外國企業(yè)的發(fā)展戰(zhàn)略 (英文版)

外國企業(yè)的發(fā)展戰(zhàn)略(英文版)21.DefinitionStrategyisthedeterminationofthemissionandthebasiclong-termobjectivesofanenterprise,followedbytheadoptionofcoursesofactionandallocationofresourcesnecessarytoachievetheseaims.Policiesaregeneralstatementsorunderstandingsthatguidemanagers'thinkingindecisionmaking.3UnderstandingofstrategyWherearewe?Wheredoyouwanttogo?Howcanwegetthere?4CasestudyWhatisthemajorbusinessofSamsung?WhatisthemainproblemofmostKoreanconglomerates?WhatisthebasicvalueofSamsung?Accordingtothebasicvalueanditsphilosophy,whichareemphasizedinSamsung?Whatcanwelearnfromthecase?★

5TheStrategicPlanningProcessInputstotheorganizationIndustryanalysisEnterpriseprofileDevelopmentofalternativestrategiesEvaluationandchoiceofstrategiesMedium-andshort-rangeplanningImplementationthroughreengineering,staffing,leadership,andcontrolConsistencytestingandcontingencyplanning;62-1InputstotheorganizationPeople;Capital;Managementskills;Technicalskills;……Goalsofstakeholders;Employees;Consumers;Suppliers;Stockholders;Governments;Community;72-2Industryanalysis★

Competitionwithinanindustry;Thepossibilityofnewfirms;Theavailabilityofsubstitute;Thebargainingpositionsofsuppliers;Thebargainingpositionsofbuyers8ExternalenvironmentEconomicfactors;Socialfactors;Politicalfactors;Legalfactors;Demographicfactors;Technologicalfactors;Ecologicalfactors;9InternalenvironmentWeshouldanalyzethestrengthsandweaknessesofeachdepartment;Humanresources;Financialresources;Thecompanyimage;Organizationstructure;Organizationclimate;Planningandcontrolsystem;Publicrelations;102-4DevelopalternativesSpecializationorconcentration;Diversification;Internationalexpansion;Liquidationstrategy;Retrenchmentstrategy;11Casestudy---

AlternativesofTunHeToestablishsubsidiaries;toformjointventureswithfamouscompanyinsoftdrinkToacquirealistedcompanyandcontrolitsmanagementandoperation?122-5EvaluationandchoiceofstrategyRisks;Timing;Thereactionofcompetitors;132-6/7ImplementationofstrategyStrategyshouldbetranslatedintomiddle-termorshort-termplans.Reengineeringtheorganization,staffing,andprovidingleadershipisrequiredinimplementationofthestrategy;143.theTOWSMatrix★

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WhatistherelationshipbetweentheSWOTMatrixandtheTOWSMatrix?WhatisthemajorfunctionoftheTOWSMatrix?WhatdoesTOWSstandfor?HowmanyalternativestrategiesaccordingtotheTOWSMatrix?Elaborateeachalternativestrategyandillustrate15DefinitionoftheTOWSMatrixTheTOWSMatrixisaconceptualframeworkforasystematicanalysisTheTOWSfacilitatesmatchingtheexternalthreatsandopportunitieswiththeinternalweaknessesandstrengthsoftheorganization.16TOWSMatrix174AlternativeStrategies★

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SOstrategy: Maxi–MaxiWOstrategy: Mini–MaxiSTstrategy: Maxi–MiniWTstrategy: Mini–Mini18煙臺啤酒2003年結論—競爭關鍵因素：n

銷售模式n

品牌與產品n

人

優(yōu)勢劣勢2

深度分銷模式2

純生、黑生生產技術2

煙臺地區(qū)的品牌忠誠2

系統(tǒng)的營銷管理能力2

區(qū)域化地名品牌2

大的城市市場的銷售營銷經驗少2

資本擴張潛力小機會2

啤酒消費的時尚性帶來的個性化；2

流通領域變革2

中高檔份額擴大2

膠東地區(qū)是大集團的戰(zhàn)略空白點2

完善深度分銷，保證煙臺市場，提供資金流2

加強品牌管理，利用地域情節(jié)鞏固品牌忠誠2

利用純生、黑生擴大市場區(qū)域增加中高份額2

創(chuàng)新銷售模式，適應流通變革，進入城市市場；2

創(chuàng)新時尚性中高檔品牌進入中高端市場、個性市場威脅2

啤酒產業(yè)集中帶來的高競爭；2

青島啤酒的進入2

行業(yè)競爭將從對生產轉為對市場/人力資源的競爭2

在煙威地區(qū)構建網絡/品牌優(yōu)勢求得生存2

營銷管理機制的完善保證市場資源和人力資源2

在區(qū)外利用周期性差異化產品/品牌創(chuàng)新求得發(fā)展194.BusinessPortfolioMatrix★

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20BusinessPortfolioMatrixTwodimensions;Fourquadrants;Howcanwedealwithdifferentbusiness?Howaboutthecashflowineachquadrant;Whatistheapplicationofthematrix?Commentsonthematrix21BusinessPortfolioMatrixTwodimensionsRelativecompetitiveposition(marketshare)BusinessgrowthrateFourpositionsQuestionmarksStarsCashcowsDogs225.HierarchyofCompanyStrategiesThecorporate-levelstrategy.Executivescrafttheoverallstrategyforadiversifiedcompany.Businessstrategiesaredevelopedusuallybythegeneralmanagerofabusinessunit.Functionalstrategies.Theaimistosupportthebusinessandcorporatestrategies.236.FiveForcesinIndustryAnalysisThecompetitionamongcompaniesThethreatofnewcompaniesenteringthemarketThepossibilityofusingsubstituteproductsorservicesThebargainingpowerofsuppliersThebargainingpowerofthebuyersorcustomers247.Porter’sGenericStrategies★

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OverallCostLeadershipStrategyDifferentiationStrategyFocusedStrategy(lowcostordifferentiation)25HowcanwemakeoverallcostleadershipstrategyTransferplantsfromhigherlaborcostcountriestolowerlaborcostcountriesTosimplifythepackageTosimplifythefunctionsofproductsSacrificethequalityofproductsorservicesToreducethemarketingexpensesTolookforrawmaterialswithlowpriceToutilizethelatesttechnologiesToexpandtheproductionscale268.DelphiTechnique★ThebackgroundofDelphiTechniqueTheprocessofDelphiTechniqueThepurposeoftheDelphiTechnique27TheprocessofDelphiTechniqueSelectapanelofexperts;AskexpertstomakeaforecastanonymouslyCompiletheanswersandgivefeed