Features: Profit, which is the purpose of enterprise's survival and development.
Autonomy is an economic organization that independently engages in commodity production and services.
It is established according to law and has a certain legal form.
Management, which plays a role in social reproduction links such as production, exchange and distribution, is a process in which managers or management institutions rationally allocate and effectively use the resources (including people, money, materials, time and information) owned by the organization through planning, organization, control and leadership within a certain range to achieve the predetermined goals of the organization.
Four meanings: first, management is a process; Second, the core of management is to achieve the goal; Third, the means of management to achieve the goal is to use all kinds of resources owned by the organization; Fourth, the essence of management is coordination.
Function: Achieve goals that individuals can't accomplish.
Integrate collective strength to realize1+1>; 2。
Save resources and improve efficiency and benefit.
Enhance morale, gather strength and so on.
According to certain management principles and methods, enterprise management effectively plans, organizes, directs, coordinates and controls the human, financial and material resources of the enterprise, and obtains economic benefits.
The task of enterprise management is to reasonably organize and maintain productive forces and constantly improve social relations. Natural attributes are related to productive forces and socialized mass production. The natural attribute of management is to organize productivity reasonably, which has no national boundaries and can be used by us.
Social attribute is related to production relations and social system; The social attribute of management is to deal with the relationship between people, which has class nature.
Fa Yueer put forward five functions of management in 19 16: planning: setting goals and the steps and methods to achieve them.
Organization: to carry out tasks and organize factors of production such as people and money.
Command: the leadership or guidance of various personnel at all levels.
Coordination: promote cooperation, make good connections and eliminate contradictions.
Control: supervision, inspection and correction to ensure the realization of planned objectives.
These functions are all activities around organizational goals, which can be summarized in one sentence: planning intentions, organizing into entities, directing efforts, coordinating and improving the environment, controlling the direction of protection, and finally achieving benefits.
Scientific management stage (early 1920s-40s) 19 1 1 year Taylor published Principles of Scientific Management, which marked the birth of scientific management.
Theoretical thinking: the application of scientific methods to determine the "best way" to engage in a certain job.
Objective: to improve labor productivity (focusing on the productivity of grass-roots workers) Representative: Taylor; Followers: Mr. and Mrs. Gilbress, Gant and others (representatives: Fa Yueer and Weber) Fa Yueer's Five Functions of Management and 14 Principle. Weber's theory of bureaucratic organization is the father of scientific management. The main content of Taylor's resume is the famous scientific management of "pig iron handling test" and "shovel test" Application case of scientific management ideas and methods: UPS (United Postal Company) driver workflow.
Followers and close colleagues: Gantt Chart Taylor's scientific management theory is enriched by Gantt Chart. The main contents of Taylor's scientific management are: scientifically using standardized working hours in working methods and training workers according to standard operating methods. The planning function is separated from the execution function. Mayo Hawthorne experimented with Maslow's hierarchy of needs (physiology-safety-socialization-respect-self-realization) and herzberg's two-factor theory (health care-motivation). McGregor's X, Y theory Modern enterprise system: a new enterprise system with clear property rights, clear rights and responsibilities, separation of government and enterprise, and scientific management, which is based on a perfect enterprise legal person system, guaranteed by a limited liability system.
The characteristics of modern enterprise system are: clear property rights, clear rights and responsibilities, clear concept of separating government from enterprises, scientific organization and overall framework of enterprise management activities.
Establishment principle: flexible establishment according to the nature, scale and characteristics of the enterprise; Adhere to unified leadership and hierarchical management; It is necessary to have a clear division of labor and facilitate cooperation; Better army and simpler management.
The basic forms of organization: linear structure, functional structure and linear functional system. Functional structure (business division system) Matrix organizational form (matrix structure) Simulation of decentralized management of enterprise groups (joint-stock system) Chapter II Concept and characteristics of strategic management: Based on the analysis of the internal and external environment of enterprises, enterprises determine their own mission, set strategic objectives, make plans to ensure the correct implementation and realization of objectives, and rely on the resources and capabilities of enterprises to put this plan into practice, and carry out dynamic management process of reasonable and effective control over the implementation process.
The characteristics are: integrity, long-term, competitiveness, relative stability, risk, sociality, configurability, strategic management and operation management. Strategic management: taking into account complex, uncertain and risky external environment and internal conditions at the same time, the whole enterprise has changed significantly, and operation management is driven by environment or expectation: it pays attention to digging and utilizing local areas with relatively simple and clear internal conditions and less risk, and pays attention to local professional functions. Small changes are driven by resources. A diversified company often has three levels of strategy: corporate strategy describes the general direction of the company and mainly answers two questions: first, what businesses and business combinations should we engage in? Second, how to allocate resources among various business departments to ensure the realization of the overall strategic intention of the enterprise? Including direction strategy and portfolio analysis.
Company-level strategy is the main body and foundation of the strategic system, and plays a leading role in the overall situation.
Features: Based on abstract concepts, it is not specific compared with career strategy and functional strategy. In addition, the enterprise has high strategic risk, high cost, large expected income and long time, and needs greater flexibility and a lot of external resources.
Business strategy Business strategy usually occurs at the department or product level.
This paper mainly answers such a question: under the premise that the business field of an enterprise has been determined, how should we effectively compete with competitors in various business fields and gain competitive advantage? Features: Compared with the company's strategic decision, the business division has less strategic risk, low cost and less expected income; However, compared with the functional strategy, its risks, costs and expected benefits all exceed the functional strategic decision.
Functional strategy Functional strategy is to implement and concretize the strategic objectives and policies determined by management strategy according to special functions under the guidance of management strategy.
The question it wants to answer is: How can we support the management strategy from the perspective of various functions? Features: The time limit of decision-making issues involved is relatively short, the decision-making risk is small, the required cost (expense) is not high, and the activities involved do not need great coordination within the enterprise.
The stabilization strategy refers to maintaining the current activities without major changes in the strategic direction.
The remarkable feature of this strategy is that the company rarely carries out major reforms or changes. Specifically, it constantly provides the same products or services to similar customers, maintains the existing production and marketing scale and market share, and stabilizes and consolidates the existing competitive position.
Generally speaking, companies that pursue a stable strategy focus on producing a single product or service.
There are two basic types of company development strategies: diversification into other products or industries; Vertical integration strategies These strategies can be realized internally by investing in new product development, or externally by mergers and acquisitions and strategic alliances.
Diversification strategy, also known as diversification or diversification strategy, refers to the business model in which an enterprise simultaneously produces or provides two or more products or services with different basic economic uses.
Diversification includes concentric diversification and centrifugal diversification.
Related diversification is a good way to expand into related industries.
Seek synergy.
Irrelevant diversification means entering an industry that has nothing to do with the current industry.
This strategy is mainly to consider cash flow or reduce risk financially.
External reasons of the enterprise 1. The market capacity of the original business field is limited. Enterprises in industries with high market concentration hope to obtain higher growth rate 3. The diversification and uncertainty of demand, and the stability of long-term income 1. Enterprise internal reasons 1. Enterprises have surplus resources. Note: 1. When the scale of the enterprise is small and the products and markets are growing, it is not appropriate to adopt diversification strategy 2. Enterprises must
3. The degree of diversification.
Supplement: main risks 1. The management span increases and the management efficiency decreases. Entering a new business field will increase the risk. 3. Improve the quality of enterprise managers. The word "integration" refers to adding several independent parts together or combining them into a whole.
There are two basic forms of integration, one is horizontal integration, also known as horizontal integration, which refers to forming alliances with competitive enterprises in the same industry, with the aim of expanding production scale, reducing product costs, increasing market share, strengthening competitive advantage and enhancing market control ability.
The other is vertical integration, also known as vertical integration, which is an organizational form that manufacturers and raw material suppliers, or manufacturers and product sellers are linked together.
We focus on the vertical integration strategy.
Backward integration refers to the combination of production enterprises and supply enterprises, with the purpose of ensuring the supply of all or part of raw materials needed for products or services and strengthening the quality control of needed raw materials. Forward integration refers to the alliance between production enterprises and user enterprises or sellers, with the purpose of promoting product sales and improving market control ability.
Advantages of vertical integration strategy: For enterprises producing raw materials, vertical integration helps them to understand market demand and improve the market competitiveness of products.
Vertical integration can reduce costs.
The cost of self-made parts is generally lower than that of purchased parts, and self-selling will generally increase profits.
Vertical integration can strengthen the control of the production process.
Disadvantages of vertical integration strategy: the efficiency is not as good as specialized production.
After enterprises strengthen their own manufacturing and sales capabilities, the efficiency is often lower than that of professional manufacturing and professional marketing.
Poor liquidity.
Working capital needs more vertical integration, which leads to complex management. Shrinking strategy: When the company's competitive position in some or all product lines is at a disadvantage, resulting in low performance and declining sales, shrinking strategy can be adopted.
Contraction is an effort to "stop bleeding" quickly, generally by reducing the scale and cost in an all-round way.
Consolidation is the implementation of an action plan to stabilize the streamlined company. The main strategies are: withdrawing capital to the strategic adjustment strategy, abandoning the strategic liquidation strategy, establishing a defensive position in the industry, and making the company's performance surpass its competitors.
Low-cost strategy is the ability of a company or department to design, produce and sell similar products more effectively than competitors.
Differentiation strategy is the ability to provide unique or super value to buyers in terms of product quality, special performance or after-sales service.
Centralized strategy: the strategic goal is a specific market in the industry.
Cost-leading strategy, also known as low-cost strategy, refers to the competitive strategy that the cost or expense of an enterprise is obviously lower than the industry average or the level of its main competitors when providing the same products or services.
Cost leadership is a low-cost competitive strategy for a wide range of large-scale markets, which requires "actively establishing efficient large-scale production facilities, seeking cost reduction through experience curve and strict cost control, avoiding marginal customer orders, and minimizing costs in research and development, service, sales team, advertising, etc."
Strategic advantage of cost leadership: 65,438+0' low-cost enterprises can obtain profits higher than the industry average, which will further strengthen their resource base and give them greater initiative in strategic choice. 2' Can effectively resist the resistance from competitors. 3' The low-cost status of enterprises can resist the bargaining power of buyers. 4' Whether from the cost advantage or other aspects, those factors that lead to cost leadership are often barriers to entry that potential entrants need to overcome. 5' Being able to effectively cope with the competitive cost and leading strategic risk from substitutes: 1' Changes in production technology or emergence of new technologies.
2' Newcomers in the industry get lower costs by imitating and summarizing the experience of predecessors or buying more advanced production equipment.
"3" Enterprises that adopt cost leadership strategy tend to focus on reducing product costs, so it is easy to ignore the changes in external market demand.
4' Affected by inflation, the cost of production input increases, which reduces the product cost and price advantage, making it difficult to compete with enterprises pursuing other competitive strategies.
5' The mass production technology and equipment used to reduce costs are too specialized and have poor adaptability.
In a stable environment, the specialization of technology and equipment may not cause much problem.
The third chapter defines decision-making: the process that managers identify and solve problems and take advantage of opportunities.
Decision-making principle: satisfaction principle If you want to make the decision optimal, you must: 1' get all the information related to the decision; 2' Know the value of all information; 3' Anticipate the future implementation results of each scheme. (But in reality, the above conditions are often not met. The basis of decision-making: the type of appropriate information; Time division according to the influence of decision-making; Long-term decision; Overall decision on the long-term development direction of the organization.
Short-term decision: short-term tactical decision to achieve long-term goals.
According to the importance of decision-making (attached: management and decision-making), strategic decision-making: solving major and overall problems such as organizational goals and directions.
Management decision: Tactical decision taken to implement strategic decision.
Business decision: a decision made to improve the efficiency of daily work.
According to the repetition of decision-making: procedural decision-making: solving standard questions.
Non-procedural decision-making with experience, procedures and standards: decision-making to solve special problems.
According to the starting point of decision-making, initial decision-making, follow-up decision-making and collective decision-making according to the subject of decision-making.
Advantages: Two people's wisdom is better than one person's personal decision. According to the controllable degree of decision-making conditions or environment, the decision-making is determined: the conditions are controllable and the results of each scheme are determined.
Uncertain decision: the states are unknown, and the probability of each state is unknown.
Risk-based decision-making: the states are known, and the probability of each state is known.
Decision-making process: 1' Identify opportunities or diagnose problems 2' Identify objectives 3' Draw up alternatives 4' Evaluate alternatives 5' Select alternatives 6' Plan implementation 7' Method of monitoring and evaluating business decisions: 1 Qualitative decision-making method refers to the decision that is difficult to quantify or make accurate quantitative analysis. According to the experience, knowledge, judgment and courage of managers and experts,
There are mainly the following methods: Delphi method, brainstorming method, electronic conference method, Gordon method, elimination method and chain comparison method (0-L scoring method). Chapter IV: The meaning of marketing: individuals and collectives freely exchange products and values with others through creation, so as to obtain the required social management process. Marketing is the free exchange of value, and its purpose is to meet the needs and requirements of both parties. The essence is customer needs and demands. Core concepts related to marketing: the needs, desires, product value, cost, satisfactory exchange and transaction relationship and marketing management of network marketers and prospective customers: 1. The essence of marketing management is demand management: 1, negative demand 2, no demand 3, potential demand 4, declining demand 5, irregular demand 6, full demand 7, exceeding. Loyalty value 3. Five competitive concepts of value transfer process management: 1' production concept: consumers like low-priced products available everywhere, so productive organizations are committed to achieving higher production efficiency and wider distribution coverage. 2' Product concept: Consumers like high-quality, multi-functional and multi-characteristic products, so in a product-oriented organization, the management is always committed to producing high-quality products. And constantly improve the products to make them perfect day by day. 3' Marketing concept: If consumers are ignored, they will not buy a large number of products of the organization, so enterprises must actively promote sales and actively carry out promotional activities. 4' Marketing concept: The key to achieving organizational goals is to correctly determine the needs and desires of the target market. Meet the expectations of the target market more effectively than competitors. 5' Social marketing concept: The task of the organization is to determine the needs, desires and interests of the target market, and to protect or improve consumers and social welfare. Provide expected satisfaction to the target market more effectively than competitors. Marketing environment-macro-environmental characteristics: 1' uncontrollable factors 2' power combination 3' trend main macro-environmental factors: humanistic statistical environment: population, population structure, family size, population mobility (demography) natural environmental economic environment: consumer income level, income distribution, consumption structure, political, legal environment, technical environment and social and cultural factors five competitiveness models:/kl Competitors in the same industry (market segment competition), 2' potential new competitors (liquidity threat), 3' substitute products (threat of substitute products), 4' customers (purchasing power consumer market analysis: consumer market analysis-influencing factors 1 Cultural factors: cultural subculture and social stratum 2' social factors: family role and status of reference groups 3' personal factors: lifestyle personality and self-concept of professional economy and environment in age and life cycle stage 4' psychological factors: STP strategies to stimulate perceptual learning beliefs and attitudes: 1, target marketing trilogy [market segmentation 1. Determine segmentation variables and market segmentation II. Outline the market segments] [Target market selection 1. Evaluate the attractiveness of each market. Select the target market segment] [market positioning 1. Identify possible positioning concepts for each target market segment. Select, develop and communicate the selected positioning concept] 2. Market segmentation 1' Market segmentation and common variables: geographical variables, demographic variables (age, gender, income, occupation, education level), psychological variables (personality, lifestyle) and behavioral variables (purchase time) 2' Elements of effective market segmentation: measurability, adequacy, accessibility, difference and operability 3. Target market selection 1' Evaluate market segmentation 65438. Structural attraction of market segments 2)' Enterprise's goals and resources 3)' Size and development prospects of market segments 2' Choosing five models of market segments Single market concentration/selective specialization/product specialization/market specialization/complete entry 4. Market-oriented products: anything that can be provided to the market to meet people's desires and needs, including objects, services, places, organizations, ideas and creativity.
Five levels of products: core interests/basic products/expected products/additional products/potential products. Product combination decision: four scales of product line decision: analysis method: sales volume and profit analysis, BCG method/product line related decision. Brand decision: brand definition: a name, term, logo or design, or their combined application, in order to identify a certain product.
Six levels of brand: attribute/benefit/value/culture/personality/customer service characteristics: intangibility/inseparability/variability/evaporability. Pricing strategy: 1. Pricing process: select pricing target-measure demand-estimate cost-analyze price cost and competitor's terms-select pricing method. Price adjustment [psychological pricing strategy of regional pricing, price discount and discount differential pricing] 3. Changes in enterprise prices [Points for attention in price reduction ① Low quality trap ② Vulnerable market share trap ③ Pocket price increase trap ① Using products and services to separate prices ② Reduce discounts] 4. Response to the price changes of competitors [maintain the original price and maintain the original price and counterattack and follow the price reduction by non-price means, and keep the value unchanged, raise the price and launch new brands to besiege competitors and launch cheaper products to compete] Channel decision: select channel members/encourage channel members/evaluate channel members/improve channels, and arrange promotion combinations: advertising/promotion/public relations * * and publicity/personnel promotion/direct marketing Chapter V narrow production process: refers to
Broadly speaking, it refers to the production process of an enterprise, from the preparation of production technology to the production of products. Production technology preparation is the basic production process, and production service process is the subsidiary production process. The task of production management is to produce the products needed by society in a timely, appropriate and affordable manner through the reasonable organization of production process and the effective utilization of production resources.
Requirements for reasonable organization of production process: continuity/parallelism/proportionality of production process/balance (rhythm) of production process/content of flexible production management: production strategic decision; Production system design management; Production system operation management; Production system maintenance and innovation management; Decision-making process of production system: firstly, decision-making of functional objectives of production system, including defining product functions according to user needs and enterprise competitive strategy, and then transforming these functions into functional objectives of production system according to products.
Secondly, the decision of production system structure is to match the production type according to the established system function goal and the inherent structure-function characteristics of the production system, and it is realized by adjusting the system structure and non-structural elements.
Functional objectives of production system: innovation, quality, flexibility, cost, inheritance and delivery. The characteristics of the structure-function relationship of production system: single correspondence, contradictory function and extreme advantage. Chapter VI Logistics was first put forward by American Major Johnsy Baker (1905): The branch of the art of war related to the movement and supply of armaments is called Logistics. In the early 1980s, China introduced the concept of logistics from Japan. Definition of logistics: modern logistics. The whole process of finished products from the starting point to the end point is accompanied by the effective flow of relevant information. Characteristics of third-party logistics: information networking/relationship contracting/function specialization/service personalization. Composition of logistics activities: transportation \ storage \ handling \ distribution processing \ packaging \ information quality: the degree to which a set of inherent characteristics meet the requirements. Product quality refers to the characteristics that the product can meet the requirements, including performance, reliability, life, safety and appearance quality. Development stage of economic quality management: 1. Quality inspection stage 2. Statistical quality management stage 3. Characteristics of total quality management stage: Before the 1940s, it was the quality inspection stage, and the product quality could only be checked afterwards, but not tested. Therefore, quality inspection can not improve product quality, but can only eliminate defective products and waste products.
Full inspection cost is high, which is not suitable for mass production.
In the 1940s and 1960s, quality management developed from the inspection stage to the statistical process control stage, and quality control was carried out through the use of the Achett process quality chart.
Hachette believes that the quality of products is not detected, but produced, so he advances the quality control from inspection stage to production stage and implements process control.
Sampling inspection is adopted to adapt to mass production.
Nanny Fagan put forward the theory of total quality management.
Extend quality control to the whole process of product life cycle, emphasizing the participation of all employees in quality control.