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No. | Modular | Course | Lecturer |
1 | Corporate strategy and positioning | Where is the next opportunity for enterprises in the new era |
Yang Junping: Chairman of Gold Bridge Capital / President of Gold Bridge Business School |
Strategy formulation | |||
Competitive strategy and expansion strategy | |||
Typical case depth interpretation | |||
2 | How to build a marketing iron army | How to build and fissiona marketing iron army | Well-known lecturers in related fields |
How to sell things and get the money back | |||
How to carry out precision marketing and internet marketing | |||
Case study | |||
3 | Brand building and brand management | Brand strategy formulation and implementation | Well-known lecturers in related fields |
Brand building and brand maintenance | |||
Emergency management of brand crisis | |||
Case study | |||
4 | Team building | Team Building: How to build the core management team | Well-known lecturers in related fields |
Lead a team: How to lead a good team | |||
Catch up with the process: how to implement the process assessment, fast survival of the fittest | |||
Recruiting, employing, retaining and educating | |||
Case study | |||
5 |
产品思维 Product thinking |
The cognition of product thinking, the difference between product and brand | Well-known lecturers in related fields |
Basic principles of product naming and design | |||
Popular product thinking/super symbol thinking/positioning thinking | |||
Product iteration plan design | |||
Case study | |||
6 | Equity design and compensation incentive | Incentive system design of equity, option, dry share, real share, futures share, bonus, dividend etc. |
Lin Xuefeng: Chief Executive Officer, Gold Bridge Capital |
Design of incentive compensation system | |||
Effective design of performance appraisal system for all employees |
Mei YanMing: Executive Dean of Gold Bridge Business School |
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Scientific design for department performance appraisal system | |||
Case study | |||
7 | Management structure | Principles of flat organizational structure design | Well-known lecturers in related fields |
Scientific planning department management breadth and depth | |||
No blind area enterprise management system planning and design | |||
The formulation of inter-departmental collaboration mechanism | |||
Case study | |||
8 | Innovation and design of business model and profit model | The basic principle of business model |
Yang Junping: Chairman of Gold Bridge Capital / President of Gold Bridge Business School |
Business model design process | |||
Profit model design process | |||
Analysis of hundreds of innovative profit models |
Mei YanMing: Executive Dean of Gold Bridge Business School |
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Case study | |||
9 | Budget management and tax planning | Design and implementation of comprehensive budget management system | Well-known lecturers in related fields |
Financial risk prevention and risk control system design | |||
Tax planning and reasonable tax avoidance | |||
Cost management and control | |||
10 | Corporate legal affairs and compliance management | The company core legal affairs four beams eight pillars | Well-known lecturers in related fields |
The new company law core provision depth interpretation | |||
How to prevent the risk of economic contract, labor contract and intellectual Property | |||
How to cultivate and establish the awareness of legal and compliant operation of SMEs | |||
Case study | |||
11 | Investment, financing and capital operation | Corporate financing strategy, financing channel design |
Yang Junping: Chairman of Gold Bridge Capital / President of Gold Bridge Business School |
Business plan writing | |||
Scientific analysis and feasibility demonstration of enterprise investment projects | |||
Enterprise capital operation, listing, merger and reorganization practice |
Lin Xuefeng: Chief Executive Officer, Gold Bridge Capital |
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Case study | |||
12 | Transformation and upgrading | Internet + and digital transformation of traditional enterprises |
Yang Junping: Chairman of Gold Bridge Capital / President of Gold Bridge Business School |
All products need to be redone" is to transform and upgrade | |||
Tactical Choice of overtaking on a curve and overtaking on a lane change | |||
Strategic choices of subtraction and diversification | |||
Case study |