Strategic management is to study what methods and means to achieve the goal of making money.
The difference and connection between business model and strategic management I. The connection between business model and strategic management;
1. The essence of business model and strategy is the same.
Elliot(2002), Magretta(2002) and Che *** rough(20 10) think that business models and strategies are different. The main difference between them is that the business model is guided by "creating value" and the strategy is guided by "establishing competitive advantage". However, it can be seen from the evolution of the concept of business model that these two orientations should be interdependent and inseparable.
Morris, Schindehutte and Allen (2003) believe that the comprehensiveness of the definition is progressive from the economic level to the operational level and then to the strategic level. At present, the definition of business model abroad mostly belongs to the strategic level.
The positioning of "value creation" is the positioning of business model based on the definition of economic level and operational level, in which the economic level describes the creation of enterprise value (including cost control and income sources) and the operational level describes the creation of customer value. The definition of these two levels does not emphasize that the value created must be unique, unrepeatable and irreplaceable. Because the value without these three characteristics is unsustainable, such a business model is unsustainable (Mansfield and Fourie, 2003) and is not worth studying. Therefore, the concept of business model has been further developed, and a strategic definition of business model has emerged, that is, business model is a value creation logic that conforms to the above three characteristics and can establish a competitive advantage for enterprises.
It can be seen that the essence of business model at the strategic level is the description of value creation activities that can gain competitive advantages (economic logic, operational logic and strategic direction respectively describe the development model of value activities and the strategic principles they follow). Although Mansfield and Fourier later put forward the definition of integration, its essence is the same as the definition at the strategic level, but it is richer in content description.
Strategy is to gain competitive advantage by planning enterprise behavior (Hitt, 2009). Competitive advantage comes from some links in enterprise value chain (Porter, 1985), which can create unique, irreplaceable and unrepeatable value. It can be seen that the essence of strategy is to win competitive advantage for enterprises by planning value creation activities that meet the above three characteristics.
From the above analysis, we can see that the essence of business model and strategy is the same. From the point of view of value activities before implementation, they are all value creation activities that can gain competitive advantage by planning or designing; From the point of view of realization, they have become the value that brings competitive advantage.
2. The business model is a description of the implemented strategy, which is highly consistent with the strategy in content.
The content of a business model can be described by its constituent elements or three logical levels, which are completely consistent and can be classified into different logical levels.
(1), the business model is a description of the implemented strategy.
Taking the value activity mode in the value chain as the intermediary (intermediate variable), this paper compares and analyzes the content of business model and strategy. The mode of value activity includes all value activities, structures and partnerships in the process of value creation.
First of all, economic logic and operational logic are descriptions of the strategic measures system, and they are equivalent. Every link in the value chain consists of various functions of the enterprise. Functional strategy is a concrete plan for all value activities in the value chain, and the implemented (functional) strategic measures system is directly manifested as the way of value activities in the enterprise value chain. According to the definition of business model, operational logic and economic logic are descriptions of value activities, so they are actually descriptions of the implemented strategic measures system. As shown in the previous case and figure 1, operational logic and economic logic are summarized from the implemented strategic measures system (value activity mode) and are possessed by the strategic measures system itself. It should be noted that economic logic describes the profit model of enterprises in the value chain, and profit is actually the embodiment or regression of enterprise value, so economic logic can be regarded as the process of creating enterprise value. Economic logic and operational logic include ways to create enterprise value and customer value, which are comprehensive descriptions of the strategic measures system, so they are equivalent.
Secondly, the strategic direction describes the strategic principles. Because the business model comes from the description and analysis of the value activity model, the strategic direction in the business model must be obtained from the value activity model. Although the way of value chain activities directly reflects the strategic measures system, enterprise strategy, business strategy and core competitiveness are also reflected in the strategic measures system, so these strategic principles can be perceived through visual value chain activities. Through the analysis of value activities, we may not be able to perceive all strategic principles, but this does not affect the high consistency between strategic direction and strategic principles.
(2) The business model and strategy are highly consistent in content.
Because the business model is a description of strategy, the two must be consistent in content. The following is a case study.
Morris, Schindehutte and Allen (2003), after summarizing and analyzing the elements of business model mentioned in 19, think that a business model that can gain competitive advantage includes eight elements in three aspects: value orientation (product or service content, target customers and basic market competition strategy); Value creation and transmission system (resources and capabilities, value creation process, positioning in the value chain); Value acquisition (income source, enterprise economy). According to the previous case, Gome's functional strategic measures such as procurement, supply, sales and human resource management all belong to the way of value activities, which constitutes a "value creation process". Gome's position in the "value chain" is to occupy the leading position of the value chain by controlling the terminal; Elements such as "product and service content, target customers, basic market competition strategy, resources and capabilities" can be fully reflected in Gome's strategic positioning, low-cost strategy, core competitiveness and other strategic contents; "Income source, enterprise economy" refers to Gome's financial income and operation mode. It can be seen that the elements of the business model correspond to the strategic content one by one, which is highly consistent.
3. Business model theory belongs to the category of strategic theory.
Since business model and strategy are consistent in essence and content, business model theory must belong to the category of strategic theory. Mintzberg et al. (2002) divided strategic theory into ten schools. Among them, the learning school regards strategy as a model, and the model is a description of the implemented strategy. Learning school thinks that strategy can't be designed in advance, and it can only be based on changing environment and constant trial and error, that is, through continuous learning process to obtain an effective model. These views link the business model theory with learning schools. Due to the intensification of competition and the continuous emergence of new technologies, new business models emerge one after another. In order to establish an effective or better business model, it is inevitable to keep trying and learning. However, with the development of business model theory, more strategic theories, such as core competitiveness and market positioning, are absorbed by it and added on the basis of intuitive economic logic and operational logic in order to design competitive business models. This makes the business model theory contact with more schools such as design and positioning, and gradually shows the convergence with these schools of theory. In short, all business model theories can be traced back to strategic theory.
Second, the difference between business model and strategic management
The difference between business model and strategy mainly lies in their different theoretical emphases.
1. The research emphases of business model theory and strategic theory are different.
With the continuous emergence of new technologies (such as Internet) and new concepts (such as value network), enterprises can have more choices when formulating strategic measures system, so many unique (functional) strategic measures systems have emerged. This has aroused people's interest in the study of strategic measures system and its business model. The main research object or focus of business model theory is these unique strategic measures system.
The business model theory starts with the results of strategy formulation, focuses on the analysis of the specific strategic measures system (belonging to an enterprise), and summarizes various internal logics, especially the logic of value creation. Different logics present different business models. The logical relationship contained in the business model has a good guiding role for enterprises to construct specific strategic measures, which is lacking in strategic theory. Starting from the source of strategic formulation, strategic theory mainly studies the method and formation process of strategic formulation, but lacks the research on specific strategic measures.
Due to the lack of research on the internal logic of specific strategic measures system in strategic theory, people don't realize that the strategic measures system itself contains or should contain operational logic and economic logic, so they often think that business model and strategy are two different things.
2. Business model and strategy are different in concept expression.
Because of the different emphases of theoretical research, there are also differences in concept expression. Business model is studied from the level of strategic measures, so the conceptual expression includes not only the strategic direction, but also the economic and operational logic obtained from the strategic measures system, which is very different from the conceptual expression of strategy. In particular, the definition of business model at the economic or operational level does not include strategic direction, which makes people feel that business model has no strategic intention.
3. Business model theory has characteristics that strategic theory does not have.
Because it is difficult to classify, business models are often described by cases, such as Gome model and JD.COM model, which endow the business model theory with concrete and vivid characteristics. These characteristics make the business model theory more instructive, acceptable and interesting for managers. Enterprises can learn from these specific models to build their own strategic measures. In addition, due to the intuition of business model, based on the analysis and innovation of business model, we can better find the source of core competitiveness of enterprises.
4. Many important contents of strategic theory are not available in business model theory.
For example, Boston matrix, SWOT analysis and other analytical tools did not appear in the business model theory, and many other important strategic theories or strategic school views did not involve the business model theory.
Due to the above differences, business model theory should be combined with strategic theory in the process of strategic formulation. The difference of theoretical emphasis does not affect the consistency of business model and strategy in content, but the formation of content is different.
What's the difference between master of management and master of strategic management? Enterprise management includes strategic management. Strategic management is the most important part of enterprise management. In order to develop, make profits, maintain competitiveness and avoid future risks, enterprises need to study and formulate development strategies to guide enterprises to achieve various project objectives through strategic management. And enterprise management is the collective name of all systems and management levels in an enterprise.
What is strategy? What's the difference between business model and strategy? Strategy is an end, it wants to achieve important goals.
Mode is state,
What's the difference between business administration and enterprise management? The question is not specific. Seemingly: business administration is * * *, and business management is an enterprise function.
What are the similarities and differences between foreign intellectual property strategic management and domestic intellectual property strategic management?
Each management system has its own specific management mode. Before discussing the foreign intellectual property strategic management model, it is necessary for us to understand the cycle of independent innovation and the management steps of intellectual property.
As we all know, if an innovation does not produce economic benefits, the necessity of this innovation is questionable. If the invention is only to apply for a patent and the application for a patent or trademark is for honor, it does not meet the requirements of the market economy. The beginning of invention and innovation must be combined with production, sales, invention protection, market analysis or licensing and technology transfer. Therefore, the cycle of innovation is not static and isolated, but mobile, which is linked and influenced by each other. However, the strategic management of intellectual property rights does not wait until intellectual property rights are acquired, but from the initial stage of intellectual property innovation to value acquisition, from strategic planning to the confirmation of influence, to carry out comprehensive and systematic comprehensive management.
Generally speaking, there are three management modes of intellectual property strategic management of foreign enterprises: centralized management mode, decentralized management mode and classified management mode.
The centralized management mode is characterized by management and implementation under the unified intellectual property policy of enterprises. The R&D and invention fund is provided by the enterprise headquarters, and all intellectual property matters, from the beginning of research to the application for intellectual property protection, evaluation, licensing to technology transfer, are the responsibility of the intellectual property management department of the enterprise headquarters. The advantage of centralized management is that it will not repeat research and development. Being familiar with the combination and distribution of enterprise intellectual property rights is more conducive to global strategic management. Both IBM and Lucent are practitioners of centralized management mode.
Decentralized management mode is to fully authorize the management of intellectual property rights to all branches of enterprises. Each branch has the decision-making power of intellectual property budget and application amount. However, the intellectual property department of the enterprise headquarters is still responsible for handling the submitted intellectual property application, legal affairs and licensing affairs. The representative enterprise is Toshiba Corporation of Japan. In Toshiba, its patent examination framework integrates technology prospect investigation, planning, research and development, testing, evaluation, production and sales, independent use and technology transfer.
Different from decentralized management mode, classified management mode mainly manages intellectual property rights according to technical types. For example, Canon not only has many branches all over the world, but also its products range from cameras, printers and photocopiers to various industrial equipment. The technical classification management of intellectual property rights can not only effectively avoid repeating R&D, but also give full play to the R&D enthusiasm of product manufacturers.
How to carry out strategic management of intellectual property rights;
No matter what mode is adopted for intellectual property strategic management, there are several things in common:
First of all, enterprises or decision-making departments must know what intellectual property assets their companies have, the status of intellectual property portfolio, the importance of intellectual property assets to the success of enterprises, whether they fully understand the intellectual property strategic portfolio of competitors, whether they must rely on other enterprises with intellectual property rights to open up markets, and whether there are corresponding intellectual property policies and strategies within enterprises.
Secondly, the following important steps must be considered when formulating the intellectual property strategy: searching and analyzing the patent portfolio of competitors; Only when a technology can bring market value can we consider applying for a patent for this technology; Strategic considerations and patent applications around core technologies; Don't apply for a patent unless you have the ability to protect or commercialize a technology; Which should be patented and which should only be protected as trade secrets should be kept in a reasonable proportion; For export-oriented enterprises, we must make full use of the information in the patent database to formulate business strategies; Effective use of intellectual property portfolio for commercial financing.
Thirdly, in the strategic management of enterprise intellectual property, the more effective methods are: when registering intellectual property assets, accurately record all the detailed information about assets and check them regularly; Clever use of existing legal machines to protect intellectual property rights does not have to be expensive; Evaluate the value of each intellectual property asset and reflect it on the balance sheet; To ensure that the commercialization of intellectual property rights will not put the company in danger, we should carry out strict inspection before commercial marketing.
What's the difference between strategy and tactics? Tactics: the means of using the army to achieve strategic goals in wartime; Specific operational arrangements and strategies for defeating the enemy
Strategy: (1) plans and strategies that guide the overall nature of war, and (2) strategies that guide or determine the overall nature.
The strategy is comprehensive and the tactics are concrete.
Strategy:
I. Plans and strategies to guide the global nature of war
Second, it refers to the strategy that guides or determines the overall nature.
Gender: Suffix, which means having the characteristics of ….
"Strategic problem" is a global, futuristic and fundamental problem.
Common words are strategy and tactics.
The basic meaning of strategy is always about the overall, future and fundamental decision-making of hospitals. Strategy is different from tactics, which is closely related and obviously different. Generally speaking, the relationship between strategy and tactics is mainly global and regional. Strategy refers to the overall plan and ways to achieve strategic goals, and tactics refers to specific actions taken to achieve strategic goals. Strategy and tactics are the relationship between ends and means. Generally speaking, strategy comes first, then strategy, and strategy must obey and serve strategy.
tactics
Theory and practice of preparing and carrying out combat. Theoretically, tactics study the laws, characteristics and contents of operations; Study the combat quality and combat capability of troops. In practice, tactics are the activities of commanders, headquarters and troops to prepare and practice combat. Tactics include always knowing the situation, making up your mind and giving tasks to subordinates; Plan and prepare for battle; Carry out combat operations; Command troops and detachments; Guarantee combat operations. In addition to the tactics of various arms and special forces, there are also contract tactics, which mainly study the laws of contract operations of various arms and services.
The wars in the Middle Ages were organized by scattered fighting groups, confronted and clashed with each other on the battlefield that needed strategy and mobilization, and then gradually evolved. Part of evolution is reflected in the development of different arms and weapons and how to use them. The early army in the dark ages was a group of unorganized soldiers on foot. When heavy cavalry rises, the best army is a group of unorganized knights. Soldiers on foot will cause damage to farmland along the way, which will cause a greater blow in siege warfare. However, in the battle, the knights will try to fight the enemy one-on-one, and the foot soldiers will be sandwiched between the knights of both sides. This method of warfare is actually very dangerous, because most of the soldiers in the early Middle Ages were peasants recruited under the feudal system and had no combat training. Gong Bing is very suitable for siege warfare, but there is also the risk of total annihilation on the battlefield.
By the late14th century, commanders had strengthened the discipline of knights, making their troops more capable of teamwork. However, in the British army, although the longbowmen proved their value in many battlefields, the knights didn't pay much attention to these shooters. Discipline also makes more and more knights fight for rewards, and rarely fight for loyal and glorious soldiers. Italian mercenaries are famous for fighting for a long time with little damage. In this period, soldiers from all walks of life are assets of the army and will not be easily abandoned. This makes the feudal army that once pursued glory gradually become a professional army that only cares about how much money it will collect.
Explanation:
[strategy]
1. Combat strategy.
Tang Gao Shi's "Zi Qi's Works on the Way to the Yellow River" No.11: "There was nothing to do at that time, and this place was the frontier defense." Ye Qingming Feng's "Qiaoxi Miscellanies Yang Zhongwu Gong Xun Yu Zi": "The policy of public life includes national history."
2. To guide the global war plan and strategy. For tactics.
Hong Shen's "A Preliminary Understanding of Drama Directors" Part I 5: "The Art of War is well said, and strategy and tactics are two completely different actions. Tactics is the guiding law of all kinds of actions in the battle, and strategy is the combination of all kinds of battles. Strategy is the foundation of fighting, that is, creative planning; Tactics are the means needed to implement the strategy. " Chapter 7 of Guo Moruo's Hongqubo: "The enemy's original plan is said to be a big detour encirclement strategy."
3. Metaphor is a master plan to guide global nature in a certain historical period.
* * * "Speech at the meeting of Party Committee Secretaries of provinces, municipalities and autonomous regions": "In order to build socialism, mobilize all positive forces. This is a strategic policy. " * * * "Senior cadres should take the lead in carrying forward the party's fine traditions": "We must realize that selecting successors carefully is a strategic issue."
Strategy, also known as military strategy, is the general program for planning and guiding the overall nature of war. It is the strategy and art of war directors to use war forces, tools, operational principles and methods to stop wars or achieve war goals. Strategy is the product of war practice. War is the most intense action in all practical activities of human society, which is related to life and death. The demand of long-term war practice forces both sides to explore and create the art of defeating the enemy. As the art of planning and commanding war strategy, it is on this basis that it is produced and constantly developed. Tactics is the way to fight. Its main contents include: basic tactical principles, troop deployment, coordinated action, operational command and operational methods, and various safeguard measures. According to types, it is divided into offensive tactics and defensive tactics; According to the services and arms, it is divided into contract tactics, service tactics and service tactics; According to the scale, it is divided into corps tactics, army tactics and detachment tactics. China's ancient Art of War expressed tactics and tactics with "the method of using soldiers". In the west, the word "tactics" comes from the Greek word "the art of disposal". Tactics emerged with the appearance of combat, developed with the progress of military technology and the development of combat practice, and gradually evolved from the ancient phalanx of soldiers to the contract tactics of various services and arms. In the era of cold weapons, the opposing sides lined up in a phalanx and fought with white blades. Firearms era, line tactics, column tactics, skirmisher line tactics, etc. A combination of fire and impact. During World War I, with the appearance of tanks and planes, contract tactics came into being. During the Second World War, military tactics, weapons tactics and contract tactics were fully developed. After the war, the large-scale development of tactical nuclear weapons, missiles, helicopters and other conventional weapons, and the mechanization and armor of troops have made contract tactics enter a new stage of high speed, great depth and three-dimensional.