1, competitive strategy management
Competitive strategy is an important part of enterprise strategy, which mainly refers to the relevant strategies formulated to give play to their own advantages and improve their core competitiveness. Because competitive strategy plays an important role in improving the core competitiveness of enterprises, strengthening the management of competitive strategy can not be ignored.
2, low-cost strategic management
Low-cost strategy refers to enterprises taking effective measures to minimize production and operation costs on the premise of ensuring the quality of products and services.
Low-cost strategy plays an important and positive role in price competition, which helps enterprises to gain higher market share and improve economic benefits. Therefore, enterprises are required to attach importance to low-cost strategic management and put it into practice.
3. Differentiated strategic management
Differentiation strategy, also known as differentiation strategy, refers to the differentiation of products or services provided by enterprises. There are four effective forms under the background of differentiation strategy: product differentiation strategy, service differentiation strategy, image differentiation strategy and personnel differentiation strategy. At the same time, in order to ensure the full play of the efficient function of differentiation strategy, enterprises need to be guided by the principles of efficiency, appropriateness and effectiveness.
4. Centralized strategic management
Centralized strategy, also known as specialization strategy, refers to the strategy that enterprises combine the special needs of specific consumer groups, concentrate their business scope on a certain market segment in the industry, and concentrate their efforts to meet it. At present, there are two forms of enterprise concentration strategy: enterprises seek cost concentration of cost advantage in target market segments, and enterprises seek differentiated concentration in target market segments.
5. Functional strategic management
Functional strategy, also known as functional support strategy, is a related plan for all aspects of functional activities in an enterprise according to the overall strategy or business strategy of the enterprise.
6. Strategic cost management
Strategic cost management is an indispensable part of enterprise functional strategic management. This part refers to the management of the whole enterprise by strategy, which is essentially a management method that integrates the strategic planning, strategic implementation and strategic control of the enterprise.
Second, the application of enterprise strategic management
Enterprise strategic management means that enterprises make full use of their human, financial and material resources through macro-level analysis, prediction, planning and control, so as to achieve the purpose of optimizing management and improving economic benefits.
Such as business direction, market development, product development, scientific and technological development, mechanism reform, organizational structure adjustment, major technological transformation, financing, etc. The decision-making power of strategic management is usually directly controlled by the general manager and the factory director.
Any enterprise, if the internal change speed can't keep up with the external change speed, is doomed to failure. Enterprises should be customer-oriented, not their own products. Enterprises should define their own industries according to the needs of customers, rather than describing themselves according to narrow product or technical characteristics.
Extended data
First, the strategic management analysis tool Porter's five-force analysis model
Five-force analysis model is a strategic management analysis tool put forward by Michael Porter in the early 1980s, which has a far-reaching global impact on enterprise strategy formulation.
Used in competitive strategy analysis can effectively analyze the competitive environment of customers. These five forces are: the bargaining power of suppliers, the bargaining power of buyers, the entry ability of potential competitors, the substitution ability of substitutes and the current competitiveness of competitors in the industry. The change of different combinations of the five forces ultimately affects the change of the profit potential of the industry.
Second, Andy Grove's strategic management analysis tool six force analysis model
The concept of Six Forces Analysis was put forward by andy grove, former president of Intel. On the basis of porter's five forces analysis framework, this paper re-discusses and defines six kinds of influences of industrial competition. He believes that the factors that affect the industrial competition situation are:
1, the influence, vitality and ability of existing competitors;
2. The influence, vitality and ability of suppliers;
3. The influence, vitality and ability of customers;
4. The influence, vitality and ability of potential competitors;
5. Alternative methods of products or services;
6. The strength of cooperative industries.
Through the strategic management analysis of these six kinds of competitiveness, it is helpful to clarify the competitive environment of enterprises, point out the key factors of industry competition, and clarify the strategic innovation that can best improve the profitability of industries and enterprises themselves.
Third, the new 7S principles of strategic management analysis tools
The new 7S principle put forward by American management master Leonardo da Vinci emphasizes whether enterprises can break the status quo, seize the initiative and establish a series of temporary advantages. The business thinking framework of the new 7S principle specifically includes:
1, higher shareholder satisfaction. The "shareholder" here is a very broad concept, that is, the concept of customer, including the shareholders that enterprises paid most attention to in the past, the customers that were quickly concerned in market-oriented management, and the protagonist of people-oriented management in recent years, that is, employees.
2. Strategic prediction. In order to achieve customer satisfaction, companies must use strategic forecasting. Knowing the future evolution of market and technology, we can see where the next advantage will appear and take the lead in creating new opportunities.
3. speed. In today's super-competitive environment, success depends on whether a series of temporary advantages can be created, so the ability of a company to quickly transfer from one advantage to another is very important. Speed allows companies to capture demand, try to destroy the status quo, disintegrate competitors' advantages and create new advantages before competitors take action.
4. Surprise. What operators have to do is to explore ways of value innovation, and rarely control and manage existing business operations.
5. Change the rules of competition. Changing the competition rules can break the existing concepts and standard models of the industry. Following the trend is a passive challenge and often leads to no good results.
6. Pay attention to strategic intention (signaling strategic intention). Announcing your strategic intentions and future actions to the public and peers in the industry will help warn competitors not to invade your market;
At the same time, it can effectively form a "occupancy effect" among customers, that is, customers who are interested in buying will wait until the products notified by the company are developed and produced, instead of buying similar products from other companies that have already been listed.
7. Synchronous and continuous strategic attacks. It is not enough to have static ability or excellent resources. Resources need to be used effectively. The key to the success of the company's strategy lies in the correct use of knowledge and ability, winning with a series of actions, and quickly transferring advantages to different markets.
Baidu Encyclopedia-Enterprise Strategic Management