【IoT】5.Business Strategy 商业战略
这节没有讲产品但非常重要:后面很多关于风险、计划、各类评估的章节,都可以牵扯到这一课。
目录
1.Corporate Strategy 公司战略 / 总体战略
3 Types of corporate strategy
Growth(成长型):expansion into new products and markets
Stability(稳定型):maintenance of the status quo.
Renewal(革新型):examination of organizational weaknesses that are leading to performance declines.
2.BCG Matrix
3.Important organizational strategies for today (了解即可)
Question
1.Define strategic management and explain why it’s important
2. Explain what managers do during the 6 steps of the strategic management process.(含SWOT)
3.Describe competitive advantage and the competitive strategies organizations use to get it.
Porter’s Five Forces Mode
Porter’s 3 competitive strategies
4. Discuss current strategic management issues.
1.Corporate Strategy 公司战略 / 总体战略
Def:Determines what businesses a company is in or wants to be in, and what it wants to do with those businesses.
3 Types of corporate strategy
Growth(成长型):expansion into new products and markets
“Growth”又下辖4个小类:1.Concentration:focuses on its primary line of business and increases the number of products offered or markets served in this primary business.集中型:术业有专攻,行行出状元,发展自身最专业最熟悉的领域2.Vertical integration:Backward vertical integration – the organization becomes its own supplier. 自产Forward vertical integration – the organization becomes its own distributor. 自运/自销垂管型:我一条龙我自己supply material ——(back)—— organization ——(fore)—— distribute products3.Horizontal integration:company grows by combining with competitors.水平(吞并)型:合体,缝合怪。eg.巴黎FC+圣日耳曼昂莱 -> 巴黎圣日耳曼4.DiversificationRelated diversification – when a company combines with other companies in different, but related industries.(让自己在本行业实力更雄厚Unrelated diversification – when a company combines with firms in different and unrelated industries.(让自己登陆其他行业
Stability(稳定型):maintenance of the status quo.
Company continues to do what it is currently doing
Renewal(革新型):examination of organizational weaknesses that are leading to performance declines.
“Revolution”,分为两方面:
Retrenchment(节约):minor performance problems、short-run;小作革新Turnaround(重大转折):problemsare more serious, more drastic action is needed;大刀阔斧
2.BCG Matrix
BCG(The Boston Consulting Group)波士顿咨询公司
3.Important organizational strategies for today (了解即可)
(Cost...Focus 即下文提到的Porter’s 3 competitive strategies)
Question
1.Define strategic management and explain why it’s important
Def:what managers do to develop the organization’s strategies
其中包含2个要素:
- Strategies:
the plans for how the organization will deal with business;(计划竞争优势
- Business model:how a company is going to make money (monetization) 如何挣w
2. Explain what managers do during the 6 steps of the strategic management process.(含SWOT)
step 1:确定企业当前的任务、目标和战略
Mission: a statement of the purpose of the organization.Goals: the foundation for further planning.Components of a Mission Statement:
SWOT —— step 2 + step 3,它和PESTEL都是分析环境条件的,只是角度和范围不同:PESTEL更专攻,集中于macro external,而SWOT更笼统,囊括了external和internal。SWOT中还包括几个概念def:Resources: an organization’s assets that are used to develop, manufacture, and deliver a product to its customersCapabilities: an organization’s skills and abilities in doing the work activities needed in its businessCore competencies – the organization’s major value creating capabilities that determine its competitive weapons
Select appropriate strategies that provide relative advantage over competitorsMatch organizational strengths to environmental opportunitiesCorrect weaknesses,guard against threats
Implementation: fit organizational structure and activities to the environment实施,就是要使企业要做的事符合时代环境
3.Describe competitive advantage and the competitive strategies organizations use to get it.
Porter’s Five Forces Mode
5 forces decide the competition in an industry:两威胁,两讨价,一竞争
Threat of new entrants;新从业者,后起之秀
Threat of substitutes;取而代之Bargaining power of buyers;买家还能讨价还价;你的产品需要更令人信服Bargaining power of suppliers;供应商还能讨价还价Current rivalry;(Competition)
Porter’s 3 competitive strategies
4. Discuss current strategic management issues.
- Strategic leadership:the ability to anticipate, envision, maintain flexibility, and work with others in the organization to initiate changes that will create a valuable future for the organization.
- Strategic flexibility:the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.
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