战略管理英文版Word文档格式.docx

1、 The term is used to describe the extent to which a firm is involved in several stages of the industry supply chain.6、Horizontal integration: The process of acquiring or merging with industry competitors to achieve the competitive advantages that arise from a large size and scope of operations.7、Div

2、ersification strategy describes the scope of the firm in terms of the industries and markets in which it competes.8、Related diversification implies organizational involvement in activities that are somehow related to the dominant or “core” business of the organization, often through common markets o

3、r similar technologies.9、Unrelated diversification does not depend on any pattern of relatedness. Unrelated diversification has lower profitability and higher risks than those pursuing other corporate-level strategies such as concentration or related diversification.10、Organizational fit: When two o

4、rganizations or business units are merged or acquisition happened, and the organizational management processes, cultures, system, and structures are matching（similar）, this is organizational fit.11、Marketing strategy: Marketing strategy is the plan for investing marketing efforts and resources （adve

5、rtising, branding, distribution, etc.）to achieve business goals.To support growth strategiesTo support a stability or retrenchment strategy 12、Economies of scale: Economies of scale refers to the cost advantages that an enterprise obtains due to expansion. There are factors that cause a producers av

6、erage cost per unit to fall as the scale of output is increased. Economies of scale is a long run concept and refers to reductions in unit cost as the size of a facility and the usage levels of other inputs increase.（1）Economies of scale. Unit cost reductions associated with a large scale of output

7、Larger production runs Larger facilities Allocating fixed costs（2）Diseconomies of scale. Unit cost increases associated with a large scale of output Increased bureaucracy associated with large-scale enterprises Resulting managerial inefficiencies13、True economies of scale are cost advantages associa

8、ted with large-sized facilities rather than with increased volume through an existing facility.14、Life cycle of an industry: Refers to the stages of Introduction, Growth, Maturity and Decline, portrays how sales volume for a product or an entire industry changes over its lifetime and helps to unders

9、tand the dynamic nature of strategy.15、So-called product life cycle: Refers to the product from entering the market ,the market cycle, until final out of the market experience. 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 （Potential competitorsEntry Barriers P31）Potential competitorsEntry Barriers: Forces that kee

10、p new entrants out, providing a level of protection for existing competitors, are called entry barriers.Examples of entry barriers commonly found in many industries include the following:1、Economies of scale, which occur when it is more efficient to produce a product in a large facility at higher vo

11、lume.2、Large capital requirements, also known as start-up costs ,can prevent a small competitor from entering an industry.3、High levels of products differentiation ,which means that some firms enjoy a loyal customer base, making it harder for a new firm to draw away customers.4、High switching costs

12、,applying not only to suppliers, can be used to preserve established firms in an industry.5、Limited access to distribution channels, which may prevent new companies from getting their products to market.6、Government policies and regulations that limit entry into industry, effectively preventing new

13、competition.7、Existing firm procession of resources that are difficult to duplicate in the short term. Such as patents, favorable locations, proprietary product technology, government subsidies, or access to scarce raw materials. （Cost disadvantages independent of scale）8、A past history of aggressiv

14、e retaliation by industry competitors toward new entrants.（Threat of new entries）二、什么样资源、能力能使企业形成持续核心竞争力？（Sustainable competitive advantage P46 ）Internal resources and capabilities fall into five: human, physical, financial, knowledge, and organizational. In general, capabilities and resource become

15、 strengths with the potential to create a competitive advantage if two conditions are met. 1. The resource or capabilities are value.2. The resource or capabilities are unique.In addition, a unique and valuable resources or capability actually becomes a competitive advantage if the following additio

16、nal conditions are met:1. The organization is suited to exploitation of the resource or capability.2. The firms managers are aware of the potential of the resource or capability to lead to a competitive advantage and have taken steps to realize the advantage.Finally, a resource or capability can be

17、a source of sustainable competitive advantage if two additional conditions are met:1.The resource or capabilities are difficult or expensive to imitate.2.No readily available substitutes exist.三、 企业的社会责任感的概念以及包含哪些重点内容？ （Social responsibility P15上课补充的）Social responsibility: the expectation that busin

18、esses or individuals will strive to improve the overall welfare of society.1、 Economic responsibility. Such as the obligation to be productive and profitable and meet the consumer needs of society.2、 Legal responsibility. To achieve economic goals within the confines of established laws.3、 Moral obl

19、igations. To abide by unwritten codes, norms, and values implicitly derived from society.4、 Discretionary responsibility. Volitional or philanthropic in nature.四、 怎么实现低成本战略?How to Realize the Low-cost Strategy （Cost leadership P95）Low-cost leadership allows a firm to compete by lowering prices when

20、needed without becoming unprofitable.Firms pursuing a low-cost strategy will typically employ one or more of the following factors to create their low-cost position:1. High capacity utilization. When customer demand is high and the firms capacity is full utilized, fixed costs are spread over more un

21、its, lowering unit cost. 2. Economic of scale. True economies of scale are cost advantages associated with large-sized facilities rather than with increased volume through an existing facility.3. Technological advances. Companies making investments in cost-saving technologies are often trading an in

22、crease in fixed costs for a reduction in variable costs.4. Learning/experience effects. The learning curve effect says that the time required to complete a task will decrease as a predictable function of the number of times the task is repeated. Experience effects are the same thing as learning effe

23、cts but relate to indirect labor as well as direct production labor.五、功能性（职能）战略的概念，发展比较好应具备什么特点？（Functional strategies P137）Functional strategies: Functional strategies are the plans for matching those skills, resources, and capabilities to the business and corporate strategies of the organization.T

24、he well-developed Functional strategies should have the following Characters:1.Decisions made within each function will be consistent with each other.2.Decisions made within one function will be consistent with those in other functions.3.Decisions made within functions will be consistent with the st

25、rategies of the business.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?（To enhance the quality of organizational learning ,these control systems should have the following characters ）a） Information generated by the control system should be an important and recurring item to be addressed by the highest levels of

26、management.b） The control process should also be given frequent and regular attention from operating managers at all levels of the organization.c） Data from the system should be interpreted and discussed in face-to-face meeting among superiors and subordinates.d） The success of the control process r

27、elies on the continual challenge and debate of underlying data, assumptions, and strategies. 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。（Diversification strategy）1What is Diversification strategy？A firms diversification strategy describes the scope of the firm in terms of the industries and markets in which it c

28、ompetes. Diversification can be divided into two broad categories.（1） Related diversification implies organizational involvement in activities that are somehow related to the dominant or “core” business of the organization, often through common markets or similar technologies.（2） Unrelated diversifi

29、cation does not depend on any pattern of relatedness. Unrelated diversification has lower profitability and higher risks than those pursuing other corporate-level strategies such as concentration or related diversification.2. Advantages and disadvantages（1） Advantages:Related diversification strategy brings advantages to the enterprise. a） The strategic matching in the value chain is very similar as well as opportunities for