战略管理英文版Word文档格式.docx

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