Corporate strategy is a collective name for various strategies for enterprises, including both competitive strategies, and marketing strategies, development strategies, brand strategies, financing strategies, technological development strategies, talent development strategies, resource development strategies, and so on. Let's take a look at the corporate strategic classification I brought to you below, which may be what you need.
The types of corporate strategy The corporate strategy can be divided into three grades according to the group's corporate level, that is, the company's strategy, business unit strategy and functional strategy. The growth strategy, stable strategy, contraction strategy growth strategy includes integrated strategy, diversified strategy, and dense growth strategy. The integrated strategy includes vertical integration strategies and horizontal integration strategies. Faced with users as the front direction, obtaining ownership of dealers or retailers or strengthening control of them is called forward -oriented. Obtaining ownership of suppliers or strengthening control of it is called back -oriented integration. The horizontal integration can be achieved through the following channels: purchase, merger, and union. Is in the corporate strategy includes different types of types of analysis, the type of diversified strategy includes: concentric diversification and centrifugation diversification. Tongxin diversification is also known as related diversification, which is a strategy to enter the relevant industry based on existing business. When enterprises have strong competitive advantages in the industry, and the growth or attractiveness of the industry gradually decreases, it is more suitable to adopt a concentric diversification strategy. Corporation diversification, also known as irrelevant diversification. The goal of using centrifugal diversification is to consider balancing cash flow or obtaining new profit growth points. The dense growth strategy, also known as a reinforcement growth strategy, includes three types: market penetration strategy, market development strategy, and product development strategy. The stable strategy, also known as defensive strategy and maintenance strategy, including four types: suspending strategy, no change strategy, maintaining profit strategy, and cautiously advancing strategy. The contraction strategy, also known as retreat strategy, includes three types: change strategy, abandon strategy, and liquidation strategy. If differentiation strategies and centralization strategies. The advantages of cost -leading strategies include: can resist the attack of competitors; have a strong ability to negotiate the supplier; formed a barrier. Is in the different types of analysis of corporate strategies, the applicable conditions for cost leading strategies: market demand has large price elasticity; most enterprises in the industry produce standardized products, and price factors determine the company's market Status; there are very few ways to realize product differentiation; most customers use products in the same way; when users buy from one seller to another seller, the conversion costs are small, so they tend to buy the most favorable price products. The risk of differentiated strategies includes: competitors may imitate, so that the differences disappear; keeping the product differentiation is often at the cost of high costs; product and service differences lose their meaning for consumers; and competitors who are competitors. The cost gap is too large; if companies want to obtain product differences, sometimes they must give up the goal of obtaining higher market share. The concentration strategy can be divided into: centralized cost leading strategy and centralized differentiation strategy. The conditions for centralized strategy include: corporate resources and capabilities are limited, and it is difficult to achieve cost leading or differentiated in the entire industry. It has not adopted a unified strategy. The risk of implementing a centralized strategy includes: competitors may imitate; target markets have declined due to technological innovation and alternative reasons; due to the small differences between the target market segment and other market segments Market; new entrants regain the market. rn 企业战略类型rn 什么是企业战略rn 企业战略是对企业各种战略的统称，其中既包括竞争战略，也包括营销战略、发展战略、品牌战略、融资战略、 Technology development strategy, talent development strategy, resource development strategy, etc. Enterprise strategy is endless, such as informatization is a new strategy. Although there are many corporate strategies, the basic attributes are the same. They are all strategies for enterprises. They are all strategies for enterprises to overall, long -term, and basic issues. For example: corporate competition strategy is a strategy of competition for enterprises, a strategy of the overall, long -term, and basic issues of the company's competition; corporate marketing strategy is a strategy of corporate marketing, and it is the overall, long -term, basic nature of corporate marketing marketing. The strategy of the problem; corporate technology development strategy is a strategy of enterprise technology development, a strategy of overall, long -term, and basic issues to enterprise technology development; corporate talent strategy is a strategy for corporate talent development, and the overall development of enterprise talents. Planning of sexual, long -term, and basic problems. The same push is the same. Various corporate strategies are different, the same is basic attributes, and the difference is the level and angle of planning problems. In short, no matter which aspect of the strategy, as long as it involves the overall, long -term, and basic issues of the enterprise, it belongs to the category of corporate strategy. The factors affecting corporate strategy The first factor that affects strategy should be the vision plan. Mission, core values and vision are the three components of vision planning. It is also the core part of an enterprise. In the process of strategic planning, the mission and vision always guide the requirements of the direction of strategic formulation; and the core values guide the strategic way of thinking and implementation strategies. The second factor affecting strategic management is the external environment. This external environment includes a macro environment and industrial environment. The so -called macro environment mainly depends on the economic conditions of the region and the economic situation of each economic cycle. The industrial environment can learn from Port's five -force model. Including: supplier, customers, competitors, substitutes and potential competitors. This strategic management is also related to internal factors. The internal factors include two aspects, the first is the so -called corporate core competitiveness respected by Hamall and Plaharad. The second is corporate culture. The impact of corporate culture on the company's strategy mainly includes the following points (Henry*Minsberg's "Strategic Process"): . Decision style 2. Prevent prevention Strategic transformation 3. Obstacles to overcome strategic changes 4. Leading values 5. Three states of corporate strategy Strategic forms refer to enterprises refer to enterprises The strategic methods and strategic countermeasures adopted can be divided into three forms: expanded, stable, and contracted. This strategy To expansion strategy refers to the strategic form that adopts a positive offensive attitude. It is mainly suitable for industry leading enterprises, enterprises with development strength and enterprises in emerging industries. Specific strategic forms include: market penetration strategies, diversified business strategies, and joint operation strategies. 1. Market penetration strategy Marketing penetration strategy refers to the expansion strategy that realizes the market gradually expansion. This strategy can The development of new markets, reducing product costs, and concentrated resource advantages, such as a single strategy or combined strategy of resource advantages, and its strategic core is reflected in two aspects: using existing products to open up new markets to achieve penetration and provide new products to existing markets to achieve penetration. The market penetration strategy is a typical competitive strategy, mainly including: the three most competitive strategies of cost leading strategy, differentiation strategy, and centralized strategy. Cost -leading strategy is to strengthen cost control to enable the overall operating cost of the enterprise to at the lowest level of the industry; the differentiation strategy is the different characteristics of the company's operations (from the aspects of product, brand, service method, development strategy, etc.) adopted Strategy; centralized strategy is the strategy of enterprises to form professional advantages (serving professional markets or based on a regional market, etc.) through centralized resources. In textbooks, cost -leading strategies, differentiation strategies, and centralized strategies are called "business strategies", "business strategies" or "direct competition strategies". 2. Diversified operation strategy Diversified business strategy refers to the expansion strategy of two or more industries at the same time, which can also be called "multi -industry operation", which mainly includes three forms: Concentric diversification, level diversification, and comprehensive diversification. Tongxin diversification is the use of the original technology and advantageous resources to face the diversified operation of new markets and new customers to increase new businesses; horizontal diversification is a diversified operation of new technologies to increase the realization of new businesses for the existing market and customers. The comprehensive diversification is a diversified operation that directly uses new technologies to enter the new market. The diversified business strategy is suitable for large and medium -sized enterprises to choose from. This strategy can make full use of the business resources of the enterprise, improve the utilization rate of idle assets, expand the scope of business, relieve competition pressure, reduce operating costs, disperse operating risks, enhance comprehensive comprehensive comprehensive Competitive advantage and accelerate the groupization process. However, the implementation of a diversified strategy should consider selecting the association, corporate control, and cross -industry investment risks. 3. Joint operation strategy -joint operating strategy refers to the expansion strategy of two or more independent business entities to establish an extended strategy of operating entities or enterprise groups. form. The implementation of this strategy is conducive to the effective combination and reasonable allocation of corporate resources, increase the scale of operating capital, achieve complementary advantages, enhance the competitiveness of gathering, accelerate the expansion speed, and promote the development of large -scale economy. In Western countries with developed industries, joint operations mainly adopt the form of controlling the establishment of enterprise groups. The common characteristics of each group are: Two two types of shareholding (mutual shareholding) and one -way share holding are used, and they are divided into two control methods of the group with large banks as the core and the large manufacturer of large manufacturers. Essence In our country, the joint operation mainly adopts the form of mergers, mergers, holding, and shares to participate in the establishment of an enterprise alliance through horizontal joint joint operation. There are four types of strategy. The integrated strategy is a business consortium formed by a combination of several related units. The later direction (union of manufacturers with raw materials suppliers), horizontal integration (union between enterprises in the same industry). The advantage of this strategy is that through the close union of related companies, we can realize resource sharing and reduce comprehensive costs. The disadvantage is that the increase in management is not conducive to the coordination of resource allocation and interests. The enterprise group strategy is a joint economic organization composed of several independent legal person status. Organizational structure levels are divided into: group core enterprises (group companies with parent companies), close layers (composed of subsidiaries controlled by the group company), semi -tight layers (composed of group companies participating in enterprises), loose layers (considering the group group group Components of the articles of association and maintaining a stable collaboration relationship). The relationship between close and semi -tight layers is based on capital, while the relationship between loosening layers and group companies is based on contracts. The group company with a close -up combination can constitute a corporate group. The difference between the group company and the enterprise group is that the group company is a legal person, the corporate group is a legal person, and is not qualified for legal persons. The components within the group company are closely united, and the ingredients of the enterprise group are multi -level union. The enterprise merger strategy refers to the simultaneous transfer of participating enterprises through ownership and operating rights, realizing the unity of assets, public relations, and business activities, and jointly establishing a joint form of a new legal person qualification. Adopting a consolidated strategy to optimize the resource structure, achieve complementary advantages, and expand the scale of business, but it is also easy to absorb non -performing assets and increase the risk of mergers. The enterprise merger strategy is a combination of all assets or control of another enterprise through cash purchase or stock exchange. It is characterized by: an merged enterprise abandon the legal person's qualification and transfer property rights, but retains the name of the original enterprise to become a durable enterprise. A mellasty enterprises obtain property rights and bear the responsibility and obligation of the debt and debt of the merged corporate corporate. Through mergers, it can integrate social resources, expand production scale, and rapidly increase corporate output, but it is also easy to disperse corporate resources and lead to business out of control. The stable strategy This Stable strategy is a strategic form of stable development attitude. It is mainly suitable for medium and below enterprises of enterprises or large -scale enterprises with downturn. The level of brand, image, status and other levels) and micro -growth strategy (the level of competition is slightly increased on the original). The strategy emphasizes the preservation power and can effectively control the risk of business, but the development speed is slow and the competitive power is weak. contracted strategy The contraction strategy is a strategic form of conservative business attitude. It is mainly suitable for weak markets, inflation, product entering the recession period, management out of control, operating losses, insufficient funds, lack of resources, development of development Choose a vague crisis company. It can be divided into three strategic forms: transfer strategy, retreat strategy, and liquidation strategy. The transfer strategy is the strategy of changing the business plan and adjusting the operation and deployment, transferring market areas (mainly from large markets to small markets) or industry fields (shifting from high -tech to low -tech areas); The strategy of expenditure, reducing output, exiting or abandoning some regional or market channels; the liquidation strategy is to repay the debt or stop operating activities by selling or transferring parts of the enterprise or all assets. The advantages of a shrinking strategy are through integrating effective resources, optimizing the industrial structure, preserving living power, reducing the loss of corporate losses, continuing the life of the enterprise, and can strengthen internal restructuring through centralized resource advantages to make new development. Its disadvantage is that it is easy to abandon some effective resources, affect the reputation of the enterprise, lead to low morale, cause talent loss, and threaten enterprises to survive. Adjusting business ideas, implementing system management, streamlined organizations, optimizing industrial structure, revitalizing backlog funds, and unnecessary expenses of compression are the focus of the strategy needs. Corporate strategic characteristics Corporate strategy is the overall and guiding planning of the trajectory of the setting goals and the trajectory of the goal. It is a macro management category. Six major characteristics of systematic and risk. . Guidance The company strategy defines the business direction and visual goals of the enterprise, clarifies the company's operating policy and action guide, and plans to achieve the development trajectory and guidance measures and countermeasures of the goal. Play a guided role in business management activities. . Global Corporate strategy is based on the future. Through an in -depth analysis of international and national political, economic, cultural, and industries, combined with its own resources, standing at the height of system management, to enterprises to enterprises, to enterprises to enterprises The trajectory of the vision development has been comprehensively planned. three, long -term "Today's efforts are for tomorrow's gains", "people have no far -sightedness, there must be close worry". Take into account the short -term interests, the company's strategy focuses on long -term survival and long -term development, establishes the vision goals, and plans measures and countermeasures for the development of the long -view goals and macro management. Secondly, around the vision goal, corporate strategy must go through a continuous and long -term process of struggle. In addition to the necessary adjustments based on market changes, the strategic strategy usually cannot be changed overnight and has a long -term stability. . Competitiveness The competition is an unavoidable reality of the market economy. It is precisely because of the competition that the "strategy" has the leading position in business management. In the face of competition, corporate strategy needs to analyze the internal and external environment, clarify its own resource advantages, and use the design of a suitable business model to form characteristic operations, enhance the confrontation and combat effectiveness of the enterprise, and promote the long -term and healthy development of the enterprise. 5. Systemic Bherish the long -term development, the corporate strategy has established a long -term goal, and it is necessary to set up the goal of the vision target and the operating strategies achieved by the goals of each stage to form an interlocking strategic goal system. At the same time, according to organizational relations, corporate strategy needs to be composed of three levels: decision -making strategy, public institution strategy, and functional department strategy. The decision -making strategy is the overall guidance strategy of the enterprise. It determines the strategic elements such as the business policy, investment scale, business direction and visual goals of the enterprise. It is the core of the strategy. The corporate strategy explained in this book belongs to the decision -making strategy; the institution strategy is an enterprise independently calculated the operating unit or a relatively independent operating unit. Following the strategic guidance of the decision -making level, through the analysis of the competition environment, focusing on the market and products, the survival and the survival and itself The long -term planning of the development trajectory; the functional department strategy is the various functional departments of the enterprise. Following the strategic guidance of the decision -making level, combining the strategy of the public institution, focusing on division of labor cooperation, and the overall strategy support system of the long -term goals and resource allocation of the departments. Planning, such as the strategy of the planning department, the strategy of procurement department. 6. Risk The risk of making any decision -making, and strategic decisions are no exception. The market research is in -depth, the development trend of the industry is accurate, the vision goals set up are objective, the resources such as people, wealth, and things are properly allocated at various strategic stages, and the strategic form is scientifically selected. The strategic strategy can guide the healthy and rapid development of enterprises. Conversely, based on personal subjective judgment market, setting goals is too ideal or predicting the deviation of the development trend of the industry, the strategy of formulation will be misleading and even the risk of bankruptcy to enterprises. The above is the corporate strategic classification I provided by everyone. I hope everyone can like it!
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