战略管理英文版Word文档格式.docx
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战略管理英文版Word文档格式.docx
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Thetermisusedtodescribetheextenttowhichafirmisinvolvedinseveralstagesoftheindustrysupplychain.
6、Horizontalintegration:
Theprocessofacquiringormergingwithindustrycompetitorstoachievethecompetitiveadvantagesthatarisefromalargesizeandscopeofoperations.
7、Diversificationstrategydescribesthescopeofthefirmintermsoftheindustriesandmarketsinwhichitcompetes.
8、Relateddiversificationimpliesorganizationalinvolvementinactivitiesthataresomehowrelatedtothedominantor“core”businessoftheorganization,oftenthroughcommonmarketsorsimilartechnologies.
9、Unrelateddiversificationdoesnotdependonanypatternofrelatedness.Unrelateddiversificationhaslowerprofitabilityandhigherrisksthanthosepursuingothercorporate-levelstrategiessuchasconcentrationorrelateddiversification.
10、Organizationalfit:
Whentwoorganizationsorbusinessunitsaremergedoracquisitionhappened,andtheorganizationalmanagementprocesses,cultures,system,andstructuresarematching(similar),thisisorganizationalfit.
11、Marketingstrategy:
Marketingstrategyistheplanforinvestingmarketingeffortsandresources(advertising,branding,distribution,etc.)toachievebusinessgoals.
Tosupportgrowthstrategies
Tosupportastabilityorretrenchmentstrategy
12、Economiesofscale:
Economiesofscalereferstothecostadvantagesthatanenterpriseobtainsduetoexpansion.Therearefactorsthatcauseaproducer’saveragecostperunittofallasthescaleofoutputisincreased."
Economiesofscale"
isalongrunconceptandreferstoreductionsinunitcostasthesizeofafacilityandtheusagelevelsofotherinputsincrease.
(1)Economiesofscale.Unitcostreductionsassociatedwithalargescaleofoutput
•Largerproductionruns
•Largerfacilities
•Allocatingfixedcosts
(2)Diseconomiesofscale.Unitcostincreasesassociatedwithalargescaleofoutput
•Increasedbureaucracyassociatedwithlarge-scaleenterprises
•Resultingmanagerialinefficiencies
13、Trueeconomiesofscalearecostadvantagesassociatedwithlarge-sizedfacilitiesratherthanwithincreasedvolumethroughanexistingfacility.
14、Lifecycleofanindustry:
ReferstothestagesofIntroduction,Growth,MaturityandDecline,portrayshowsalesvolumeforaproductoranentireindustrychangesoveritslifetimeandhelpstounderstandthedynamicnatureofstrategy.15、So-calledproductlifecycle:
Referstotheproductfromenteringthemarket,themarketcycle,untilfinaloutofthemarketexperience.
简答论述:
一、潜在竞争者出现面临的障碍都有哪些障碍并举例
(Potentialcompetitors∕EntryBarriersP31)
Potentialcompetitors∕EntryBarriers:
Forcesthatkeepnewentrantsout,providingalevelofprotectionforexistingcompetitors,arecalledentrybarriers.
Examplesofentrybarrierscommonlyfoundinmanyindustriesincludethefollowing:
1、Economiesofscale,whichoccurwhenitismoreefficienttoproduceaproductinalargefacilityathighervolume.
2、Largecapitalrequirements,alsoknownasstart-upcosts,canpreventasmallcompetitorfromenteringanindustry.
3、Highlevelsofproductsdifferentiation,whichmeansthatsomefirmsenjoyaloyalcustomerbase,makingitharderforanewfirmtodrawawaycustomers.
4、Highswitchingcosts,applyingnotonlytosuppliers,canbeusedtopreserveestablishedfirmsinanindustry.
5、Limitedaccesstodistributionchannels,whichmaypreventnewcompaniesfromgettingtheirproductstomarket.
6、Governmentpoliciesandregulationsthatlimitentryintoindustry,effectivelypreventingnewcompetition.
7、Existingfirmprocessionofresourcesthataredifficulttoduplicateintheshortterm.Suchaspatents,favorablelocations,proprietaryproducttechnology,governmentsubsidies,oraccesstoscarcerawmaterials.(Costdisadvantagesindependentofscale)
8、Apasthistoryofaggressiveretaliationbyindustrycompetitorstowardnewentrants.(Threatofnewentries)
二、什么样资源、能力能使企业形成持续核心竞争力?
(SustainablecompetitiveadvantageP46)
Internalresourcesandcapabilitiesfallintofive:
human,physical,financial,knowledge,andorganizational.
Ingeneral,capabilitiesandresourcebecomestrengthswiththepotentialtocreateacompetitiveadvantageiftwoconditionsaremet.
1.Theresourceorcapabilitiesarevalue.
2.Theresourceorcapabilitiesareunique.
Inaddition,auniqueandvaluableresourcesorcapabilityactuallybecomesacompetitiveadvantageifthefollowingadditionalconditionsaremet:
1.Theorganizationissuitedtoexploitationoftheresourceorcapability.
2.Thefirm’smanagersareawareofthepotentialoftheresourceorcapabilitytoleadtoacompetitiveadvantageandhavetakenstepstorealizetheadvantage.
Finally,aresourceorcapabilitycanbeasourceofsustainablecompetitiveadvantageiftwoadditionalconditionsaremet:
1.Theresourceorcapabilitiesaredifficultorexpensivetoimitate.
2.Noreadilyavailablesubstitutesexist.
三、企业的社会责任感的概念以及包含哪些重点内容?
(SocialresponsibilityP15上课补充的)
Socialresponsibility:
theexpectationthatbusinessesorindividualswillstrivetoimprovetheoverallwelfareofsociety.
1、Economicresponsibility.Suchastheobligationtobeproductiveandprofitableandmeettheconsumerneedsofsociety.
2、Legalresponsibility.Toachieveeconomicgoalswithintheconfinesofestablishedlaws.
3、Moralobligations.Toabidebyunwrittencodes,norms,andvaluesimplicitlyderivedfromsociety.
4、Discretionaryresponsibility.Volitionalorphilanthropicinnature.
四、怎么实现低成本战略?
HowtoRealizetheLow-costStrategy(CostleadershipP95)
Low-costleadershipallowsafirmtocompetebyloweringpriceswhenneededwithoutbecomingunprofitable.
Firmspursuingalow-coststrategywilltypicallyemployoneormoreofthefollowingfactorstocreatetheirlow-costposition:
1.Highcapacityutilization.Whencustomerdemandishighandthefirm’scapacityisfullutilized,fixedcostsarespreadovermoreunits,loweringunitcost.
2.Economicofscale.Trueeconomiesofscalearecostadvantagesassociatedwithlarge-sizedfacilitiesratherthanwithincreasedvolumethroughanexistingfacility.
3.Technologicaladvances.Companiesmakinginvestmentsincost-savingtechnologiesareoftentradinganincreaseinfixedcostsforareductioninvariablecosts.
4.Learning/experienceeffects.Thelearningcurveeffectsaysthatthetimerequiredtocompleteataskwilldecreaseasapredictablefunctionofthenumberoftimesthetaskisrepeated.Experienceeffectsarethesamethingaslearningeffectsbutrelatetoindirectlaboraswellasdirectproductionlabor.
五、功能性(职能)战略的概念,发展比较好应具备什么特点?
(FunctionalstrategiesP137)
Functionalstrategies:
Functionalstrategiesaretheplansformatchingthoseskills,resources,andcapabilitiestothebusinessandcorporatestrategiesoftheorganization.
Thewell-developedFunctionalstrategiesshouldhavethefollowingCharacters:
1.Decisionsmadewithineachfunctionwillbeconsistentwitheachother.
2.Decisionsmadewithinonefunctionwillbeconsistentwiththoseinotherfunctions.
3.Decisionsmadewithinfunctionswillbeconsistentwiththestrategiesofthebusiness.
六、改善组织学习质量、提高组织学习数量,控制系统应该具备什么特征?
(Toenhancethequalityoforganizationallearning,thesecontrolsystemsshouldhavethefollowingcharacters)
a)Informationgeneratedbythecontrolsystemshouldbeanimportantandrecurringitemtobeaddressedbythehighestlevelsofmanagement.
b)Thecontrolprocessshouldalsobegivenfrequentandregularattentionfromoperatingmanagersatalllevelsoftheorganization.
c)Datafromthesystemshouldbeinterpretedanddiscussedinface-to-facemeetingamongsuperiorsandsubordinates.
d)Thesuccessofthecontrolprocessreliesonthecontinualchallengeanddebateofunderlyingdata,assumptions,andstrategies.
小论文:
多元化战略,结合实际认识,优缺点,对企业发展的影响。
(Diversificationstrategy)
1.WhatisDiversificationstrategy?
Afirm’sdiversificationstrategydescribesthescopeofthefirmintermsoftheindustriesandmarketsinwhichitcompetes.Diversificationcanbedividedintotwobroadcategories.
(1)Relateddiversificationimpliesorganizationalinvolvementinactivitiesthataresomehowrelatedtothedominantor“core”businessoftheorganization,oftenthroughcommonmarketsorsimilartechnologies.
(2)Unrelateddiversificationdoesnotdependonanypatternofrelatedness.Unrelateddiversificationhaslowerprofitabilityandhigherrisksthanthosepursuingothercorporate-levelstrategiessuchasconcentrationorrelateddiversification.
2.Advantagesanddisadvantages
(1)Advantages:
①Relateddiversificationstrategybringsadvantagestotheenterprise.
a)Thestrategicmatchinginthevaluechainisverysimilaraswellasopportunitiesfor
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