4.15 Strategic management, business process management, knowledge management

First, strategic management

1. What are the characteristics of enterprise strategy?

1) Global

2) long-term nature

3) Resistance

4) Programmatic

2. What are the characteristics of enterprise strategic decision-making?

1) The object of decision-making is complex, it is difficult to grasp its structure, and there is no precedent, and there is no experience to deal with it.

2) The face of the problem is often sudden, unpredictable. Depends on the outside of the little information on how the future changes.

3) The nature of decision-making directly relates to the future of enterprise. This decision not only takes a long time to prepare, but also has a long-lasting effect and a greater risk

4) Evaluation difficulties, difficult to standardize

3. What are the three steps of strategic management? Remember

1) Strategy development

2) Strategic Implementation

3) Strategic Assessment

4, the organization of the Organization to include the philosophy and organization purposes, please write down the definition of 2.

1) Organizational philosophy: refers to the values, beliefs and codes of conduct that the organization establishes for the way in which it manages its activities.

2) Organizational purpose: Refers to the activities that require the Organization to perform or intend to perform, and the type of organization present or expected

5, to determine the purpose of an organization, what to do first? Remember

1) First identify its existing and potential customers

6, what is the long-term goal, what is short-term goal?

1) long-term goals stipulate the results expected of the organization in carrying out its mission, which is usually beyond the organization's current fiscal year. Long-term goals can not be vague and abstract, it is specific, concrete and measurable results. Long-term goals must support the organization's mission, not conflict with it. It should be clear, concise and as quantitative as possible, and should be sufficiently detailed that members of the organization can clearly know the intentions of the organization.

2) The short-term goal is the implementation of the goal, the time limit is often within 1 years, is the manager to achieve the organization's long-term goals. Short-term goals should be derived from in-depth evaluations of long-term objectives, which should be prioritized in accordance with the objectives.

7. What are the five steps of strategy formulation? Remember

1) Strategic Analysis

2) Strategic Grooming

3) Strategic Choice

4) Strategic Assessment

5) Strategy Matching

8. What are the external analyses in the strategic analysis?

1) Macro Trend analysis

2) Industry Analysis

3) external factor Evaluation matrix (EFE)

9. What are the macro trend analysis? Please list the names and briefly describe them.

1) Pest analysis refers to the analysis of the macro-environment, p is the politics (political), E is the economy (economic), S is social and cultural (social and cultural), T is the technology (technological). When analyzing the background of an enterprise group, it is usually through these four factors to analyze the situation of the Enterprise group.

2) SCP (structure,conduct,performance) analysis paradigm is a basic model of industrial organization theory, and the model was first proposed by Bain from Harvard University. The theory of industrial organization has been developed in Western countries since the 1930s, with the market structure in specific industries, market behavior and market performance and its internal links as the main research to the image, to reveal the internal rules of industrial organization activities, for the participants in real economic activities to provide decision-making basis, A micro-applied economics aimed at providing policy advice to policy-makers

10. What are the industry analysis?

1) Concentration analysis

2) Value chain analysis

3) Structural analysis: five-force model

11. The five-force model believes that the competition in the industry includes five basic competitive forces. (note) (see Figure 20.1, the five-force model)

1) Potential new entrants to the industry

2) Threats to substitutes

3) Buyer's bargaining power

4) The ability of suppliers to bargain

5) competition among existing competitors

6) Other relevant stakeholders

12. What are the internal analyses in strategic analysis? Please list the names and briefly describe them.

1) Competitive Posture Matrix (CPM): Used to identify our key competitors and their specific strengths and weaknesses relative to our strategic position, these major competitors.

2) Resources and Capacity analysis: The competitive elements will be based on the importance of the degree of enterprise ownership and comprehensive analysis, so as to reveal the real competitive strength of enterprises

3) Internal factor Evaluation matrix (ife,internal Factor Evaluationmatrix): The results of analysis and evaluation of internal factors and weaknesses of enterprises are shown in matrix form.

13. Analysis of internal and external environment in strategic analysis SWOT, so strategy, WO strategy, ST Strategy, WT Strategic countermeasures are what? Remember

1) S-o strategy: Giving advantages and taking advantage of opportunities

2) W-o strategy: Take advantage of opportunities to overcome weaknesses

3) S-T strategy: Leveraging the advantages to avoid threats

4) W-T strategy: reducing weaknesses and avoiding threats

14. What are the three levels of the strategy?

1) Corporate Strategy

2) Business strategy

3) Functional Strategy

15, the comprehensive strategy has the strengthening type, the defensive type, the expansion type, respectively includes what?

1) Strengthen the strategy including market penetration, market development, product development three kinds

2) Defensive strategies include harvesting, joint ventures, divestitures and liquidation

3) expansion includes integration and diversification, integration including forward integration, backward integration and horizontal integration of three

16, the competitive strategy is differentiated, centralized, low-cost strategy, what is the meaning of each?

1) Differentiation strategy is to provide a different product and service, to meet the special needs of customers, to form a competitive advantage strategy. The company formed such a strategy mainly depends on the characteristics of products and services, rather than the cost of products and services

2) Centralized strategy refers to the focus of the business strategy on a specific target market, for a specific region or a specific group of buyers to provide special products or services.

3) The strategic goal of a low-cost supplier strategy is to obtain a relatively low cost compared to the competitor, rather than to obtain an absolutely low cost, and when seeking low-cost leadership, the company's managers must carefully consider which buyers ' tasks are essential features and services.

17, understand figure 20.8 strategic position and earthquake evaluation diagram, please answer the left CA, right repeatedly is, above FS, what does the following es mean?

1) CA (competitive Advantage) – Competitive Advantage

2) is (Industrial strength)--industry advantage

3) FS (Financial strength)--financial advantage

4) ES (environmental stability)--environmental stability

18, understand the figure 20.9 large strategic matrix, please answer the horizontal axis, ordinate, the meaning of four directions.

1) ordinate (up)--rapid market growth

2) ordinate (bottom)--market growth is slow

3) Horizontal axis (left)--weak competitive position

4) Horizontal axis (right)--strong competitive position

19, understand the figure 20.10 Boston matrix, for stars, Taurus, skinny Dog, problem business, please explain their meaning (remember four names, and understand the content)

1) Star is the development

2) Taurus is stable

3) Thin dogs are generally retreating

4) problem business can be development, stability or retreat

20, please point out the development, maintenance, harvest, give up, respectively, what business to apply? Remember

1) Development applicable to problem business

2) maintained for strong cash cow business

3) harvesting is applicable to the ailing cash cow business and also to the problem business and the lean Dog business

4) waiver applies to thin dog business and problem business

21. What is the role of corporate strategic planning?

1) The strategic plan is the basis of the senior Manager's command, and it is also a task for all the managers.

2) Strategic planning is a means of dealing with uncertainties

3) Strategic planning is a way to reduce waste and improve efficiency

4) Strategic planning is the basis for managers to control

22, from the perspective of strategic and organizational adaptation, what is the real key factor in choosing an organizational structure?

1) Key factors are the understanding and grasping of pioneering issues, engineering technical problems and administrative problems by senior management of enterprises.

23. What are the four types of strategic organization? The applicable conditions or characteristics of each individual. Remember

1) defensive strategic organization – vital in most industries, especially for more stable industries

2) pioneering strategic organization – rapidly adapting to the changing needs of the market, but with the risk of resource diversification and low profitability

3) Analysis of the strategic organization – between the two, trying to profit with minimal risk and maximum opportunity, with both defensive and pioneering organizational advantages, along with its drawbacks. If analytical organizations cannot maintain the necessary balance between strategic and structural relationships, the greatest danger is that they cannot adapt to the rapid changes in the market and lose organizational efficiency.

4) reactive strategic organization – in general, corporate organizers should not take a reactive form of organization if they do not exist in a business monopoly or a highly operational industry.

II. Business Process Management and reorganization

1. What are the 6 elements of a process?

A business process is an activity that translates one or more inputs into an output that is valuable to the customer.

1) Input Resources

2) Activities

3) interaction of activities (i.e. structure)

4) Output Results

5) Customer

6) value

2. What is the definition of business process management? What is the difference between BPM and BPR?

1) Business process management (businesses, process, management, BPM) is a systematic approach that is designed to continuously improve organizational business performance by standardizing the end-to-end business process Center of excellence. Similar to the definition of business process reengineering (businesses, process, rebuilding, BPR).

2) Whether a reorganization is required, BPM is broader than the concept of BPR and is more suitable for realistic needs

3. What is the core of process management? What is the essence?

1) Core: Process

2) Nature: structuring Superior business processes

4. What are the four steps involved in good business process management? (Note: similar to PDCA)

1) Process Design

2) Process Execution

3) Process Evaluation

4) Process Improvement

5. What are the analysis and design methods of the process? (Answer six small headings)

1) Value chain analysis method

2) ABC Cost method

3) Process modeling and simulation

4) Modeling method of business process analysis based on Unified Modeling Language (UML)

5) Brainstorming method and Delphi method

6) Benchmark Targeting method

6. What is the main problem of BPR? Remember

1) The first problem of BPR is a unified understanding, so that all staff to implement the BPR can achieve consensus

7, the implementation of BPR will cause a variety of enterprises, multi-level changes, mainly including which three aspects?

1) changes in corporate culture and concepts

2) changes in business processes

3) changes in organization and management

8, multi-layer BPR implementation of the structure of the implementation of BPR decomposition three levels, including the concept of reconstruction layer, what and what?

1) Conceptual reconstruction layer

2) Process reconstruction layer

3) Organization of the reconstruction layer

Third, knowledge management

1, for the project management organization, what is knowledge?

1) knowledge is its own design and development results, a variety of patents, non-patented technology, design and development capabilities, project members have mastered the skills and other intellectual resources

2. What is the definition of knowledge management? What are the four areas involved in knowledge management? Remember

1) Knowledge management refers to the process of creating, acquiring and using knowledge in order to enhance the performance of the organization.

2) The four aspects involved

① is monitored from top to bottom. Promotion of knowledge-related activities

② Creating and maintaining knowledge infrastructures

③ Update organization and conversion of knowledge assets

④ use knowledge to increase its value

3. What are the five steps of explicit knowledge management?

1) Acquisition (harvesting)

2) filtration (filtering)

3) Organization (configuration)

4) spreading (dissemination)

5) Application (application)

4. What are the methods of sharing tacit knowledge? Remember

1) coding

2) face-to-face communication

3) Staff rotation

4) Network

5. What are the five levels of the value level pyramid of intellectual resources, and what are the differences from low to high? Among them, which 2 is the initial, which 3 is the offensive strategy?

1) from low to High: defense, cost control, profit center, integration, vision

2) where defense, cost control is initial, while profit center, integration, foresight is offensive strategy

6. What is the core of e-commerce? What are the four streams that make up e-commerce? Which is the most basic?

1) The core of e-commerce is data information

2) constitute four kinds of flow of e-commerce: information flow, capital flow, business flow, logistics

3) Information flow is the most basic

4.15 Strategic management, business process management, knowledge management