Representative Porter: Emphasizes the important attributes of company strategy-planning, overall and long-term

Represented by Mintzberg: a series or set of decisions or actions, including deliberate (i.e. planned) strategies and any improvised (i.e. unplanned) strategies

Main differences: The modern concept holds that strategy only includes the means to achieve the end of the enterprise, not the end of the enterprise itself.

The essential difference is that the modern concept puts more emphasis on another aspect of strategy - adaptability, competition and risk.

Company purpose (why it exists)

Company purpose (what I want to do)

Business philosophy (what I believe)

Corporate goals are the embodiment of the company's mission

Goals are the basic strategy of an enterprise

According to the goals of the enterprise, select the business areas in which the enterprise can compete, rationally allocate the resources necessary for enterprise operation, and make the various business operations support and coordinate with each other.

Compete effectively in their respective business areas in response to the changing external environment (emphasis on competition)

Improve operational efficiency of functional departments (emphasis on synergy)

external environment analysis (opportunity, threat)

internal environment analysis (Advantages and disadvantages)

Corporate level (overall) strategy

Business Unit (Competitive) Strategy

Functional (functional level) strategy

strategy selection process

Adjust and improve the company's organizational structure to make it suitable for the company's strategic positioning

Promote the construction of corporate culture so that corporate culture becomes the driving force and important support for achieving the company's strategic goals, as well as the guarantee for mobilizing the enthusiasm of corporate employees to promote strategic implementation

Use financial and non-financial means and methods to supervise the strategy implementation process, discover and correct deviations in a timely manner, ensure that strategy implementation reaches the predetermined goals, or make appropriate modifications to the strategy to facilitate the continuous improvement of corporate performance

Use advanced technologies, especially digital technologies, to build new corporate organizations, transform business models, and support corporate digital transformation and implementation of digital strategies.

Coordinate the relationship between corporate strategy, organizational structure, cultural construction, technological innovation and change

Innovation is a vital ability for enterprises to adapt to the changing external environment and ensure their own survival and development.

Innovation is the most important source for enterprises to obtain sustained competitive advantage

Product Innovation

process innovation

Positioning innovation

Paradigm innovation

novelty of innovation

Innovative basic products and product families

level of innovation

Timing—the innovation life cycle

innovative organization

Search (signals of potential change)

Choose (make a choice)

Implementation (how to achieve innovation)

Obtain (how to obtain benefits)

Stakeholders who invest in the business

managerial class

Corporate employees

government

buyers and suppliers

creditor

society

Contradictions and Equilibrium between Investors and Managers

The conflict and balance of interests between company employees and the company (shareholders or managers)

The contradiction and balance between corporate interests and social benefits

Sources of power for business stakeholders

The use of power in strategic decision-making and implementation processes