutionsintheirsubsidiariestorealizeR&Dlocalization,whichisgenerallyinseparablefromtheintroductionoflocaltalents.Relyingonlocaltalentslikethiscanbetterenhancethecompetitivenessofmultinationalcompanies.GiantssuchasIBM,Microsoft,andIntelhavesetupR&Dinstitutionsaroundtheworld,whichisaresource-basedstrategicmodel.
Threestates
Strategicformsrefertothestrategicmethodsandstrategiccountermeasuresadoptedbyenterprises.Accordingtotheirmanifestations,theycanbedividedintothreeforms:expanding,robust,andcontracting.
Expandingstrategy
Expandingstrategyreferstoastrategicformthatadoptsaproactiveattitude,whichismainlysuitableforleadingcompaniesintheindustry,companieswithpotentialfordevelopment,andcompaniesinemergingindustries.Specificstrategicformsinclude:marketpenetrationstrategy,diversifiedbusinessstrategy,andjointbusinessstrategy.
1.Marketpenetrationstrategy
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.Diversifiedbusinessstrategy
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.Jointbusinessstrategy
JointbusinessstrategyreferstothehorizontaliuncturaoftwoormoreindependentbusinessentitiestoformabusinessentityorenterprisegroupTheexpansionstrategyisaninevitableformofsocialandeconomicdevelopmenttoacertainstage.Theimplementationofthisstrategyisconducivetorealizingtheeffectiveiuncturaandrationaldeploymentofenterpriseresources,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.
Stadystrategy
Stadystrategyisastrategicformthatadoptsastabledevelopmentattitude.Itismainlysuitableformedium-sizedandbelow-sizedenterprisesorlarge-scaleenterpriseswithsluggishoperations.Itcanbedividedinto:No-growthstrategy(maintainthelevelofoutput,brand,image,status,etc.)andmicro-growthstrategy(thelevelofcompetitionincreasesslightlyontheoriginalbasis)twostrategicforms.Thestrategyemphasizesthepreservationofstrengthandcaneffectivelycontrolbusinessrisks,butthedevelopmentspeedisslowandthecompetitivenessisweak.
Shrinkingstrategy
Shrinkingstrategyisastrategicformthatadoptsaconservativebusinessattitude.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.
Strategicfeatures
Corporatestrategyisanoverallandguidingplanforsettinglong-termgoalsandachievingthetrajectoryofthegoals.Itbelongstothecategoryofmacromanagementandhasaguiding,overallandlong-termperspective.Sixmaincharacteristics:sex,competition,system,andrisk.
Ductus
Thecorporatestrategydefinesthecompany’sbusinessdirectionandlong-termgoals,clarifiesthecompany’sbusinesspoliciesandactionguidelines,andplansthedevelopmenttrajectoryandguidanceforachievingthegoals.Measuresandcountermeasuresplayaguidingroleinbusinessmanagementactivities.
Super
Thecorporatestrategyisbasedonthefuture,throughin-depthanalysisoftheinternationalandnationalpolitical,economic,culturalandindustrybusinessenvironments,combinedwithitsownresources,andsystematicmanagementIthasmadeacomprehensiveplanforthecompany’slong-termdevelopmenttrajectory.
Diu terminus
"Today'seffortsarefortomorrow'sharvest","Peoplehavenoforesightandmusthavenear-termworries."Takingintoaccountshort-terminterests,thecorporatestrategyfocusesonlong-termsurvivalandlong-termdevelopmentthinking,establisheslong-termgoals,andplansthedevelopmenttrajectoryandmacro-managementmeasuresandcountermeasurestoachievethelong-termgoals.Secondly,aroundthelong-termgoal,corporatestrategymustundergoacontinuousandlong-termstruggleprocess.Inadditiontomakingnecessaryadjustmentsaccordingtomarketchanges,thestrategyformulatedusuallycannotbechangeddaybydayandhaslong-termstability.
Competitiveness
Competitionisanunavoidablerealityofthemarketeconomy,anditispreciselybecauseofcompetitionthatthedominantpositionof"strategy"inbusinessmanagementhasbeenestablished.Inthefaceofcompetition,corporatestrategyneedstoconductinternalandexternalenvironmentalanalysis,clarifyitsownresourceadvantages,andformacharacteristicoperationbydesigninganappropriatebusinessmodel,enhancingtheantagonismandcombateffectivenessofthecompany,andpromotingthelong-termandhealthydevelopmentofthecompany.
Systematica
Basedonlong-termdevelopment,corporatestrategyestablisheslong-termgoals,andneedstosetstagegoalsaroundthelong-termgoalsandbusinessstrategiestoachieveeachstagegoaltoformaringThedeductionofthestrategictargetsystem.Atthesametime,accordingtoorganizationalrelationships,corporatestrategyneedstobecomposedofthreelevels:decision-makingstrategy,businessunitstrategy,andfunctionaldepartmentstrategy.Thestrategyatthedecision-makinglevelistheoverallguidingstrategyoftheenterprise.Itdeterminesthestrategicelementssuchastheenterprise'soperatingpolicy,investmentscale,operatingdirectionandlong-termgoals,andisthecoreofthestrategy.Thecorporatestrategyexplainedinthisbookmainlybelongstothestrategyofthedecision-makinglevel;thebusinessunitstrategyistheindependentaccountingbusinessunitoftheenterpriseorarelativelyindependentbusinessunit.Diu terminusplanningforthedevelopmenttrajectory;functionaldepartmentstrategyistheoverallnatureofthecompany’svariousfunctionaldepartments,followingthestrategicguidelinesofthedecision-makinglevel,combiningthestrategyofthebusinessunit,focusingonthedivisionoflaborandcooperation,andtheoverallnatureofthedepartment’slong-termgoals,resourceallocationandotherstrategicsupportguaranteesystemsPlanning,suchas:planningdepartmentstrategy,purchasingdepartmentstrategy,etc.
Periculum
Therearerisksinanydecisionanenterprisemakes,andstrategicdecisionsarenoexception.In-depthmarketresearch,accurateforecastsofindustrydevelopmenttrends,objectivevisionandobjectives,properdeploymentofhuman,financial,andmaterialresourcesatvariousstrategicstages,scientificselectionofstrategicforms,andstrategiesformulatedcanguidethehealthyandrapiddevelopmentoftheenterprise.Conversely,justrelyingonpersonalsubjectivejudgmentofthemarket,settinggoalsthataretooidealorpredictingdeviationsinthedevelopmenttrendoftheindustry,thestrategyformulatedwillcausemanagementmisleading,andevenbringtheriskofbankruptcytotheenterprise.
Typesofstrategicorganizations
DefensiveStrategicorganizations
PioneeringStrategicOrganization
AnalyticalStrategicOrganization
PassiveReflectiveStrategicOrganization
ResearchContent
Thestudyofcorporatestrategymusthaveanaccurategraspoftheoverallregionaldevelopmentstrategy.Regionalfunctionpositioningmainlyreferstoin-depthanalysisandresearchbasedonpreviousrelevantplansorgovernmentworkplansoftheplanningareatodeterminetheregionalfunctionpositioningandregionalfunctionlayoutoftheplanningarea,asthemostdirectbasisforformulatingindustrialplanningplans.
Planningimpletionplan
Planningimpletionplanistheplanandpathtorealizetheindustrialdevelopmentplan,mainlytopromotetheindustrytodevelopinaccordancewiththeindustrialgoals.Thesetofcountermeasuresandmeasurescannotonlybeimplementedinvariousindustrialsectors,butalsoinvariousspatialplots.Theproposaloftheplanningimplementationplanmainlyinvolvesthedivisionofstrategicstages,theestablishmentofdevelopmentmodels,andrecommendationsforadvancementmeasures.
ExecutionSystem
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.
Casestudy
Case1: Wal-Mart
In1955, cum famosus Americansinancialmagazine "Fortuna" primus immisit "Global500" album, inest inest. Post decennium sups et downs, ita est ordo No.1 in Fortunae Globalis D in MMII, MMIII, et MMIV.
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.Customer-orientatur
Wal-Martfirmlybelievesthat"customerfirst"istheessenceofitssuccess.In1985,hewaslistedastherichestmanbyForbesmagazineintheUnitedStates.In1992,SamWalton,thewinneroftheUSPresidentialMedalofFreedom,andfounderofWal-Mart'shugebusiness,SamWaltonsaid:"Wehaveonlyoneboss,andthatisourcustomer.Hepaysusamonthlysalary,andonlyhehastherighttofireeveryoneuptothechairman.Thereasonissimple,aslongashechangeshisshoppinghabitsandbuysthingsinanotherstore."Wal-Mart'sbusinesspremisesarealwaysWritteneye-catchinglyitsbusinesscreed:"Article1 : Customersarealwaysright;Article2:Ifyouhaveanyquestions, pleaserefertoArticle1."
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.
Secundo, lowpriceseveryday
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.Perfectlogisticsmanagementsystem.Wal-Martis knownastheleaderoftheretaildistributionrevolution. Itsuniquedistributionsystem greatlyreducescosts,acceleratos inventoryturnover, et fit potens adiumentum "diei lowprices". Wal-Mart'smethodo.
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' sabilitytoimplementlow-pricestrategies.
3.Newconceptof "one-statur" shopping
AtWal-Mart, consumit experientiam novi conceptus "unum stop" shopping. In producto structura, intendit berichins mutationum et mores consuetudinum variarum praeferentiarum consuetudinum. Negotiatio item sunt varia, inclusa cibi, nugas, novas vestes, medicamina, instrumenta intendit, et mores consuetudinum.
Case2: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.Ownershipstrategy:
Sunt tres dominii rationes adoptati international multinationale comitatus:(1) communio rerum;(2) participatio non-participatio; (3) strategicalliance. Lenovo'sacquisitionofIBM'sPCbusinessunit with US$1.75billion plus operae de US$ 705millionisatypicalstrategicalliance-styleownershipstrategicalliance.
2.Transferpricingstrategy:
Therearetwomainformsofbusinessactivitiesofmultinationalcompanies:oneistheconductofmultinationalcompanieswithcompaniesinothercountriesorothercompaniesorindividualsinthesamecountry.Theexchangeofgoodsandservices;thesecondistheexchangeofgoodsandservicesbetweensubsidiariesofmultinationalcompanies.
3.Businessstrategy:
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.Technologypropertyrightscapitalizationstrategy:
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.
Strategicbudget
Enterprisestrategicbudgetisguidedbycorporatestrategy,withstrategicgoalsasthestartingpointforpreparation,ensuringthestrategybyoptimizingtheallocationofcorporateresourcesandimplementingrollingandflexibleprocesscontrolproceduresThemanagementmethodbywhichthegoalisachieved.Strategicbudgetmanagementplaysanimportantroleincorporatemanagement.Enterprisesshouldseekmoreeffectiveimplementationmethodsforeachprocessofstrategicbudgetmanagementinaccordancewiththeirownscale,businessscope,organizationalform,etc.,andgivefullplaytotheroleofthiscorporatemanagementtool..
EquityIncentives
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.
Cautiones
Incorporatemanagement,strategicmanagementreferstotheestablishmentofcorporatestrategicgoalsbasedontheexternalenvironmentandinternalconditionsoftheorganization,planningtoensurethecorrectimplementationofthegoals,andRelyontheinternalcapabilitiesoftheenterprisetoimplementsuchplansanddecisions.Thefollowing"Boss"magazinebrieflyintroducestheconsiderationsfortheimplementationofstrategicmanagementofenterprises:
1.Payattentiontotheevaluationandupdateofstrategy
Sincestrategicmanagementismorethanplanning,"Wherearewegoing?",andalsoplanhowtoeliminateoutdatedthings,andfocusontheevaluationandupdateofstrategiesundertheguidanceof"whethertheplancontinuestobeeffective".Thisenablesbusinessmanagerstocontinuouslymonitortheexternalenvironmentandcorporatestrategyfromanewstartingpoint.Sexualexplorationandenhancethesenseofinnovation.
2.Payattentiontotheresearchonthebusinessenvironment
Sincestrategicmanagementincorporatesthegrowthanddevelopmentoftheenterpriseintothechangingenvironment,managementshouldtakethefutureenvironmentalchangetrendasdecision-makingThisenablesbusinessmanagerstopayattentiontothestudyofthebusinessenvironment,correctlydeterminethecompany’sdevelopmentdirection,selectthecompany’sappropriatebusinessfieldorproduct-marketfield,soastobettergrasptheopportunitiesprovidedbytheexternalenvironment.Enhancetheadaptabilityofbusinessactivitiestotheexternalenvironment,soastoachievethebestiuncturaofthetwo.
3.Emphasisontheimplementationofstrategy
Sincestrategicmanagementdoesnotjuststopatstrategicanalysisandstrategyformulation,ittakestheimplementationofstrategyaspartofitsmanagement,whichmakesthecompanyIndailyproductionandoperationactivities,thestrategyisconstantlyevaluatedandmodifiedaccordingtochangesintheenvironment,sothatthecorporatestrategyiscontinuouslyimproved,andthestrategicmanagementitselfiscontinuouslyimproved.Thiscyclicalprocessfurtherhighlightstheguidingroleofstrategyincorporatemanagementpractices.