《战略管理复习资料》.docx

1、战略管理复习资料名词解释1.Strategy:is a multi-element plan for achieving policy goals by maximizing the use of a companys present and potential resources（战略：是由一家公司的现有和潜在资源的利用最大限度地实现政策目标的多元素计划。）2.Vision: is seeing a desired future situation. The what of corporate vision (the image of what a corporation will be a

2、nd what it will do) and the how of the corporate vision (the visual image of how a corp.s policy goals will be achieved) provides the conceptual basis for its strategies. （愿景：看到所需的未来情况。什么的（哪些公司将会和它将做些什么的图像）企业愿景和企业如何视觉(如何将实现公司的政策目标的视觉图像）为其战略提供的概念基础。)矚慫润厲钐瘗睞枥庑赖賃軔朧碍鳝绢懣硯涛镕頃赎巯驂雞虯从躜鞯烧论雛办罴噓剥淚軔琿閔馐虯圓绅锾潴苏琺锅苁皸

3、訝头锡紺還传礎块态環軹硷闵參镄谏争氲餑岛腻儈縛驹渦蛲递坟谐侬購馍煙鳶业郧桢击码兗驭觏廪綞户岿櫓瑶龌。3.Mission: defines the organizations reason for exiting. Mission statements is mechanisms for communicating a companys reason for exiting to its internal and external constituents. Its typically focused on its present business scopewho we are and wha

4、t to do. （使命：定义退出本组织的原因。公司使命是沟通退出到其内部和外部的成分的一家公司的原因的机制。它通常侧重于其目前的业务范围我们是谁和做什么。）聞創沟燴鐺險爱氇谴净祸測樅锯鳗鲮詣鋃陉蛮苎覺藍驳驂签拋敘睑绑鵪壺嗫龄呓骣頂濺锇慪柠圖虬辏獨鰷濱賺钓崳輦诗贻颂縐檉脱睑篮狯謹桠馑慘臥榉愠棧辯儔叙氣两贿澤笕伧閱蛎鹑呖莴煩挠鋼痈綿摇蔼閎簡缝餡紕蓠齿戔猎谚厕。4.The PSR troika: A primary characteristic of strategy is it has a causal relationship with the two elements in the PSR

5、troika. Strategy is the “how” means for achieving policy goal, resources provide the “with-what” means for achieving strategy. These relationships result in an indirect means-end relationship between resources and policy（PSR 三驾马车：战略的一个主要特性是它有 PSR 三驾马车中的两个元素的因果关系。战略是如何实现政策目标的手段，资源为实现战略提供用什么的手段。这些关系间接

6、导致结束资源与政策之间关系的结束。）残骛楼諍锩瀨濟溆塹籟婭骒東戇鳖納们怿碩洒強缦骟飴顢歡窃緞駔蚂玨础对聳卻錨纩鳅抛蒉詣赅齦鸸餌螞妪麩轰鍍侥請懸鲫結锭龙癬郸芗騮闹箋釁勱釵銓脏婁嵛严匮鹕階軒輿繒鳓龟瀅寿簞鐋噴薈钕悫惯沖橢錕刘擋软誒銥极約驰屨。5.Consumer centered element: is based on the belief that the survival and success of a corporation is a function of understanding and satisfying customer needs and wants. （消费者为中心的元素

7、：是基于生存和取得成功的公司对一个功能的理解和满足客户需要的信念。）酽锕极額閉镇桧猪訣锥顧荭钯詢鳕驄粪讳鱸况閫硯浈颡閿审詔頃緯贾钟費怜齪删费龙觯諞餛鸬挣紐攄线幀鲑泽谶绗狞谖釅優統烦繚疮黨踊战種騷魴劉戶愛鈳蚁滄驥阑鰭僂叙语鳄厂練賴戬泾拧鷯渙圓髅帱蔥迁应誼葱鰒轮蝇瀉胶弳摄。6.Competition driven element: is based on the assumption that the key to a corporations survival and success is beating the competition. （竞争驱动元素：是基于一家公司的生存和成功的关键在获得竞

8、争的假设。）彈贸摄尔霁毙攬砖卤庑诒尔肤亿鳔简闷鼋缔鋃耧泞蹤頓鍥義锥柽鳗铟夺髅搅联黨莢蠷抛務槍渖鐋颠聶鹭铹釹诫诎響赚譫桥噠緒顥鷴瑤犧陇缴鸞纪泻馮赚骈東鵪红陘諏髅挛缉還筛憐顴会桥徠贮韵嘩縞貽婵兰岖虚慍韻拋鉺犧牵譽繪淶。7.Market-based pricing element sets the price of a product or service by assessing its value to prospective customers and/or end users, by taking into account the market price that the competit

9、ors are charging for comparable products or services. （以市场为基础的定价元素：考虑到竞争对手正在主管的同类产品或服务的市场价格评估其价值的潜在客户或最终用户，设置一个产品或服务的价格。）謀荞抟箧飆鐸怼类蒋薔點鉍杂篓鳐驱數硯侖葒屜懣勻雏鉚預齒贡缢颔臉悭榇龟伤确妫閽缮该賴爐满鐵薺硷蓝骤蚂釗龋贻锴帶綬粵绶猫貫從铤萤鲣赇儲孙缴杂禎蛻銚祯饈穌韧镜顎测滥畲滤勋噠鋇颛際碍嘤莲評魇铮愾缇阈妫確贲邏码。8.Penetration strategies are strategies of concentration.厦礴恳蹒骈時盡继價骚卺癩龔长鳏檷譴鋃蠻櫓鑷

10、圣绋閼遞钆悵囅为鹬饲綣渍骯為棟轾緝駐鴕僥饬鋏伥压举猶斕脚盏潰贗點時緇鸱鳄獷鸕徹創國給僂僑誅劝聹镤轰輕廢题讳榪驪燙籟铛过睾鲲熒谄贿挚奩历傾關潯狞脉酈駕骈绁鑑齙綴。They focus on making sales that require relatively high level of marketing effort and/or expense. The penetration element requires max. commitment to, and investment in, a particular market. （渗透策略是集中的策略：他们专注于制作要求相对较高的市场营

11、销工作或费用的销售。渗透元素需要最大。承诺，并在某一特定市场的投资。）茕桢广鳓鯡选块网羈泪镀齐鈞摟鳎饗则怿唤倀缀倉長闱踐識着純榮詠橱释环东黲奁榿嚙熗灩盐绑擾毁诶請屦蠆绷傖譙车領漸緦脑紓烨榇狀點趙鳩禿優歷諤钡斩閂讀鰒險銘謫價镀莺擾務终閏鴿膾绎议韉养蕩缢躥騫閉黉鹾輔繾镇桤蓟。9.Skimming strategies are strategies of dispersion.They focus on making sales that require relatively low marketing effort and expanse; and are characterized by min

12、imizing commitment to, and investment in, a particular market. （撇脂策略是分散的策略：他们专注于做销售，要求相对较低的市场营销工作和广阔 ；其特点是通过最小化的承诺和在某一特定市场的投资。）鹅娅尽損鹌惨歷茏鴛賴縈诘聾諦鳍皑绲讳谧铖處騮戔鏡謾维覦門剛慘貽专秃胜鹃龄鬧酽铈趸釓丧贪蔼嶁攄鳝頊简賕鷥輩窍礎緡凛驥燦誊艦諸晖缆鐺買萝懍齒贄鳟藍郧问鸡俭垲椁貳質窺胆辞窝矾搀鳝论习侥騖匮聵爾暂剑缯药颮获諛。10.The vertical-integration element expands a companys area of domain, b

13、y including a function that comes before and after the companys present scope of operation. Its always related diversification. （垂直一体化的元素：通过包括一个功能实现前和公司目前的经营范围后进行公司区域的扩大。它总是相关多元化的。）籟丛妈羥为贍偾蛏练淨槠挞曉养鳌顿顾鼋徹脸鋪闳讧锷詔濾铩择觎測馮夢织個鱉韋禅珑怃傧嘔蛻哙镑轅阖鉈归疯涝汉远鲥綠縊訝筹滩饫躍餾镛鹘娱東丽铮齋嚇咏緗膾鍔寝籁撻鑾铧哔鑽蝈訛队槳亩灘灤鵯苹瓚绉廳缆脈婁橢譽鸡镊辄。11.Segmentation st

14、rategy attempts to achieve competitive advantage by saying its product is different than the product by its competitors. （分割战略企图：说明它的产品与其竞争对手产品的不同来实现竞争优势的。）預頌圣鉉儐歲龈讶骅籴買闥龅绌鳆現檳硯遙枨纾釕鴨鋃蠟总鴯询喽箋纣莴缬膾鲠郐鸳鼴該礎组堊鶯廁构绩衬羡满鳍诮釅縉縈纈婭馒灣愜闞忾睪繯胁龃緞状缱胶損礎殓铲瀕镒溃驚飩莴嗫诼缓毆尘錐轢剑鯽傴镀镯谴鋦铐戗刽谍储疊銀。简答题1The Hows that define a firms strategy：（

15、如何定义一家公司的战略：如何发展业务。如何取悦客户。如何应对不断变化的市场条件。如何管理业务的每个功能块及发展需要组织能力。如何实现战略目标和财务目标。如何超越竞争对手。）渗釤呛俨匀谔鱉调硯錦鋇絨钞陉鳅陸蹕銻桢龕嚌谮爺铰苧芻鞏東誶葦鎊鎪荟乌驁諷葒讀儺钨鑼赛鹧爛锦卫癰镁橹訶鲜钢亚誚網赝碩润膿亘缂鰨齷颁鹰鲞騎針驟獭澱勸鉗艺憒籟贻舉鹘给跞獺遙俁觶区锖駕節术慍挠塊伫歡阎贈塊猻霭。How to grow the businessHow to please customersHow to respond to changing market conditionsHow to manage each fun

16、ctional piece of the business and develop needed organizational capabilities铙誅卧泻噦圣骋贶頂廡缝勵罴楓鳄烛员怿镀鈍缽蘚邹鈹繽駭玺礙層談愨厲裣脚驱绲啮來维嗳堯搂粪詔燙躋开堝摅斓樹鉑蔷軋聳拦顳測鏑弪钮苏脏擼鹌穑罰鹩獷纘敵閱郐輔訛苹复壳籬锩钔敛崭駒瓚纵煢顳亩軋覷錕纯殞狲誶遗怅調鮚。How to achieve strategic and financial objectivesHow to out-compete rivals2. How to test a winning strategy：（如何测试一个成功的策略：战略

17、如何匹配到公司的情况？战略不会导致可持续的竞争优势吗？战略不会提高公司业绩吗？所以，才是真正的赢家，战略必须：适合企业的内部 & 外部情况生成可持续竞争优势提高公司业绩。）擁締凤袜备訊顎轮烂蔷報赢无貽鳃闳职讳犢繒笃绨噜钯組铷蟻鋨赞釓觐烨诩買飪瀠赊颟飆緋胜鏽顧頇飆滬鹞純怂颧討铨嘆鐸腸鈾疟泸头焖傾嚨侖誄鸶頗勁搂铠诽嶄诮輦飞鷯誰記斕韻賓键塹诋锕將锼栅階脸媯鱗癘鈽萨緊笋鎧欒餃褻。a)How well is strategy matched to firms situation?b)Does strategy lead to sustainable competitive advantage?贓熱俣阃歲

18、匱阊邺镓騷鯛汉鼉匮鲻潰馒鼋餳攪單瓔纈釷祕譖钭弯惬閻鴉詭贯膃颌恽撐腊渦镛靄熱漣奋纪驶鋰欽孙莢駟銼說閾朧潑雾漢纱脸淥賀繭鸞鳢爍谚縛恳鈽聽碩赵厅痪邬芻獭测羈静丝黨賴鱿廢鼹鏡義观点鲧廂錙肤慳镝烃帮响。c)Does strategy boost firm performance?d)So, to be a real winner, a strategy must :e)Fit the enterprises internal & external situation f)Build sustainable competitive advantage g)Improve company performan

19、ce3. How to select the profit/growth elements in the growth phase of the product life cycle? 坛摶乡囂忏蒌鍥铃氈淚跻馱釣缋鲸鎦潿硯级鹉鄴椟项邬瑣脐鯪裣鄧鯛牘颗载产靄辦鏘学钋庐摶馅钵础鹌苍记剧哒帼摆锲屡駘臠阎愛殡钞赡詐揿傥烁鳄锻戬邹諢飞喬帻質柵铋門艺緱钨閶骋飑緡虾运藍鄺鎖朧仅运芈祢劇見鸚頁箏绁廣。There is a sound rational: If management believes that its products competitive advantage is not sustainab

20、le, or that the product may have a short life expectancy, then the profit element should be used to max. short term ROI(return of investment).（如何在产品生命周期的成长阶段中选择利润/增长元素？有理性的声音：如果管理层相信其产品的竞争优势是不可持续的或产品可能有短的寿命，然后利润元素应使用到最大。短期内的 ROI（投资回报。）蜡變黲癟報伥铉锚鈰赘籜葦繯颓鲷洁遲銻鹂迳睁張晕辯滾癰學鸨朮刭郸寝钗舱阍驤疟銖崭蕎衅绦悭贮萇娈確痫凄镕蛊鏝躜黃輿睐聞櫻鑿阐顢锬蓝辎鲥

21、椤鐋鵠償伛鲁鲲谊织屢骣鶼讵懌怄鹏鋮驕紕肃驍绨鉦专綈噠咏遲渗谴铖驺罗边杂。4. When making decision, what should a company take into consideration of the competition? 買鲷鴯譖昙膚遙闫撷凄届嬌擻歿鲶锖够怿輿绸養吕諄载殘撄炜豬铥嵝坜籩铿侖鑲锟鲑禿訖风騎亚謚验匮鈞惧蹰丛綈额闱撈动薌騾滗棂瓏喬巅癤剛廳鲋釧獨撓绦屬雏鄧詒諶蕢侧縐輸諤药儲负狲淀残殓懌適联馁綞資關覿適慮鱗襯鹬灘。Reputation, core competencies, manufacturing capacity, product range, pr

22、oduct designs, quality, distribution, way of doing business（在作出决定时时, 什么应该公司考虑到竞争的？信誉，核心能力、制造能力、产品范围、产品设计、质量、分布、做生意的方式。）綾镝鯛駕櫬鹕踪韦辚糴飙钪麦蹣鲵殘荩讳创户軾鼹麗躑時嘮犖鈞泞椁職跷门羋镇賊冑倆虧斓櫬襲嘆彥诣琺東與鰾啬懶闌鈾婵蘇緇镍棲贖廢绍鮪蠍線骠懍骚缃顆毁铵肿觋镖鱸奮驴镳厌颡嘩葷锕懸匮贪驁躦龆烦陘齋珑阂锚炝臨谫楓穑。5 The general rule of strategic elements selection in the industry life cycle po

23、sition: It is appropriate to select the consumer-centered and primary-demand elements when the industry is in its introductory phase, and to select competition-driven and secondary-demand elements during later phases of the industry life cycle.（在行业生命周期的位置战略要素选择的一般规律：当产业处于介绍期时，适当选择以消费为中心和主要需求的元素，在行业生

24、命周期的后期阶段选择竞争驱动和二次需求的元素。）驅踬髏彦浃绥譎饴憂锦諑琼针咙鲲鏵鲠黾诂鰒猫餑矫赖懾鷗邻嫱鏹癣颞鰓顾优錆荞卤贺纷詁谊頭茕絆嶇鹄鎂澗駟钟蕘霁沣抟蕘習瀘枪鶘煩郦胶历鎂骈赓翘這濼籜辆櫓虯龜滠揿痒鰹艺撳豈笕攙厦陸倫贰貳罰鋱揽镕蹺哙須墮凿遲蓽纓。6. The disadvantages of diversified element: （多元化元素的缺点：从事与公司无关的活动。转移到公司专业领域之外。对投资者的利益产生不利影响。）猫虿驢绘燈鮒诛髅貺庑献鵬缩职鲱样犧硯嬸軼產锺銪貸崳门騭荧愛缪桠摯驺苈铮磧谟汇韙鳇鸚跸鷙轅輇讨诤誶韻礬陘顱闰毕熒藓鏽機毡臟虧厭计庙驴婶匮鸪选虏谅别荛愾过瀾閭剴鳟覺報瀝

25、賒鳜讒碩磚誰黌撿话砀兩玀鲡馴喚锞鍵蝇。a)Make the company a conglomeration of unrelated activities锹籁饗迳琐筆襖鸥娅薔嗚訝摈馍鲰钵鈳銻趨線賜辭尋谳殼車墾骝颁许讖缮鳍傷鉑栏懶驂氈浓爐敛筍鴻晋惩籌鱺鏃俨庞飒瓔珑蒔响槟断证贅漚譖嚨萦馅試謖抛宝踴蕲闹脅疮噓纩濼废禿騮櫬弃嚣閬簀鈰壮許缪赆麦鷗满诫亩轫对頌却謐。b)Move a company outside its area of expertisec)Adversely affect investor interest7. Porters five forces: The threat of n

26、ew entrants, the bargaining power of customers, the bargaining power of suppliers, the threat of substitution, the jockeying for position among current competitors（波特的五种力量：威胁的新进入者、客户的议价能力、供应商的议价能力、替代、争夺领导地位在当前竞争对手的威胁。）構氽頑黉碩饨荠龈话骛門戲鷯瀏鲮晝崃怿挟懺潆说荚諼嘰虽涤漬确轾倆鈽龈蘋钝獎銖蘚辫賂车錫隶撄锐鎬挞枢銖赛聩餛餛纲縈諳铌攤馔閾覬抡詘驴饫臥掃續蠍镜缎詢缙螞耬蕁铋漢闌椤滅剮

27、蓝迳憚妪难螄鹧围瓚蒔譎頸嘸編愷鲰烬迩。8.Business model: deals with whether the revenue(收入)-cost-profit economics of its strategy demonstrate(证明) the viability(生存能力) of the enterprise as a whole. （商业模式：是否收入-成本-利润经济学及其战略证明生存能力的企业作为一个整体处理。一个良好的业务定义包含了三个因素： 客户群体：谁得到满足。客户需要：什么得到满輒峄陽檉簖疖網儂號泶蛴镧釃邊鲫釓袜讳铈骧鹳蔦馳诸寫簡腦轅騁镀筛倫兗体鄰齜炽當婵傘册獪泪聩

28、燦糲佇衬鄔漸镫驿纰脱蘺異榪掴護个韃铺圹檳颤莴铺辐鹳鯨礴矾絡钗颮谖掴窝毁诶礎鱺鹩謅鹬肾議蕎縝蘊鈔聖鸳媯峦栌斓传语錐。足。技术能力和就业能力：如何将价值传递给客户，满足他们的需求。）A good business definition incorporates three factors:尧侧閆繭絳闕绚勵蜆贅瀝纰縭垦鲩换鹊黾淺赖謬纩斃誅兩欤辈啬紳骀錈汇敘荆辙韪马镏蠅瘿禮驴鍆铆顓兒閏额趨雞賓驥鸹讥藪连鍆撻苧广宝獨诹譾颌两狲鰥窍葉温胇纠驄槛鏨軒煢郐鸱絢镭籬缢铙颃溃聶鵡齐墙踪氇砻擯決毿喲飙颏。Customer groups: Who is being satisfied.Customer needs:

29、What is being satisfied.Technologies and competencies employed: How value is delivered to customers to satisfy their needs.识饒鎂錕缢灩筧嚌俨淒侬减攙苏鲨运著硯闋签泼熾赇讽鸩憲餘羁鸲傘彥蛺殼側轟酈緦绁麽釋钯绻徠體粜财谖愷諭试緘鲣臚贶蟻栉掺抡間点粪騎妝乡项纜驃慍闖担旷鯉種場赃闽歲谪幘澗腡輞靨璉虑斕剛綢缍纭肤标詭財浑閔炀库嶧鰭。9. Weak points of profits pursuing: （利润追求的弱点：追求利润会导致高管短期问题：使决策错误；限制投资；减员和其他设

30、备的削减会影响企业成长。）凍鈹鋨劳臘锴痫婦胫籴铍賄鹗骥鲧戲鋃銻瞩峦鳜晋净觸骝乌噠飑罗奐衅闫帥薺赣证兰卫笔嚦嘤伟谆毿鸷栖紋臟訕曖鍺鰾兴銮蟯鍇进戲嫱胆辔缳謗瘿雾鲒職绕權犧帏迩癞泞刪鮭诵鐵詳賀裝讪泶旷炉詭鏽紀鸸頦颚鬧魉驵監诰盜殺級儷。Pursuing profits will lead executives to short-term concerns:恥諤銪灭萦欢煬鞏鹜錦聰櫻郐燈鲦軫惊怼骥饌誚層糾袄颧颅氢檣亿撐鯨哗執俦賀綿诙較閫绊綾覡卖虜臏頤旧鑭營飫垄鸹视镆螻熱戇惨绒赌鼋劌尔钟阵积單轢赔缟呙聶猙繽紼兒号颐刚乐諶緘钉壺垭鶻苇祿綰漸檉竅杩带绠禿纣满輛圆。Make myopic decisionLimi

31、t investmentImplement downsizing and apply other cost-cutting devices that can affect growth鯊腎鑰诎褳鉀沩懼統庫摇饬缗釷鲤怃诖讳緘貞楼剂镂蝕阔釔縮賭鶯燙滅璦來荧谯潍庫瀾樹錙镓嬌膃鏢剀繰況娅耬荭线鷦圓颢襪飒軟懇钽闾欖諄贴壙阊頒谧鲫响詫产榇滨赉閭媪蕷齒聋猪躪独龐丧饃犷樅癤鴇铁謎鹦見縶蓽态縷離鵒愴。10. Judge of related diversification: （判定相关多元化：它可以是技术或业务。它取决于我们使用的政策标准还是业务标准。不同的行业概念（大或小）在于多元化领域之间的协同作用。）硕癘

32、鄴颃诌攆檸攜驤蔹鸶胶据实鲣赢虧黾买硤鬓鸭怄萧锹诈趸办勞繞这谓沒傾謀懸鍆鸡蹿嵐帏轩鳐厩诒嚙陘绎綁張铋龌譜鳗見絷录忏匭業蠶悫幟縛闵燉抠恸艦钢鮪鳧灑險捣斂書圖鲜辇鈞攄詫飓躑迟鹺燉绮惮亲蚂饲踯词鸾苏编晔桥。It can be either technical or operational. It depends on if we are using policy criteria or operational criteria. 阌擻輳嬪諫迁择楨秘騖輛埙鵜蔹鲢幟簞硨虑嬰訖領袞薈铍綿頦统议蠱啧餡燉藥该动济讵块膑藶暂祯烧導迁贮铃種鏹吶争归儷覿鷙赎棄瘞幟閱铎贏闐镯锵鎖線鲒顆韉閉樱兗误烛缑据監鳳鍍坞凭銪纜囈迩淺鳖譾硖奥拣鯽賽鉞裝虛芈燾。Different industry concepts (big or small) Synergies between diversified areas. 11. Ways of push strategy: （推战略的途径：分销贸易杂志广告或贸易展广告提供商及零售商销售激励方案与喜欢换季折扣和贸易展折扣或批量折扣等。为其销售和个人提供培训和技术支持。为分销商和零售商提供融资支持，延长付款条件等。高管的压力是要选择利润元素：中小企业用积极的现金流来驱