(4.1)--Chapter4StrategicManagement.pdf
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1、Enterprise Strategic Management Confirmation of Business Problems and Basic strategic choiceChapter Four1999In 2005,Alibaba was founded in Hangzhou Lakeside Garden by EighteenArhats headed by Ma Yun.Since its establishment,with the rapid changes in the companys internal and external environment andc
2、ustomer needs,Alibaba has changed in many ways:The business scope is constantly changing:from the beginning B2B Business expanded to B2B2B business,C2B2C business,B2B2C business,mobile internet marketing platform business,financial services,cloudcomputing and data management services,logistics infor
3、mation platform business,etc.The market scopecontinues to change:the initial local Chinese market expanded to the entire Chinese market,and graduallyextended to the global market.Continuous adjustment of management mode:in 2006,organizational structurewas adjusted to“Five Tigers”;in 2011,it was adju
4、sted to“Single Seven Swords”;in 2013,it became“NineSwords of Du Gu”;at the end of 2015,it was adjusted to an innovative management model of“small frontdesk,large middle platform”which cooperated with each other;at the end of 2016,it integrated Tmall andJuhusuan to launch the“three vertical and two h
5、orizontal”architecture;in 2017,it reappointed and rotatedseveral senior executives.What the company always sticks to is the clear and firm strategic commitment.Adhering to the tenet of“Letthe world have no difficult business”,the company has always regarded the survival,growth and developmentof smal
6、l and medium-sized enterprises as its foundation and hope for survival and growth for more than tenyears.Alibabas vision is:to build a future business ecosystem.Let customers meet,work and live in Alibaba,and continue to develop the least 102 year.It is the observance of strategic commitment that dr
7、ives Alibaba to continuously create miracles.Just 19 years,Alibaba quickly developed into an e-commerce empire with more than 70,000 employees and a market valueclose to US$500 billion in 2017 from the initial 18 people and 500,000 yuan of venture capital,ranking fourthonly to Apple,Google and Micro
8、soft among global high-tech companies,and second only to Google amongglobal Internet companies.Introductory Case:AlibabaAs can be seen from Alibabas success story:Alibabas success should be largely attributed to its adherence to strategiccommitmentthat is,the enterprises strategic commitment needs t
9、o be firm!It is the firm commitment to ensure that the company has made the right strategicchoices at all key points in long-term development,including constantly investingthe most important resources in its core business,and continuously establishing andcreating key value creation links in the core
10、 business,which enable the companyscore business from B2B expand to C2B2C and B2B2C,and then further expandedfrom social terminals,mobile Internet to finance,logistics and big data platforms.As the internal and external environment changes,the scope of the market canchange,the scope of business can
11、change,and the organizational structure can alsobe adjusted,but the strategic commitment is more firm.Section 1Principles of Strategic Problem Identification and Decision-making1.Confirmation of strategic issuesStrategic issues1Identify strategic issues:SWOT analysis matrixThe company has not graspe
12、d external opportunities or strategic issues to avoid external threats;Enterprises do not have the strategic problem of taking advantages or overcoming disadvantages.2Strategic issues are those that originate from the trending changes in key environmental factors inside and outside the enterprise,an
13、d have a major,overall,and long-term impact on the current and future development of the enterprise.Through external and internal environmental analysis to find the strategic problems that the company may face;By repeated comparison or combination with SWOT,the actual strategic problems the enterpri
14、se faced is confirmed,that is,the strategic problems that may be solved:ST,SO,WO,WT combination of four categories.1.Confirmation of strategic issuesIdentify the nature of strategic issues3According to the nature of the strategic problem,determine at what level the strategy formulation work is mainl
15、y carried out,what is the main content of the strategy formulation task,and who should complete the strategy formulation task.Enterprise strategic managers need to judge at what logical level the strategic adjustment will take place based on strategic issues.2.Principles of strategic decisionBusines
16、s ethics1StakeholdersCapital market stakeholdersProduct market stakeholdersOrganization stakeholder2Business ethics also affects the strategic formulation and adjustment of corporate strategic managers.Business ethics largely represents the expectations of the entire society for business organizatio
17、ns in a specific historical period.Stakeholders refers to an individual,group,or organization that can influence the companys strategic commitments,but is also affected by strategic output,and has an enforceable claim to the companys performance.From a macro perspective,what role should companies or
18、 other organizations play in the domestic and international communities?From the companys perspective,the specific ethical issues the company faced are related to the companys social responsibility.From the individual perspective,business ethics involves the behavior of employees within the organiza
19、tion,especially strategic managers.2.Principles of strategic decisionCompany culture3Corporate culture can be divided into three levels:corporate values;corporate beliefs;and corporate behavior paradigms.The strategic formulation or adjustment of the enterprises strategic managers will eventually be
20、 affected by the companys values and the embedded cultural background.Section 2Strategic Commitment1.Definition of strategic commitmentStrategic commitment is an important strategic element.It refers to the companys own resources and capabilities,and taking into account the current external environm
21、ent and its future changing trends,in order to achieve the long-term strategic goals it hopes to achieve,to customers,suppliers,employees long-term commitments made by stakeholders.Strategic commitment not only refers to the product or service commitment that an enterprise can make for customers,but
22、 more importantly includes a series of strategic investments and decisions made by the enterprise to achieve its strategic goals.These strategic decisions all have commitment characteristics,so it can be said that strategy is an input and commitment.2.The nature of strategic commitmentIn the content
23、 system of corporate strategy,the strategy with the longest time span and the widest impact is the corporate strategic commitment.Therefore,some people regard the corporate strategic commitment as a value-based corporate strategic choice,which is not only affected by corporate values,but also requir
24、es scientific methods to make decisions.1No matter how the business environment changes,an enterprise must clarify and adhere to its strategic commitment,that is,the fundamental purpose and significance of its existence and development;it must clarify and adhere to certain basic or philosophical con
25、cepts or principles in the process of achieving strategic commitment.2In order to ensure the smooth realization of the companys strategic commitments,and at the same time make the companys strategic behaviors reflect the characteristics of continuity,integrity and innovation,once the companys strate
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