MindMap Gallery 2024CPA Strategy (Updating)
Based on the courseware of Seer Laying the Foundation and Gaotu Zhenghong, the main content and logical structure of the chapter are organized, which is helpful for the understanding and memory of knowledge points and is suitable for exam review!
Edited at 2024-03-24 18:45:13One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
Overview of Strategy and Strategic Management
Basic concepts of corporate strategy
Definition of corporate strategy
traditional definition
Planning, overall, long-term
modern definition
Adaptability, competition, risk
Company mission and goals
Company mission
Purpose
Profit/non-profit
purpose
Business scope
Business philosophy
company culture
company goals
financial target system
Improving financial performance is mostly in the form of numbers and ratios
strategic goal system
include both
短期维度
短期经营业绩和成果
长期维度
长期良性经营
corporate strategic level
overall strategy
Select business area
business unit strategy
Concrete the overall strategy
functional strategy
Coordinate the various activities of a single function
Alignment between different functional strategies and business processes or activities
Expand
multiple business companies
three strategic levels
single business company
There are no regional business units or each regional business unit has no autonomy
Overall strategy Functional strategy
Have regional business units and be autonomous
three strategic levels
corporate strategic management
The connotation and characteristics of strategic management
The connotation of strategic management
Strategic Analysis
Strategic Choice
strategy implementation
Characteristics of strategic management
comprehensive management
high level management
dynamic management
strategic management process
Strategic Analysis
external environment
Macro environment analysis
Industrial environment analysis
Competitive environment analysis
internal environment
Enterprise resources and capabilities analysis
value chain analysis
business portfolio analysis
SWOT analysis
Strategic Choice
Optional strategy types
corporate level strategy
business unit strategy
functional strategy
strategy selection process
Specify strategic options
top down
bottom up
Combine upper and lower
Evaluate strategic alternatives
suitability criteria
acceptability criteria
feasibility criteria
Choose a strategy
Choose a strategy based on your business goals (you can make the decision yourself)
Submit to superior management department for approval (superior decision)
Recruiting external experts for strategic selection work (expert advice)
strategy implementation
Adjust and improve the organizational structure of the enterprise
Promote the construction of corporate culture
Use financial and non-financial means and methods to supervise the strategy implementation process
Use advanced technologies, especially digital technologies, to build new corporate organizations and transform business models
Coordinate the relationship between corporate strategy, organizational structure, cultural construction, technological innovation and change
strategic innovation management
The meaning of strategic innovation
Types of strategic innovation
Product Innovation
Self-research, research and development, design and launch of new products
process innovation
Production process changes and equipment updates
Positioning innovation
Changes in product positioning or market positioning
Paradigm innovation
Changes in thinking patterns (managers think, company decides)
Business model changes (profit model changes)
Explore different aspects of strategic innovation
novelty of innovation
Graduality
Breakthrough
Innovative basic products and product families
level of innovation
component level
architectural level
innovation life cycle
rheological stage
Product performance
Customer needs and technological investment from pioneering companies
Important and recurring changes to the product
Variety, often including custom designs
Flexible but inefficient, goals are experimental and change frequently
transitional phase
Product differentiation
Create opportunities by expanding internal technical capabilities
Major process innovation
Include at least one stable or dominant design
Becoming more and more strict and explicit
mature stage
cut costs
Reduce costs and improve quality
Incremental product innovation and process innovation
Basically undifferentiated standardization
Efficient, often capital intensive
The context of strategic innovation
Build an innovative organization
Shared mission, leadership and willingness to innovate
appropriate organizational structure
key individual
All employees participate in innovation
effective teamwork
creative atmosphere
cross borders
Develop innovative strategies
Main processes of innovation management
search phase
How to find opportunities for innovation
selection stage
What to do and why
Implementation phase
How to achieve innovation
acquisition phase
How to get benefits
Innovation management process model
stage-gate model
3M Innovation Funnel Model
graffiti innovation
Brainstorming, free exploration, the organization provides various supports, and allows innovative volunteers to make mistakes
Design-based innovation
Included in the accelerated development plan; obtain support from various functional departments, and ultimately achieve initial commercialization through a series of processes; encourage the team
Leading innovation
Additional investment; invite expert guidance and provide marketing and supply chain support, and gradually expand production and sales scale; encourage team individuals
Integrated product development process
Power and Stakeholders in Strategic Management
Key stakeholders of the enterprise
Internal stakeholders and their interest expectations
Shareholders and Institutional Investors
tuli
managerial class
image name
Corporate employees
Pursue maximization of personal income and career stability
External stakeholders and their interest expectations
government
tax
Buyer/Supplier
Value added at each stage
creditor
Pay loan principal and interest on time
society
Bear social responsibility
Conflicts and balance of interests among corporate stakeholders
Investors and managers
Baumol's "sales maximization" model
Managers seek fame, shareholders seek profits
The firm may choose an intermediate point between these two output quantities
Maris growth model
The manager's goal is to grow the company, but this will be constrained by the interests of shareholders
Determine the growth rate of the enterprise within an area that is acceptable to both parties
Williamson's theory of managerial authority
Managers maximize power and prestige
employee expenses
Remuneration expenses
discretionary investment spending
Managers must have an unusual sense of rationality
Conflicts and balances of interests between corporate employees and the company
Leontief model
Employees pursue maximizing salary income and job stability, while companies pursue profit maximization.
The outcome of the game will reach equilibrium at a certain point, depending on the bargaining strength of both parties.
The contradiction and balance between corporate interests and social benefits
Enterprises pursue profit maximization, and external stakeholders require enterprises to meet social benefits.
Ensure the basic interest requirements of corporate stakeholders
Protect the natural environment
Sponsor and support charitable causes
The essence of business ethics is the question of what role an enterprise or organization plays in society and what responsibilities it bears.
Summary of the interest game among various stakeholders
Interest groups come together to operate together
Final effectiveness is almost always below maximum and the organization is sluggish
Power and the strategic process
power and authority
that power
The influence of power in all aspects
People who are subject to power may not necessarily be able to accept this power
Power comes from all sides
Power is difficult to identify and flaunt
authority
Authority extends from top to bottom along the management hierarchy of the enterprise
Authority is generally accepted by subordinates
Responsibilities are included in the designated positions or functions of the enterprise
Authority is easily determined on the company's organizational chart
Sources of power for business stakeholders
Control over resources and power to exchange
position in management hierarchy
statutory authority
reward rights
coercive power
Personal qualities and influences
Right of example
Expert power
Participate in or influence the strategic decision-making and implementation process of the enterprise
The extent to which stakeholders are concentrated or aligned
The use of power in strategic decision-making and implementation processes
compromise
Both sides give in
cooperation
Both parties are satisfied
reconciliation
unilateral concession
confrontation
To force the other party to meet one's demands, usually combined with "reconciliation"
avoid
Run before/run after