1 thought on “Noun explanation of strategic management tutorials”
Stephanie
Explanation of the noun of the strategic management tutorial
1. Corporate strategy: refers to the long -term, global planning of the company in the market environment of fierce competition and development. The company’s long -view planning and mission adopt competitive behavior and management business.
2. Corporate strategic management: refers to the dynamic management process of developing strategic decisions, implementing strategic plans and controlling strategic performance in order to achieve strategic goals.
3. Company strategy: Also known as the overall strategy, it is the overall strategy of an enterprise, the overall strategic program for an enterprise, and the highest action program for the company’s highest management guidance and control of all behaviors of the enterprise.
. Competitive strategy: Also known as strategic operating units or business division strategies, under the guidance of the company’s strategy, the department strategy formulated by various strategic business units is a sub -strategy under the company’s strategy.
5. Functional strategy: It is a strategy to formulate in a specific functional management field to implement, implement and support the company’s strategy and competitive strategy.
6. Strategic analysis: refers to some key factors that affect the current and future survival and development of enterprises, mainly include two aspects: external environment analysis and internal environment analysis. It is the first step in strategic management.
7. Strategic implementation and control: It is the general term for implementing the various activities necessary for the establishment of the established strategic planning, and it is an important part of the strategic management process.
8. Political and legal environment: refers to the political forces that have practical and potential impacts on business activities and relevant laws and regulations.
9. The economic environment refers to the economic factors and conditions that affect the business activities of the enterprise. It mainly includes the economic system, economic structure, industrial layout, resource status, economic development level, and future economic trends of a country.
10. Social and cultural environment: refers to the cultural quality and conditions that affect and restrict the business activities of the enterprise, as well as the statistical characteristics of the population.
11. Technical environment: refers to the technical factors and conditions that affect the environment and restrict the business activities of the enterprise. It not only includes the invention that causes revolutionary changes in the times, but also the emergence and development trend of new technologies, new processes, new materials related to enterprise production, and the development prospects.
12. Potential entry: It refers to an enterprise that may enter the industry at any time outside the industry and become competitors.
13. Entering the barriers: refers to the price that needs to be overcome and paid to enter a industry.
14. Exit barriers refer to the obstacles and the price that an enterprise is to overcome in an industry.
15. Alternatives: refers to the cost of the same features or similar functions as the products of the company.
16. Supplier: refers to the supply units of various resources, accessories, etc. that enterprises are engaged in production and operation activities.
17. Strategic group: refers to a group of enterprises with the same or similar strategy in the industry and similar strategic characteristics.
18. Enterprise resources: refers to any elements that can bring competitive advantages or disadvantages to enterprises. It includes both visible and tangible tangible resources, such as corporate employees, factories, equipment, funds, etc., but also those intangible resources that cannot be seen, such as proprietary technology, corporate reputation, corporate culture, etc.
19. Value chain: It is a collection of various activities for enterprises for design, production, marketing, delivery, and auxiliary effects on products. These valuable activities are like a chain inside the enterprise, so they are called “value chain”.
. Basic activities of the enterprise: Also known as the main activity, it refers to various activities involving the material creation of the product and its sales and transferring to the buyer and after -sales service. It is a substantial production and operation activity.
21. Enterprise support activities: also known as auxiliary activities, which refer to activities that support basic activities and support each other, including procurement, technology development, human resource management, and corporate foundation provided by enterprises structure.
22. Enterprise core capabilities: also known as core competitiveness, refers to the ability to make the enterprise long or continue to have some advantages for a long time. The knowledge of how to coordinate different production skills and organic combination of various technologies.
23.SWOT analysis method: It is a comprehensive consideration of the company’s internal conditions and various factors of the external environment, so as to select the best method of = business strategy. Here, S refers to the internal advantage of the enterprise, W refers to the internal disadvantage of the enterprise, O is an opportunity for the external environment of the enterprise, and T refers to the threat of the external environment of the enterprise.
24. Strategic element assessment matrix method: refers to the key factors that analyze and find out the external environment or in the internal environment that affect the strategy of corporate strategy, and then give corresponding weights to comprehensively evaluate.
25. Enterprise Vision: It is a highly summarized by corporate leaders on the prospects and development directions of the enterprise. It is a powerful weapon for the leadership of an enterprise to agree to the thoughts and actions of each enterprise employee. Its
26, which is composed of the core concept of the enterprise and the future outlook, the general method, general purpose, and general characteristics of the enterprise’s mission: the manager determines the long -term production and operation And the general guidance idea. It reflects the values of enterprise managers and the image of the enterprise’s efforts to establish it for themselves, reveal the differences between the enterprise and other enterprises in the same industry in terms of goals, define the service scope of the main products of the enterprise, and the basic needs of the customer that the enterprise tries to meet.
7. Enterprise goal: It is the output and performance that the company wants to achieve, and it is the concrete of the corporate mission. It can measure the production and operation activities of the enterprise through it.
8. Corporate strategic goals: refers to the goal of long -term market position and competitiveness that an enterprise to achieve and improve in its strategic management process, and achieve a satisfactory strategic performance.
of which includes how companies occupy the leading position in the industry, how to improve the company’s market share, how to provide better products and services than competitors, how to better establish the image of the company and improve customers `Loyalty, etc.
29. Development strategy: It is a strategy for enterprises to develop to higher -level targets at the existing strategic level. It takes development as its core guide, guides enterprises to continuously develop new products, open up new markets, adopt new management methods and production methods, expand the scale of production and sales of enterprises, and enhance the competitiveness of enterprises.
30. Dense -intensive growth strategy: refers to the strategy of developing the potential of products and markets within the scope of the original production to achieve development.
31. Market penetration strategy: It is a strategy produced by the existing product and the existing market.
32. Market development strategy: It is a strategy generated by the combination of existing products and new markets.
33. Product development strategy: It is a strategy produced by the existing market and other enterprises that the company is developing in production, that is, the new market for the company’s existing market is put on new market markets to put new markets to put new market markets to launch new markets for new market markets. Products or use new technologies to increase the types of products to expand their market share and increase sales corporate development strategies.
34. Integrated strategy: It refers to a strategy that enterprises make full use of their advantages in re -re -product, technology, and market, and based on the direction of material flow to make enterprises continue to develop in depth and breadth.
35. Vertical integration: Also known as vertical integration, it refers to the integration between enterprises that connect with each other and closely connect with each other.
36. Integrated forward: refers to the union between enterprises and user companies. The purpose is to promote and control the needs of products and do product marketing.
37. Integration of backwardness: refers to the union between enterprises and user companies. The purpose is to ensure the supply of all or part of the raw materials required by the product or labor, and strengthen the quality control of the required raw materials.
38. Horizontal integration: Also known as horizontal integration, it refers to a combination of enterprises with similar products or processes in the same industry and producing similar products. It refers to the concentration of capital in the consent of the industry and department, and the purpose is to achieve expansion. Reduce product costs and consolidate market positions.
39. Mixed integration: refers to a combination between companies that are in different industrial departments, different markets, and each other without special production technology.
40. Diversified strategy: refers to the increase in new products or business business strategies based on the existing business field.
41. Related diversification: also known as the diversification of concentrics, refers to the strategic adaptability of its existing business with the existing business of the enterprise. They are in technology. Crafts, sales channels, marketing, products, etc. have common or similar characteristics.
42. Unrelated diversification: It also becomes a diversification of the group, that is, the enterprise passes through the acquisition. Organize the business of other industries, or invest in other industries to expand the business sector to other industries. New products, new businesses have nothing to do with the existing business, technology, and markets of enterprises.
43. Enterprise mergers and acquisitions: refers to the control and influence enterprise of the acquisition by purchasing the entire assets or property rights of another enterprise, in order to enhance the competitive advantage of the enterprise and achieve the business goals of the enterprise Behavior.
44. Strategic Alliance: It refers to two or more companies for a network master consortium for a certain way for a certain way.
45. Stable strategy: refers to the same strategic goal as the company to maintain the same growth rate as the past, and at the same time does not change the basic product or business scope. It is to attack products, markets and other aspects. A strategy of safety operations and not taking larger powder lines.
46. Maintaining profit strategy: refers to the strategy of sacrificing the future growth of the company in order to maintain the current profit level.
47. contraction strategy: refers to a business strategy with a large starting point of the enterprise from the current strategic management field and basic level, and deviate from a large starting point of strategy.
48. Transformation strategy: refers to the strategy of transforming enterprise operations from a microcomputer condition to a normal state, and its focus is on improving operating efficiency.
49. Relative market share: refers to the ratio of sales of a certain business of the company to the strongest competitor. It represents the strength of an enterprise’s business.
50. Industry attraction-competitive ability matrix method: Industry attraction-competitive ability matrix method is the external environmental factors and the internal strength of the enterprise are attributed to a matrix, and the evaluation and analysis of business strategy at one time at one time Essence
51. General competitive strategy: refers to the universal competitive strategy that can be adopted regardless of any industry or any company.
52. Cost leading strategy: Also known as low -cost strategy, refers to the reduction of costs by enterprises through effective ways, lowering the total cost of the enterprise than the cost of competitors, and even the lowest in the industry in the industry in the industry. Cost, thereby gaining a strategy of competitive advantage.
53. Differential theory: It is a strategy adopted to instruct corporate products and competitors products to form a different characteristic characteristics.
54. Key concentration strategy: also known as focusing strategy, referring to the business activities of enterprises or business departments concentrated in a specific buyer group, a part of the product line or a certain regional market A strategy. The core of this strategy enables a specific user group, a certain subdivided product line or a certain market segment.
55. Re -combined: refers to some links of the offensive to innovate its value chain or the combination of the entire value chain of the value chain, including product changes. External logistics and service changes, sales changes, process changes, and downstream re -combination.
56. Re -determination: refers to the attack of the attacker to re -determine the scope of its competition for leaders. The attack can generally use the four methods of concentration, integration, or exit integration in the industry, regaining region, and horizontal strategy to change the scope of competition.
57. Emerging industry: refers to the result of technological innovation, or the promotion of new consumption needs, or changes in other economic and technical factors to make a new product or new service a reality a reality Development opportunities, so as to newly formed or re -form an industry
58. The recession industry: refers to an industry in which the industry’s sales have continued to decline in a long period of time.
59. Market segmentation: It is based on the different needs of the buyer’s product or marketing portfolio, and divides the market into different small sub -target markets, and for the commonality of the target market, adjust and cooperate properly to properly cooperate. The marketing strategy is to meet consumer needs more effectively and achieve corporate mission, goals and strategies.
60. Non -differential marketing: refers to the difference between enterprises ignore the market segments, and only one product is provided to sell in the entire market.
61. Different marketing: It means that the enterprise operates business on several segments at the same time, and formulates different marketing plans for each segment market.
62. Concentration marketing: refers to the design and production of one or one type of product in concentrated power of the enterprise, adopting a marketing portfolio to serve a market segment.
63. Large -scale customization: refers to a large amount of products according to the requirements of each user. The difference between the products can be specific to each basic component.
64. Market leader: It refers to companies that occupy the largest market share in the market and are leading companies in terms of price changes, new product development, distribution channels, and promotional strength.
65. Market challengers: refers to a company that launch attacks and challenges to leaders and other competitors to lead leaders and other competitors in order to obtain greater market share.
66. Market follower: It refers to a company that meets the existing market position and only follows the leaders’ strategic changes to make corresponding strategic adjustments.
67. Market supplement: refers to a company with weak marketing capabilities and replenishing the relics for survival.
68. Financial strategy: It is a strategy to raise, use, and distribute corporate funds in accordance with the requirements of the company’s strategy, competition strategy and other functional strategies to obtain the maximum economic benefits.
69. Fund raising strategy: It is about what channels of the enterprise to obtain funds required by the enterprise, how to raise more funds at a lower price and lower risk, and support the economic development of the enterprise’s economic development. Essence
70. Fund application strategy: determine the direction of corporate funds and the scale of investment to improve the effectiveness of the use of funds.
71. Human resources strategy: refers to the development of human resources in order to meet the needs of the overall strategy of the enterprise, in order to meet the needs of survival and development, improve the overall quality of the employee team. A large number of outstanding talents, long -term planning and strategy.
72. Human resource development strategy: refers to effectively excavation human resources in enterprises and society, actively improve employees’ wisdom and ability, and long -term planning and strategy.
73. Functional organizational structure: It is an organizational structure constructed according to various functions such as marketing, production, finance, research and development, and human resource management according to various functions of the enterprise.
74. Matrix organizational structure: It is a matrix -type tissue structure formed by managers responsible for the managers responsible for the product or independent operating unit.
75. Corporate culture: refers to the beliefs, expectations and values systems of all members of a company. It determines the standards and beeswax stories of the enterprise industry, and regulates people’s behavior.
76. Corporate culture structure: refers to different levels of corporate culture. The corporate cultural structure can be roughly divided into 3 levels: 1. Material layer; 2. System layer; 3. Spiritual layer.
77. Strategic control: refers to comparing the scheduled strategic goals with the actual effect, detect the deviation, evaluate whether it meets the requirements of its goals, find problems and take measures in time to achieve corporate strategic goals to achieve corporate strategic goals Dynamic adjustment process.
78. Strategic failure: refers to the ideal state of the strategic implementation of the strategic implementation of the corporate strategy.
79. Operation control: It is the control of various business progress within the enterprise. Generally, there are financial control, production control, sales scale control, quality control and cost control.
80. Market gap strategy: refers to the strategy of entering those industries with small market capacity, unwillingness to enter those industries with small market capacity, unwilling to enter the development of those in the development of those in the development of small market capacity, mobile, and flexible. Essence
81. Featured business strategy: refers to the characteristics, personality, and style of small and medium -sized enterprises to use their characteristics to be closer to the market and get closer to customers, and highlight their own products and services. Operations to attract customers’ strategy.
82. Joint operation strategy: refers to the strategy of implementing multiple forms of cooperation between small and medium -sized enterprises.
83. Franchise strategy: refers to the management rights of SMEs with their products, services or brands within a specific range of Afghanistan. Or profit is a franchise, and small enterprises enjoy a certain operating strategy of monopoly rights in the prescribed area.
84. The national center strategy: refers to the strategy of multinational companies on the business of the parent country, while the business of other countries is in the secondary status.
85. Regional central strategy: refers to the pursuit of overseas operations in a certain area to pursue overseas operations in this area, pursuing this regional overseas subsidiary or The company’s overall interest strategy.
86. Global Center Strategy: It means that multinational companies unify different subsidiaries to coordinate their actions through global networks and seek to maximize the overall interests of multinational companies;
Explanation of the noun of the strategic management tutorial
1. Corporate strategy: refers to the long -term, global planning of the company in the market environment of fierce competition and development. The company’s long -view planning and mission adopt competitive behavior and management business.
2. Corporate strategic management: refers to the dynamic management process of developing strategic decisions, implementing strategic plans and controlling strategic performance in order to achieve strategic goals.
3. Company strategy: Also known as the overall strategy, it is the overall strategy of an enterprise, the overall strategic program for an enterprise, and the highest action program for the company’s highest management guidance and control of all behaviors of the enterprise.
. Competitive strategy: Also known as strategic operating units or business division strategies, under the guidance of the company’s strategy, the department strategy formulated by various strategic business units is a sub -strategy under the company’s strategy.
5. Functional strategy: It is a strategy to formulate in a specific functional management field to implement, implement and support the company’s strategy and competitive strategy.
6. Strategic analysis: refers to some key factors that affect the current and future survival and development of enterprises, mainly include two aspects: external environment analysis and internal environment analysis. It is the first step in strategic management.
7. Strategic implementation and control: It is the general term for implementing the various activities necessary for the establishment of the established strategic planning, and it is an important part of the strategic management process.
8. Political and legal environment: refers to the political forces that have practical and potential impacts on business activities and relevant laws and regulations.
9. The economic environment refers to the economic factors and conditions that affect the business activities of the enterprise. It mainly includes the economic system, economic structure, industrial layout, resource status, economic development level, and future economic trends of a country.
10. Social and cultural environment: refers to the cultural quality and conditions that affect and restrict the business activities of the enterprise, as well as the statistical characteristics of the population.
11. Technical environment: refers to the technical factors and conditions that affect the environment and restrict the business activities of the enterprise. It not only includes the invention that causes revolutionary changes in the times, but also the emergence and development trend of new technologies, new processes, new materials related to enterprise production, and the development prospects.
12. Potential entry: It refers to an enterprise that may enter the industry at any time outside the industry and become competitors.
13. Entering the barriers: refers to the price that needs to be overcome and paid to enter a industry.
14. Exit barriers refer to the obstacles and the price that an enterprise is to overcome in an industry.
15. Alternatives: refers to the cost of the same features or similar functions as the products of the company.
16. Supplier: refers to the supply units of various resources, accessories, etc. that enterprises are engaged in production and operation activities.
17. Strategic group: refers to a group of enterprises with the same or similar strategy in the industry and similar strategic characteristics.
18. Enterprise resources: refers to any elements that can bring competitive advantages or disadvantages to enterprises. It includes both visible and tangible tangible resources, such as corporate employees, factories, equipment, funds, etc., but also those intangible resources that cannot be seen, such as proprietary technology, corporate reputation, corporate culture, etc.
19. Value chain: It is a collection of various activities for enterprises for design, production, marketing, delivery, and auxiliary effects on products. These valuable activities are like a chain inside the enterprise, so they are called “value chain”.
. Basic activities of the enterprise: Also known as the main activity, it refers to various activities involving the material creation of the product and its sales and transferring to the buyer and after -sales service. It is a substantial production and operation activity.
21. Enterprise support activities: also known as auxiliary activities, which refer to activities that support basic activities and support each other, including procurement, technology development, human resource management, and corporate foundation provided by enterprises structure.
22. Enterprise core capabilities: also known as core competitiveness, refers to the ability to make the enterprise long or continue to have some advantages for a long time. The knowledge of how to coordinate different production skills and organic combination of various technologies.
23.SWOT analysis method: It is a comprehensive consideration of the company’s internal conditions and various factors of the external environment, so as to select the best method of = business strategy. Here, S refers to the internal advantage of the enterprise, W refers to the internal disadvantage of the enterprise, O is an opportunity for the external environment of the enterprise, and T refers to the threat of the external environment of the enterprise.
24. Strategic element assessment matrix method: refers to the key factors that analyze and find out the external environment or in the internal environment that affect the strategy of corporate strategy, and then give corresponding weights to comprehensively evaluate.
25. Enterprise Vision: It is a highly summarized by corporate leaders on the prospects and development directions of the enterprise. It is a powerful weapon for the leadership of an enterprise to agree to the thoughts and actions of each enterprise employee. Its
26, which is composed of the core concept of the enterprise and the future outlook, the general method, general purpose, and general characteristics of the enterprise’s mission: the manager determines the long -term production and operation And the general guidance idea. It reflects the values of enterprise managers and the image of the enterprise’s efforts to establish it for themselves, reveal the differences between the enterprise and other enterprises in the same industry in terms of goals, define the service scope of the main products of the enterprise, and the basic needs of the customer that the enterprise tries to meet.
7. Enterprise goal: It is the output and performance that the company wants to achieve, and it is the concrete of the corporate mission. It can measure the production and operation activities of the enterprise through it.
8. Corporate strategic goals: refers to the goal of long -term market position and competitiveness that an enterprise to achieve and improve in its strategic management process, and achieve a satisfactory strategic performance.
of which includes how companies occupy the leading position in the industry, how to improve the company’s market share, how to provide better products and services than competitors, how to better establish the image of the company and improve customers `Loyalty, etc.
29. Development strategy: It is a strategy for enterprises to develop to higher -level targets at the existing strategic level. It takes development as its core guide, guides enterprises to continuously develop new products, open up new markets, adopt new management methods and production methods, expand the scale of production and sales of enterprises, and enhance the competitiveness of enterprises.
30. Dense -intensive growth strategy: refers to the strategy of developing the potential of products and markets within the scope of the original production to achieve development.
31. Market penetration strategy: It is a strategy produced by the existing product and the existing market.
32. Market development strategy: It is a strategy generated by the combination of existing products and new markets.
33. Product development strategy: It is a strategy produced by the existing market and other enterprises that the company is developing in production, that is, the new market for the company’s existing market is put on new market markets to put new markets to put new market markets to launch new markets for new market markets. Products or use new technologies to increase the types of products to expand their market share and increase sales corporate development strategies.
34. Integrated strategy: It refers to a strategy that enterprises make full use of their advantages in re -re -product, technology, and market, and based on the direction of material flow to make enterprises continue to develop in depth and breadth.
35. Vertical integration: Also known as vertical integration, it refers to the integration between enterprises that connect with each other and closely connect with each other.
36. Integrated forward: refers to the union between enterprises and user companies. The purpose is to promote and control the needs of products and do product marketing.
37. Integration of backwardness: refers to the union between enterprises and user companies. The purpose is to ensure the supply of all or part of the raw materials required by the product or labor, and strengthen the quality control of the required raw materials.
38. Horizontal integration: Also known as horizontal integration, it refers to a combination of enterprises with similar products or processes in the same industry and producing similar products. It refers to the concentration of capital in the consent of the industry and department, and the purpose is to achieve expansion. Reduce product costs and consolidate market positions.
39. Mixed integration: refers to a combination between companies that are in different industrial departments, different markets, and each other without special production technology.
40. Diversified strategy: refers to the increase in new products or business business strategies based on the existing business field.
41. Related diversification: also known as the diversification of concentrics, refers to the strategic adaptability of its existing business with the existing business of the enterprise. They are in technology. Crafts, sales channels, marketing, products, etc. have common or similar characteristics.
42. Unrelated diversification: It also becomes a diversification of the group, that is, the enterprise passes through the acquisition. Organize the business of other industries, or invest in other industries to expand the business sector to other industries. New products, new businesses have nothing to do with the existing business, technology, and markets of enterprises.
43. Enterprise mergers and acquisitions: refers to the control and influence enterprise of the acquisition by purchasing the entire assets or property rights of another enterprise, in order to enhance the competitive advantage of the enterprise and achieve the business goals of the enterprise Behavior.
44. Strategic Alliance: It refers to two or more companies for a network master consortium for a certain way for a certain way.
45. Stable strategy: refers to the same strategic goal as the company to maintain the same growth rate as the past, and at the same time does not change the basic product or business scope. It is to attack products, markets and other aspects. A strategy of safety operations and not taking larger powder lines.
46. Maintaining profit strategy: refers to the strategy of sacrificing the future growth of the company in order to maintain the current profit level.
47. contraction strategy: refers to a business strategy with a large starting point of the enterprise from the current strategic management field and basic level, and deviate from a large starting point of strategy.
48. Transformation strategy: refers to the strategy of transforming enterprise operations from a microcomputer condition to a normal state, and its focus is on improving operating efficiency.
49. Relative market share: refers to the ratio of sales of a certain business of the company to the strongest competitor. It represents the strength of an enterprise’s business.
50. Industry attraction-competitive ability matrix method: Industry attraction-competitive ability matrix method is the external environmental factors and the internal strength of the enterprise are attributed to a matrix, and the evaluation and analysis of business strategy at one time at one time Essence
51. General competitive strategy: refers to the universal competitive strategy that can be adopted regardless of any industry or any company.
52. Cost leading strategy: Also known as low -cost strategy, refers to the reduction of costs by enterprises through effective ways, lowering the total cost of the enterprise than the cost of competitors, and even the lowest in the industry in the industry in the industry. Cost, thereby gaining a strategy of competitive advantage.
53. Differential theory: It is a strategy adopted to instruct corporate products and competitors products to form a different characteristic characteristics.
54. Key concentration strategy: also known as focusing strategy, referring to the business activities of enterprises or business departments concentrated in a specific buyer group, a part of the product line or a certain regional market A strategy. The core of this strategy enables a specific user group, a certain subdivided product line or a certain market segment.
55. Re -combined: refers to some links of the offensive to innovate its value chain or the combination of the entire value chain of the value chain, including product changes. External logistics and service changes, sales changes, process changes, and downstream re -combination.
56. Re -determination: refers to the attack of the attacker to re -determine the scope of its competition for leaders. The attack can generally use the four methods of concentration, integration, or exit integration in the industry, regaining region, and horizontal strategy to change the scope of competition.
57. Emerging industry: refers to the result of technological innovation, or the promotion of new consumption needs, or changes in other economic and technical factors to make a new product or new service a reality a reality Development opportunities, so as to newly formed or re -form an industry
58. The recession industry: refers to an industry in which the industry’s sales have continued to decline in a long period of time.
59. Market segmentation: It is based on the different needs of the buyer’s product or marketing portfolio, and divides the market into different small sub -target markets, and for the commonality of the target market, adjust and cooperate properly to properly cooperate. The marketing strategy is to meet consumer needs more effectively and achieve corporate mission, goals and strategies.
60. Non -differential marketing: refers to the difference between enterprises ignore the market segments, and only one product is provided to sell in the entire market.
61. Different marketing: It means that the enterprise operates business on several segments at the same time, and formulates different marketing plans for each segment market.
62. Concentration marketing: refers to the design and production of one or one type of product in concentrated power of the enterprise, adopting a marketing portfolio to serve a market segment.
63. Large -scale customization: refers to a large amount of products according to the requirements of each user. The difference between the products can be specific to each basic component.
64. Market leader: It refers to companies that occupy the largest market share in the market and are leading companies in terms of price changes, new product development, distribution channels, and promotional strength.
65. Market challengers: refers to a company that launch attacks and challenges to leaders and other competitors to lead leaders and other competitors in order to obtain greater market share.
66. Market follower: It refers to a company that meets the existing market position and only follows the leaders’ strategic changes to make corresponding strategic adjustments.
67. Market supplement: refers to a company with weak marketing capabilities and replenishing the relics for survival.
68. Financial strategy: It is a strategy to raise, use, and distribute corporate funds in accordance with the requirements of the company’s strategy, competition strategy and other functional strategies to obtain the maximum economic benefits.
69. Fund raising strategy: It is about what channels of the enterprise to obtain funds required by the enterprise, how to raise more funds at a lower price and lower risk, and support the economic development of the enterprise’s economic development. Essence
70. Fund application strategy: determine the direction of corporate funds and the scale of investment to improve the effectiveness of the use of funds.
71. Human resources strategy: refers to the development of human resources in order to meet the needs of the overall strategy of the enterprise, in order to meet the needs of survival and development, improve the overall quality of the employee team. A large number of outstanding talents, long -term planning and strategy.
72. Human resource development strategy: refers to effectively excavation human resources in enterprises and society, actively improve employees’ wisdom and ability, and long -term planning and strategy.
73. Functional organizational structure: It is an organizational structure constructed according to various functions such as marketing, production, finance, research and development, and human resource management according to various functions of the enterprise.
74. Matrix organizational structure: It is a matrix -type tissue structure formed by managers responsible for the managers responsible for the product or independent operating unit.
75. Corporate culture: refers to the beliefs, expectations and values systems of all members of a company. It determines the standards and beeswax stories of the enterprise industry, and regulates people’s behavior.
76. Corporate culture structure: refers to different levels of corporate culture. The corporate cultural structure can be roughly divided into 3 levels: 1. Material layer; 2. System layer; 3. Spiritual layer.
77. Strategic control: refers to comparing the scheduled strategic goals with the actual effect, detect the deviation, evaluate whether it meets the requirements of its goals, find problems and take measures in time to achieve corporate strategic goals to achieve corporate strategic goals Dynamic adjustment process.
78. Strategic failure: refers to the ideal state of the strategic implementation of the strategic implementation of the corporate strategy.
79. Operation control: It is the control of various business progress within the enterprise. Generally, there are financial control, production control, sales scale control, quality control and cost control.
80. Market gap strategy: refers to the strategy of entering those industries with small market capacity, unwillingness to enter those industries with small market capacity, unwilling to enter the development of those in the development of those in the development of small market capacity, mobile, and flexible. Essence
81. Featured business strategy: refers to the characteristics, personality, and style of small and medium -sized enterprises to use their characteristics to be closer to the market and get closer to customers, and highlight their own products and services. Operations to attract customers’ strategy.
82. Joint operation strategy: refers to the strategy of implementing multiple forms of cooperation between small and medium -sized enterprises.
83. Franchise strategy: refers to the management rights of SMEs with their products, services or brands within a specific range of Afghanistan. Or profit is a franchise, and small enterprises enjoy a certain operating strategy of monopoly rights in the prescribed area.
84. The national center strategy: refers to the strategy of multinational companies on the business of the parent country, while the business of other countries is in the secondary status.
85. Regional central strategy: refers to the pursuit of overseas operations in a certain area to pursue overseas operations in this area, pursuing this regional overseas subsidiary or The company’s overall interest strategy.
86. Global Center Strategy: It means that multinational companies unify different subsidiaries to coordinate their actions through global networks and seek to maximize the overall interests of multinational companies;