按(an)照集(ji)團(tuan)對成員(yuan)企(qi)業管(guan)(guan)控(kong)的緊密(mi)程度的不同，集(ji)團(tuan)管(guan)(guan)控(kong)模式可(ke)分為三種典型的管(guan)(guan)控(kong)模式，即財(cai)務管(guan)(guan)控(kong)、戰(zhan)略管(guan)(guan)控(kong)和(he)運營管(guan)(guan)控(kong)。

　　1．財務管控

　　財務管(guan)控(kong)(kong)模式(shi)主(zhu)要(yao)(yao)以財務指標對(dui)成員企業(ye)進行管(guan)理和考核，總部(bu)一般無業(ye)務部(bu)門，關注投資回報。這(zhe)種管(guan)控(kong)(kong)模式(shi)下，集團主(zhu)要(yao)(yao)通(tong)過投資業(ye)務組合的結(jie)構(gou)優化來追求公司(si)價值最(zui)大化。管(guan)控(kong)(kong)的主(zhu)要(yao)(yao)手段體(ti)現(xian)為財務控(kong)(kong)制、法(fa)人治理和企業(ye)并購行為，是(shi)一種分權管(guan)控(kong)(kong)模式(shi)。

　　2．戰略管控

　　戰略管(guan)(guan)控(kong)(kong)(kong)模(mo)式(shi)(shi)主(zhu)要(yao)以戰略規劃(hua)為(wei)主(zhu)，總部(bu)可以視情況(kuang)設(she)置具(ju)體業(ye)務(wu)部(bu)門。這種管(guan)(guan)控(kong)(kong)(kong)模(mo)式(shi)(shi)下集團主(zhu)要(yao)關(guan)注集團業(ye)務(wu)組合的(de)協調(diao)發展、投資(zi)業(ye)務(wu)的(de)戰略優(you)化和協調(diao)，以及(ji)(ji)戰略協同(tong)效應的(de)培育，通過(guo)對成員企業(ye)的(de)戰略施加影響而達到管(guan)(guan)控(kong)(kong)(kong)目的(de)。主(zhu)要(yao)管(guan)(guan)控(kong)(kong)(kong)手(shou)段為(wei)財(cai)務(wu)控(kong)(kong)(kong)制、戰略規劃(hua)與控(kong)(kong)(kong)制、人力(li)資(zi)源控(kong)(kong)(kong)制，以及(ji)(ji)部(bu)分(fen)重點業(ye)務(wu)的(de)管(guan)(guan)理，是介于集權與分(fen)權之(zhi)間的(de)一種管(guan)(guan)控(kong)(kong)(kong)模(mo)式(shi)(shi)。

　　3．運營管控

　　運營(ying)管(guan)(guan)控(kong)(kong)(kong)(kong)模(mo)(mo)式(shi)(shi)主要通過總部業(ye)(ye)務(wu)管(guan)(guan)理(li)部門對(dui)下(xia)屬企業(ye)(ye)的日常(chang)經營(ying)運作進行管(guan)(guan)理(li)，其關(guan)注重點包括(kuo)成(cheng)員(yuan)企業(ye)(ye)經營(ying)行為的統一與(yu)優化、公司整體協調成(cheng)長、對(dui)行業(ye)(ye)成(cheng)功(gong)因素的集中控(kong)(kong)(kong)(kong)制(zhi)與(yu)管(guan)(guan)理(li)。這種(zhong)管(guan)(guan)控(kong)(kong)(kong)(kong)模(mo)(mo)式(shi)(shi)下(xia)，集團主要管(guan)(guan)控(kong)(kong)(kong)(kong)手段包括(kuo)財務(wu)控(kong)(kong)(kong)(kong)制(zhi)、營(ying)銷(xiao)/銷(xiao)售控(kong)(kong)(kong)(kong)制(zhi)、網絡(luo)/技術控(kong)(kong)(kong)(kong)制(zhi)、新業(ye)(ye)務(wu)開發、人力資(zi)源等，是一種(zhong)集權的管(guan)(guan)控(kong)(kong)(kong)(kong)模(mo)(mo)式(shi)(shi)。

　　不(bu)同(tong)的(de)管控模式通(tong)過不(bu)同(tong)的(de)手段，實現相應的(de)管控目的(de)。

　　管控的七大手段