Intensive growth strategy, also known as intensive growth strategy, includes three types: market penetration strategy, market development strategy and product development strategy.
Stability strategy, also known as defense strategy and maintenance strategy, includes four types: pause strategy, constant strategy, profit maintenance strategy and cautious forward strategy.
Contraction strategy, also known as retreat strategy, includes three types: transformation strategy, abandonment strategy and liquidation strategy.
The advantages of cost leadership strategy include: it can resist the attack of competitors; Strong bargaining power for * * merchants; Formed an obstacle to entry.
Enterprise overall strategy, business unit strategy and functional department strategy. Among them, the overall strategy is also called enterprise strategy. In large and medium-sized enterprises, especially diversified enterprises, the overall strategy is the highest level of enterprise strategy.
It needs to choose the business fields that the enterprise can compete in according to the enterprise's goals, and rationally allocate the resources necessary for the enterprise's operation, so that all business operations can support and coordinate with each other.
The strategy of public institutions is also called business strategy. In large enterprises, especially in enterprise groups, in order to improve synergy and strengthen strategic implementation and control, enterprises organize several business divisions or some of them with the same strategic factors into a business unit. Business unit strategy is the strategy of a strategic business unit, department or subsidiary.
Under the restriction of the overall strategy of the enterprise, guide and manage the plans and actions of specific business units to serve the overall goal of the enterprise.
Functional department strategy, also known as functional level strategy, is the short-term strategic planning of major functional departments in enterprises, which enables managers of functional departments to more clearly understand the responsibilities and requirements of functional departments in implementing the overall strategy of enterprises, and effectively use business functions such as R&D, marketing, production, finance and human resources to ensure the realization of enterprise goals.
1, what are the levels of enterprise strategy? What are their respective priorities?
The specific levels of enterprise strategy and their respective emphases are as follows:
I. Strategic analysis
Strategic analysis is to summarize the key factors affecting the development of enterprises and determine the specific influencing factors in the strategic selection steps.
It includes the following three main aspects:
1, to determine the mission and objectives of the enterprise. Take the mission and objectives of the enterprise as the basis for formulating and evaluating the enterprise strategy.
2. Analyze the external environment. The external environment includes macro environment and micro environment.
3. Analyze internal conditions. Strategic analysis should understand the relative position of the enterprise itself, what resources and strategic capabilities it has; Understand the interest expectations of relevant stakeholders in the enterprise and how these stakeholders will react in the process of strategy formulation, evaluation and implementation.
Second, strategic choice.
The problem to be solved in the strategic selection stage is "where will the enterprise develop".
These steps are divided into three steps:
1, make a strategic choice
According to the degree to which managers at different levels participate in strategic analysis and strategic choice, the methods of strategic formation can be divided into three forms:
(1) Top-down. First, the top management of the enterprise formulates the overall strategy of the enterprise, and then the subordinate departments concretize the overall strategy of the enterprise according to their own actual situation, forming a systematic strategic plan.
(2) Bottom-up. The top management of the enterprise does not make specific provisions for subordinate departments, but requires all departments to actively submit strategic plans.
(3) combination of up and down. The top managers of the enterprise and the managers of subordinate departments participate together, and formulate appropriate strategies through communication and consultation between superior and subordinate managers.
The main difference between the three forms lies in the degree of centralization and decentralization of strategy formulation.
2. Evaluate strategic options.
Usually, two criteria are used to evaluate strategic alternatives: one is to consider whether the selected strategy exerts the advantages of the enterprise, overcomes the disadvantages, and uses opportunities to minimize threats; The second is to consider whether the selected strategy can be accepted by enterprise stakeholders.
Step 3 choose a strategy
Refers to the final strategic decision, that is, determining the strategy to be implemented. If the evaluation of multiple indicators of multiple strategic plans is inconsistent, the following methods can be considered to determine the final strategy:
(1) Take enterprise goals as the basis for choosing strategies.
(2) Submitted to the superior management for approval.
(3) Hire external institutions.
(4) Strategic policies and plans.
Three. Strategy implementation and control
Strategy implementation and control is to turn strategy into action.
Mainly involves the following issues:
(1) How to allocate and use the existing resources of various departments and levels within the enterprise.
(2) What external resources are needed and how to use them in order to achieve enterprise goals.
⑶ What adjustments should be made to the organizational structure in order to achieve the established strategic objectives?
⑷ How to deal with the redistribution of interests and the adaptation of corporate culture, and how to ensure the successful implementation of corporate strategy through the management of corporate culture.
Methods of formulating enterprise strategy:
First, accurate external environment analysis.
1, recognize the change of external environment. The business environment is constantly undergoing drastic changes, which will have an important impact on the operation of enterprises, some of which are even fatal. We should recognize the changes in macro, industry, competitive environment and consumer demand, and realize that these changes will be more conducive to our development.
2. Insight into the impact of change. Industry changes are inevitable, but not all changes will have an impact on enterprises. We should distinguish between the major and minor impacts brought about by industry changes. Direct and indirect impacts on enterprises, and systematically analyze these impacts, clearly understand the situation, formulate countermeasures and deal with them.
3. Distinguish between opportunities and threats of enterprises. The changes brought by the external environment are nothing more than opportunities and threats. We should seize opportunities and avoid threats. Distinguishing these and dealing with them in time will make us develop faster.
Second, integrate the internal resources and capabilities of science.
1, internal resource system inventory. Systematically consolidate human resources, material resources, financial resources, production resources, network resources and hidden resources (corporate culture, employee awareness, etc.). ), and analyze the support and transferability of the strategy.
Finance, sales, cost must be quantitative, recessive, network and other aspects must be qualitative. The resource inventory is to make clear the existing resources and lay a resource foundation for strategy formulation and implementation.
2. Enterprise capacity integration. Systematically evaluate an enterprise's productivity, marketing power, profitability, financial profitability, development power and operational power, grade the key elements of each part, and compare them with advanced enterprises in industries and regions, so as to clarify the competitive advantages and core competitiveness of enterprises, strive to build their own core competitiveness and evaluate their existing capabilities.
3. Distinguish the advantages and disadvantages of the enterprise. Enterprises with resources and capabilities are unlikely to be all excellent, and the degree of ownership will be different. In the evaluation process, it is necessary to distinguish the advantages and disadvantages of enterprises and formulate corresponding improvement countermeasures, so as to determine the support of various resources and capabilities for enterprise strategic planning and prepare for the next enterprise strategic planning.
Third, internal and external analysis and integration
After analyzing the internal and external environment of the enterprise, the operating environment of the enterprise is clear. We should make a comprehensive comparison between external changes and internal resource capacity support evaluation, so as to determine the strategic planning of enterprises.
Levels of enterprise strategy:
Generally speaking, the strategy of an enterprise can be divided into three strategic levels, namely, company strategy, business (department) strategy and functional strategy.
A. corporate strategy.
This is the overall situation and the highest level strategy of the enterprise. The focus of the company's strategy is in two aspects: First, starting from the global nature of the company, according to the changes in the external environment and internal conditions of the enterprise, choose the business scope and field that the enterprise is engaged in, that is, answer such questions:
What is our business? What industry should we be engaged in? Second, after determining the business, it is necessary to allocate resources among various institutions to realize the overall strategic intention of the company.
This is also a key measure for the implementation of the company's strategy.
B. business (department) strategy.
Sometimes called competitive strategy, it is the second level in the strategic structure. The decision-making problem involved in this strategy is on what basis the public sector should compete in the selected business scope or market product field in order to gain a competitive advantage over competitors. Therefore, the managers of public institutions need to determine and stabilize the most profitable and promising market scenarios and give play to their competitive advantages.
C. functional strategy.
It is a short-term goal and plan formulated by functional managers of production, marketing, accounting, research and development, personnel and other functional departments. Its purpose is to realize the strategic plans of companies and institutions. Functional strategy usually includes market strategy, production strategy, R&D strategy, financial strategy, personnel strategy and other functional strategies. If the company strategy and division strategy emphasize "doing the right thing", the functional strategy emphasizes "doing the right thing".
It directly deals with these issues, such as the efficiency of production and marketing systems, the quality and degree of customer service, and strives to increase the market share of specific products or services.
Corporate strategy, business strategy and functional strategy constitute the strategic level of an enterprise, and they interact and are closely related. If the whole enterprise wants to succeed, it must combine the three organically.
The talent problem of all human resources
What kinds of competitive strategies are commonly used by enterprises? What are their characteristics, advantages and disadvantages?
General competitive strategies include three types:
1, cost leadership strategy
That is to say, to keep one's products or services lower than the cost of competitors in the same industry for a long time. As a result of reducing costs and increasing profits, enterprises can adopt a low-price strategy and brands will be more competitive. Toyota is famous for its pursuit of perfection.
However, in order to adapt to the increasingly fierce market competition, Toyota also attaches great importance to reducing automobile manufacturing costs and making its products more competitive.
2. Product differentiation strategy
In other words, efforts should be made to make the products and services provided unique compared with similar products or services. Under this strategy, the use of brand fully embodies the uniqueness of brand, and enterprises determine their own target market and strategic steps on this basis. Various forms of expression, such as unique brand image, unique product functions and unique services.
3. Centralized strategy
In other words, enterprises determine the competition scope of an industry through the differentiation of industrial markets, emphasize the unique competitive advantages of an industry, pay attention to a specific market, or pay attention to a specific consumer group, that is, the advantages of enterprises in a specific industry to a specific market.
Enterprises concentrate all kinds of resources to speed up the development of product production and marketing scale, so that brands can have influence in a short time. Due to the centralized strategy, enterprises are too specialized and their ability to resist risks is weakened.
Expansion package data:
total strategy
Porter believes that "when the power that affects industrial competition and its deep-seated reasons are determined, the urgent task for enterprises is to identify the advantages and disadvantages relative to the industrial environment." . On this basis, he put forward a broad general competitive strategy applicable to enterprises of any nature and scale.
1, low cost
Facing the huge market and numerous consumers, enterprises can consider adopting the cost leading strategy to establish competitive advantage. The key of this strategy is to reduce the average expenditure through economies of scale and obtain professional work efficiency through mass production, thus reducing the overall cost and positioning the products below the industry level, thus generating competitive advantages.
2. Differentiation strategy
Enterprises design unique products with unique ideas, advanced technology, construction technology, novel and mysterious raw material formulas and unique service forms. Even if the product itself is not unique, it can establish its own unique brand image through advertising and packaging to achieve differentiation.
The differentiation strategy can be implemented in both a broad market and a narrow market. In a narrow market, the target of differentiation strategy is a few consumers with special needs or hobbies, so it is called focused differentiation strategy.
What are the types of corporate financial strategies? What is the difference?
1, expanding financial strategy
It is a financial strategy aimed at realizing the rapid expansion of enterprise assets. In order to implement this financial strategy, enterprises often need to raise a lot of external funds and make more use of liabilities while retaining most or all of their profits. With the expansion of enterprise assets, the rate of return on assets of enterprises often presents a relatively low level for a long period of time. Expansive financial strategies are generally characterized by "high debt, high income and less distribution".
2. Sound financial strategy
This is a financial strategy aimed at realizing the steady growth of enterprise financial strategy. * * * * * and the steady expansion of asset scale.
Enterprises that implement a prudent financial strategy will generally take optimizing the allocation of existing resources as much as possible and improving the efficiency and effectiveness of the use of existing resources as their primary task, and take profit accumulation as the basic fund for expanding the scale of enterprise assets. In order to prevent the excessive interest burden, such enterprises often use liabilities very cautiously to expand their asset scale and business scale. Therefore, the general financial characteristics of enterprises implementing a prudent financial strategy are "moderate debt, moderate income and moderate distribution".
3. Defensive contraction financial strategy
A financial strategy aimed at preventing financial crisis and seeking survival and new development. To implement a defensive financial strategy, generally speaking, the first task is to minimize cash outflows and maximize cash inflows. By cutting branches, streamlining institutions and other financial measures, we can revitalize existing assets, save costs, and concentrate all the manpower that can be concentrated on enterprise-led business to enhance the market competitiveness of enterprise-led business.
"Low debt, low income and high distribution" are the basic financial characteristics of enterprises that implement this financial strategy.