Internet and Strategy Management
全球最佳的50本商业书籍
全球最佳的50本商业书籍1. 败者的游戏（The Intelligent Investor）2. 货币金融学（The Theory of Money and Credit）3. 策略（Strategy）4. 金字塔原理（The Pyramid Principle）5. 经济学原理（Principles of Economics）6. 需求（The Power of Now）7. 解密（How to Win Friends and Influence People）8. 向量机（The Elements of Statistical Learning）9. 创新者的窘境（The Innovator's Dilemma）10. 终极测量（Ultimate Measurement）11. 行动执行（Execution）12. 优化过程设计（Designing the Customer-Centric Organization）13. 空间优化（Spatial Optimization）14. 签名妓女（The Signature of All Things）15. 大数据（Big Data）16. 个人品牌（The Brand Called You）17. 传播价值（Value Proposition Design）18. 卖命（The Hard Thing About Hard Things）19. 企业架构（Enterprise Architecture）20. 数据仓库解决方案（Data Warehousing Solutions）21. 金融市场（Capital Markets）22. 高阶战略（Advanced Strategy）23. 领导（Leadership）24. 数字营销（Digital Marketing）25. 投资的艺术（The Art of Investing）26. 风险管理（Risk Management）27. 战略可持续性（Sustainability Strategy）28. 企业社会责任（Corporate Social Responsibility）29. 创业生态系统（Startup Ecosystem）30. 创新与创造力（Innovation and Creativity）31. 营销策略（Marketing Strategy）32. 品牌管理（Brand Management）33. 数据分析（Data Analytics）34. 人才管理（Talent Management）35. 项目管理（Project Management）36. 创业者精神（Entrepreneurial Spirit）37. 创业哲学（Startup Philosophy）38. 投资策略（Investment Strategy）39. 全球竞争（Global Competition）40. 媒体管理（Media Management）41. 商业模式（Business Model）42. 数字化转型（Digital Transformation）43. 市场调查（Market Research）44. 供应链管理（Supply Chain Management）45. 风险投资（Venture Capital）46. 高科技企业（High-Tech Companies）47. 创新管理（Innovation Management）48. 品牌建设（Brand Building）49. 网络营销（Internet Marketing）50. 国际贸易（International Trade）。
Information Systems, Organizations, Management, and Strategy
Essentials of Management Information Systems, 6e
Chapter 3 Information Systems, Organizations, Management, and Strategy
Organizations and Information Systems
What organizational factors explain why France and Germany have had such different experiences adopting e-commerce?
3.14
Essentials of Management Information Systems, 6e
3.9
Essentials of Management Information Systems, 6e
Chapter 3 Information Systems, Organizations, Management, and Strategy
Organizations and Information Systems
Common Features of Organizations
Additional Features of Organizations
• Standard Operating Procedures (SOPs): Precise procedures to cope with all expected situations
Chapter 3 Information Systems, Organizations, Management, and Strategy
The Changing Role of Information Systems in Organizations
战略管理竞争性和全球化
战略管理竞争性和全球化作者：XXX日期：2022年3月22日此文档格式为word，下载后可编辑修改。
Strategic ManagementCompetitiveness and globalization:Concepts & CasesThird EditionHitt, Ireland, HoskissonChapter I Strategic Management and Strategic CompetitivenessChapter 2 The External Environment Opportunities, Threats, IndustryCompetition and Competitor AnalysisChapter 3 The internal Environment: Resources, Capabilities and CoreCompetencies Chapter 4 Business-Level StrategyChapter 5 Competitive DynamicsChapter 6 Corporate Level StrategyChapter 7 Acquisitions and RestructuringChapter 8 International StrategyChapter 9 Cooperative StrategiesChapter 10 Corporate GovernanceChapter 11 Organizational Structure and ControlChapter 12 Strategic LeadershipChapter 13 Corporate Entrepreneurship and innovationCHAPTER 1STRA TEGY & STRA TEGIC COMPETITIVENESSLearning Objectives:1. Understand thel. Define strategic competitiveness, competitive advantage and above-average returns.2. Discuss the challenge of strategicmanagement.3. Describe the new competitive landscape and how it is being shaped by global and technological changes.4. Use theindustrial organization (I/O) model to explain bow firms can earn above-average returns.5. Use the resources based model to explain how firms can earn above average-returns.6. Describe strategic intent and strategicmission and discuss their value to the strategic management process.7. Define stakeholders and describe the three primary stakeholder groups' ability to influence organizations.8. Describe the work of strategists.9. Explain the strategic management process.Chapter Outlines1. Strategy and Strategic Management2.The Challenge of Strategic Management:●The global economy and globalization,●Technological change and diffusion,The information age and increasing knowledge intensity3. The I/O Model of Above-Average Returns4.The Resource-based Model of Above-Average Returns5.Strategic Intent and Strategic Mission6.Stakeholdersanizational Strategists8.Review QuestionsTeaching Focus: It may be very good to begin this lecture with a general comment thatChapter I provides an overview ofthe strategic management process. In this Chapter, theAuthors introduces a numberof terms and models that students will study in more detail in Chapters 2 through 13. Stress the importance of students paying careful attention to theconcepts introduced in this Chapter so that they are well grounded in the strategicmanagement concept before proceeding further.This Chapter's Opening Case discusses the changes taking place in the telecommunications industry and the effects of these changes on the industry's competitive landscape.Opening Case A New World Order in the Telecommunications industryThe Federal Communications Commission voted to allow foreign companies increased accessto the U.S. market.A World Trade Organization Agreement saw 69 countries agree to open theirTelecommunications markets.Countries of the European Union are deregulating their telecommunications markets andpreviously protected franchises are now open to foreign and domestic competition.Emerging markets such as China present significant opportunities to telecommunications firmsfrom around the world.The ability of firms to compete successfully in this new competitive landscape, will bedetermined by their abilities to marshal (meaning: control and organize) vast amounts of resources. As an example, in 1996, therequired investment in the global telecommunicationsinfrastructure was $ 160 billion, an amountthat seems small compared to the $ 1 trillion opportunity in China alone. And vast investmentsalso will be required to maintain competitive technological parity throughout Europe and Asia aswell as in the U.S.As implied by the Chapter title---strategic Management and Strategic Competitiveness---and illustrated by the discussion of changes taking place in the telecommunications industry, the primary purpose ofthe strategic management process is to enable firms to achieve strategic competitiveness and earn above-average returns. An in-depth discussion of international (global) strategies will be found in Chapter 8.Definitions:strategyStrategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy. By implementing a value-creating strategy that current and potentialcompetitors are not simultaneously implementing and that competitors are unable to duplicate the benefits of, a firm achieves a sustained or sustainable competitive advantage.Above average returns represent returns that exceed returns that investors expect to earn from other investments with similar levels of risk (investor uncertainty about theeconomic gains or losses that will result from a particular investment). In other words, above average-returns exceed investors' expected levels of return for given levels of risk.. So long as a firm can sustain (or maintain) a competitive advantage, investors will earn above-average returns.Teaching suggestion: Point out that, in the long run, firms must earn at least average returnsand provide investors with average returns ifthey are to survive. If a firm earns belowaverage returns and provides investors with below-average returns, investors will withdraw their funds and place them in investments that earn at least average returns.Strategic Management Process is a framework that can assist firms in their quest for strategic competitiveness, it is the full set of commitments, decisions and actions required fora firm to systematically achieve strategic competitiveness and earn above-average returns-This process is illustrated in Figure 1-1 .The dynamic nature ofthe strategic management process is indicated by feedback linkages among the three primary elements: strategic inputs, strategic actions and strategic outcomes.Strategic inputs, in the form of information gained by scrutinizing the internal environment and scanning the external environment are used to develop the firm's strategic intent andstrategic mission.Strategic actions are guided by the firm’s strategic intent and strategic mission, and are represented by strategies that are formulated or developed and subsequently implemented or put into action.Strategic outcome is the result of a firm’s strate gy implemented. A desired strategic outcome---strategic competitiveness and above-average returns---result when a firm is able to successfully formulate and implement value-creating strategies that others are unable to duplicate.Feedback links the elements ofthe strategic management process together and helps firms continuously adjust or revise strategic inputs and strategic actions in order to achieve desired strategic outcomes.This Chapter also will discuss two approaches to the strategic management process. The first,the industrial organization model, suggests that the external environment should be considered asthe primary determinant of a firm's strategic actions. The second is the resource-based model, which perceives the firm’s resources and capabilities (the internalenvironment) as critical linksto strategic competitiveness. Following the discussion in this Chapter, as well as in Chapters 2and 3, students should see that these models must be integrated to achieve strategicCompetitiveness.THE CHALLENGE OF STRATEGIC MANAGEMENTAs noted in earlier comments, all firms--and managers--are challenged to achieve strategic competitiveness and earn above-average returns. And, the challenge can be formidable. A primary challenge facing managers today is the need to recognize--as illustrated by the comments on such firms as IBM, Union Pacific, Honda and The Limited--that the strategic management process and the striving for strategic competitiveness takes place in a dynamic global economy. As a result of this ongoing struggle, success today does not necessarily equate with success tomorrow.Honda has had to make major changes to survive in the global automobile market. In its attempt to make its flagship Accord more sporty, it found that the car was too small to satisfy the expectations and not sporty enough to satisfy Japanese buyers. As a result, it has designed the Accord around a ``world car'' design with alterations to meet different market expectations. Its U.S. Accord is now larger, the Japanese model is smaller and contains more ofthe high-technology features desired by Japanese buyers and a smaller European version has been introduced.TABLEI-1 Top Ten Wealth CreatorsAs shown in Table 1-1, Coca-Cola and General Electric continue to lead the least of wealth creators forthe second consecutive years they have created more wealth (measured by market value added) than other U.S. firms. However, The balance ofthe listing indicates the shifting nature of success for the other firms.Since 1992, Microsoft has improved from number 14 to number three on the list.Intel has leaped from number 74 in 1992 to the number four position in 1997.While the other changes in the list have not been as dramatic as those reported for Microsoft and Intel, students should recognize that the dynamics ofthe new competitive landscape have resulted in a shuffling ofpositions for the other firms on the list.The transient nature of strategic competitiveness is pointed out even more clearly when one Realize that only 2 of the 25 largest U.S. industrial corporations in 1900 remain competitive in the 1990s and that four members of 1997's top ten were not among the top ten in 1992.It also should be noted that firms in the global telecommunications industry--including AT&T, Nippon Telephone & Telegraph and WorldCom must be prepared to compete differently than they have in the past ifthey hope to achieve long-term strategic competitiveness. One key to success will be which firms' strategies will represent the best fit between the demands ofthe external environment and the resources and capabilities in their respective internal environments.THE NEW COMPETITIVE LANDSCAPEThis new competitive landscape can be described as one in which the fundamental nature of competition is changing in a number ofthe world's industries. And, the boundaries ofindustriesare becoming blurred and more difficult to define.Consider changes that have taken place in the entertainment and communications industries: Traditional broadcast networks--ABC, NBC and CBS--now must compete with cable networks such as ESPN, A&E, HBO and Showtime as well as with cable systems.Rupert Murdoch's News Corp. (owner ofthe Fox Network) formed a strategic alliance with Tele-Communications Inc (the largest U.S. cable system) to develop a venture that is intendedto control a global web of sports TV networks.Disney's 1996 purchase of Cap Cities/ABC has resulted in a media network that includes a broadcast network (ABC), a cable station (The Disney Channel) as well as motion picture production and distribution, newspapers, magazines and theme parks.Innovative companies such as AT&T, Sony and Microsoft have indicated that they areinterested in participating in this new entertainment-communications industry.The new competitive landscape thus implies that traditional sources of competitive advantage---economies of scale and large advertising budgets---may not as important in the future as they were in the past. The rapid and unpredictable technological change that characterizes this new competitive landscape implies that managers must adopt new ways of thinking. The new competitive mind set must value flexibility, speed, innovation and integration.A term often used to describe the new realities ofcompetition is hypercompetition, a conditionthat results from the dynamics of strategic moves and countermoves among innovative, global firms: a condition ofrapidly escalating competition that is based on price-quality positioning. battles to achieve first-mover advantage and battles to protect or to invade established product or geographic markets (that will be discussed in more detail in Chapter 5).Teaching suggestion; Two primary drivers ofthe new competitive landscape are illustrated in Figure 1-2The New Competitive Landscape1. Technology and technological change●Technology is changing rapidlyTechnology diffuses rapidly, not only across company boundaries but also across national borders.Information technology is changing both rapidly and dramatically.●Knowledge is becoming increasingly important2. The global economyPeople, goods, services and ideas move freely across geographic bordersSignificant opportunities emerge in multiple global marketsMarkets and industries are becoming more internalizedThe Global EconomyA global economy is one in which goods, services, people, skills and ideas move freely across geographic borders.Also, globalization is referred to as the shift toward a more integrated and interdependent world economy. Globalization has two main components: the globalization of markets and the globalization of production.The Globalization of MarketsThe globalization of markets refers to the merging of historically distinct and separate national markets into one huge global marketplace.The tastes and preferences of consumers in different nations are beginning to converge on some global norm, thereby helping to create a global market. The global acceptance of consumer products such as Citicorp credit cards, Coca-Cola, Levi's jeans, Sony Walkmans, Nintendo game players, and McDonald's hamburgers are all frequently held up as prototypical examples of this trend.The expansion of some huge firms creates a global market. Firms such as Citicorp, Coca-Cola, McDonald's, and Levi Strauss are more than just benefactors of this trend; they are also instrumental in facilitating it. By offering a standardized product worldwide, they are helping to create a global market.Markets for industrial goods and materials that serve a universal need the world over such as aluminum, oil, and wheat, the markets for industrial products such as microprocessors, DRAMs (computer memory chips), and commercial jet aircraft; and the markets for financial assets from US Treasury Bills to eurobonds and futures have become global markets. Markets for consumer products are still often to act as a brake on globalization because of the national differences in tastes and preferences.diversity is replaced by greater uniformity, because s ome firms, especially some multinational companies bring with them many of the assets that have served them well in other national markets--including their products, operating strategies, marketing strategies, and brand names-creating a certain degree of homogeneity across markets. Thus, diversity is replaced by greater uniformity.As rivals follow rivals around the world, these multinational enterprises emerge as an important driver of the convergence of different national markets into a single, and increasingly homogenous, global marketplace.Due to such developments, in an increasing number of industries it is no longer meaningful to talk about "the German market," "the American market," "the Brazilian market," or "the Japanese market"; for many firms there is only the global market.The emergence of this global economy results in a number of challenges and opportunities.For instance, many now consider Europe to be the world's largest single market (despite the difficulties of adapting to multiple national cultures and the lack of a single currency).Including the nations that make up the former Soviet Union and the rest of the Eastem bloc, the European economy has a gross domestic product (GDP) of $ 5 trillion with 700 millionpotential customer. In addition, China is seen as an emerging giant that is expected to have a higher GDP (but a lower per capita output) than Japan by 2015 or sooner.In the eyes of many observers, the U.S., Europe and Japan are relatively equal contenders in the race to be the most competitive nation or economic bloc in the 21st century. And, exports are becoming an even more important segment of the economy, especially in the U.S., as indicatedby the following:●42% ofU.S. economic growth was based on exportsExports and imports accounted for approximately 28% of U.S. gross domestic product in1997, up from 21% in 1991The competitive advantage in global technology is expected to drive continued export growth for U.Sfirms into the 21st centuryWhile large firms may commit resources to global markets more quickly than small and mid-size firms, in 1995, over one-half (50%) of U.S. midsize companies were competing inmarkets outsideof the U.S.U.S. firms are successfully penetrating Japan's high-tech, automobile, consumer goods and retailing marketsIn 1995, U.S. exports increased 12 % over 1994, exceeding $800 billionExports are expected to reach the $1trillion level by 1998The largest share of U.S. exports currently go to Europe, Canada and JapanThe fastest growth in demand for U.S. goods and services is projected to be in Asian markets (excluding Japan); from 1996 to 2000, expected annual growth is 12 %.The March of GlobalizationGlobalization is the spread (or diffusion) ofeconomic innovations around the world and the political and cultural adjustments that accompany this diffusion.In essence, globalization seems to have gathered a momentum of its own because of increased levels ofinterdependence among industrialized nations●the needs ofdeveloping countriesthe continuing disintegration or dropping oftrade barriersintensified international integration ofmultiple national opportunitiesfinancial capital may be exported between national marketsmanufacturing equipment purchased in a third nation may be installed in plantsaround the worldraw materials may be sourced from a variety ofnational markets, imported into stillother national markets for production and then finished products exported all over theglobe.The internationalization or globalization ofmarkets and industries often makes itimpractical to classify many firms as purely domestic or foreign. Consider Honda, a majorplayer in the global automobile industry, which recently.●employed some 14,300 people in the U.S,sold 660,000 units in the U.S. (73% were produced in the U.S.)used 75% U.S. content in the cars manufactured in the U.S.purchased $2.9 billion of parts from U.S. supplierspaid $2 1/2 billion in federal income taxesinvested $3 billion on a U.S. research and development centerexported 40,000 cars made in the U.S. to other national markets, including JapanTeaching suggestion; The following Strategic Focus can be used to discuss thedynamics of globalization and the challenges presented to firms.Strategic FocusThe March of Globalization Wal-Mart, China and BeyondWith its recent moves, Wal-Mart is extending its reach beyond its dominant position in U.S. retailing, by exporting its formula for success into global markets..Wal-Mart has purchased Cifra SA, its former joint venture partner in Mexico for $I .2 billion It has expanded its traditional intemational focus beyond Canada and Mexico by opening superstores in Argentina, Brazil, Indonesia and ChinaBut, Wal-Mart is not the only firm that is following the march toward globalization.Motorola has invested $2 billion to develop a fabrication plant in ChinaEnron has entered into a joint venture with Singapore Power to develop power projectsthroughout AsiaCitgo, the largest gasoline retailer in the U.S., is owned by Petroleum de Venezuela.While globalization seems an attractive strategy for competing in the new coinpetitive landscape, there are risks as well. These include such factors as:Building the firm's ability to successfully manage operations in multiple foreignmarketsThe difficulties may accompany venturing into too many international marketstoo quicklyNote; Indicate that the risks that often accompany internationalization andstrategies for minimizing their impact on firms will be discussed in more detail inChapter 8.Because of its economic benefits, it is likely that the trend toward further globalization ofindustries will be unstoppable. For example, using the Europe-U.S.-Japan Triad as an example, free trade is expected to positively impact the Triad with a5 to 10% increase in annual economic outputs ofmanufactured goods and a15 to 20% additional increase in economic outputs from free trade in servicesThis potential for continued economic growth means that all industrialized nations must continue to seek the expansion of agreements--such as the European Union, NAFTA andGAAT--that will eliminate national laws that impede free trade among all nations.As a result of the new competitive landscape, firms of all sizes must re-think how theycan achieve strategic competitiveness by positioning themselves to ask questions from amore global perspective to enable them to (at least) meet or exceed global standards:●Where should value-adding activities be performed?Where are the most cost-effective markets for new capital?Can products designed in one market be successfully adapted for sale in othermarkets?How can we develop cooperative relationships or joint ventures with other firms thatwill enable us to capitalize on international growth opportunities?Companies of all sizes and in all industries will continue to feel continuing pressurefrom globalization, especially as Asian markets continue to develop outside of Japan. And the continuing increase of globalization and the spread of information technology will likely enable other countries to develop their industrial bases as well.As a result of globalization and the spread of information technology, competition willbecome more intense. For example,Customers--even domestic customers--will continue to expect high levels of productquality at competitive pricesGlobal competition will continue to pressure companies to shorten productDevelopment--introduction time framesStrategically competitive companies successfully leverage insights learned both indomestic and global markets, modifying them as necessaryBefore a company can hope to achieve any measure of success in global markets, itmust be strategically competitive in its domestic marketTechnology and Technological ChangeThree technological trends and conditions are significant altering the nature ofcompetition:increasing rate oftechnological change and diffesion●the information age●increasing knowledge intensityIncreasing Rate of Technological Change and DiffusionBoth the rate of change and the introduction of new technologies have increased significant over the last 20 years.A term that is used to describe rapid and consistent replacement of current technologies bynew, information-intensive technologies is perpetual innovation.This implies that innovation--to be discussed in more detail in Chapter 1 3--must becontinuous and carry a high priority for all organizations.The shorter product life cycles that result from rapid diffusion of innovation oftenmay mean that products will become indistinguishable from each other, placing acompetitive premiumon a firm's ability to rapidly introduce new products into themarketplace. In fact, speed-to-market may become the sole source of competitive advantage.The Information AgeChanges in information technology have made rapid access to information available to firms all over the world, regardless of size. Consider how the increase in the numberof relatively inexpensive personal computers (PCs), their linkage throughcomputer networks, cellular phones and the ability to access massive data bases havecombined to increase the speed and diffusion of information and information technologies as well as to turn the ability to access and use information into apotential source of competitive advantage:rapid flow of information and the more efficient management of increased information sharing capability using electronic or e-mailincrease in the number and power (or capability) ofPCs. information-carrying infrastructure available to firms world-wide through theInternet and World Wide Webcompanies being wired to link themselves to customers, employees, vendors andsuppliers around the globetrade conducted on the Internet is expected to increase dramatically from $7.8billion in1997 to $ 105 billion by 2000The continued rapid introduction and diffusion of new information technologies alsomay have interesting implications for firms such as America Online (AOL), as theybattle to both understand and create users' future information access and use needs.To better position itself, AOL acquired its largest competitor, CompuServe, throughan agreement with WorldCom. As a result, AOL has increased its revenues almost 40-fold, from $53 million in 1993 to $2 billion in 1997.Increasing Knowledge intensity.It is becoming increasingly apparent that knowledge--information, intelligence andexpertise--may not only be a critical organizational resource, but may be a source ofcompetitive advantage. As a result:Organizations must improve their ability to transform the accumulatedknowledge of employees into a firm assetShareholder value can be positively impacted by the value of a firm’s intangibleassets, such as knowledge (Note; Intangible assets will be discussed more fully in Chapter 3.)This means that, to achieve competitive advantage in the new, information-intensivecompetitive landscape, firms must move beyond accessing information to exploitinginformation by:●Capturing intelligence●Transforming intelligence into usable knowledge●Embedding it as organizational learning●Diffusing it rapidly throughout the organizationThe implication of this discussion is that, to achieve strategic competitiveness and earn above-average returns, firms must develop the ability to adapt rapidly to change or achieve strategic flexibility.Strategic flexibility represents the set of capabilities---in all areas of their operations ---that firms use to respond to the various demands and opportunities that are found in dynamic, uncertain environments. This implies that firms must develop certain capabilities, including Organizational slacks which affords firms with the ability to respond to environmentalchanges.The capacity to learn continuously, which provide the firm with new skill-sets.Teaching suggestion;Use the text' s example of Coca-Cola's development of aneffective distribution system and the establishment of anchor bottlers--in their globalbottling network--to build the resources and expertise necessary that enable Coca-Cola to enable the strategic flexibility that will enable them to take advantage ofopportunities across a broad range of global markets.Two models describing key strategic inputs to a firm's strategic actions are nextdiscussed: the Industrial Organization (or externally-focused) model and the Resource-based (or internally-focused) model.THE I/O MODEL OF ABOVE ARAGE RETURNSTeaching suggestion; The recommended teaching strategy for this section is to first discuss the assumptionsunderlying the I/O model. Then, use Figure 1-3 to introduce linkages in the I/O model and provide the background for an expanded discussion of the model in Chapter 2.The I/O or Industrial Organization model adopts an external perspective to explain that forcesoutside of the organization represent the dominant influences on a firm’s strategic actions. Inother words, this model presumes that the characteristics of and conditions present in the external environment determine the appropriateness of strategies that are formulated and implemented inorder for a firm to earn above-average returns.The I/O model is based on the following four assumptions:The external environment--the general, industry and competitive environments--imposes pressures and constraints on firms and determines strategies that will result in superior returns.In other words, the externalenvironment pressures the firm to adopt strategies to meet that pressures while simultaneously constraining or limiting the scope of strategies that might be。
Strategic Management Concepts and Cases战略管理概念与案例
21st Century Competitive Landscap
■ Introduction: The Competitive Landscape (CL)
■ Pace of change i s rapid ■ P a r t n e r s h i p s c r e a t e d by mergers &a c q u i s i t i o n s (M& ■ Other CL c h a r a c t e r i s t i c s : Economies of s c a l e ,
· Destroy value of existing technology · Create new markets
12
21st Century Competitive Landscape
■ Technology and Technology Changes (Cont’d)
■ 1 . Technology d i f f u si o n &d i s r u p t i v e technologie ■ 2 . The information age ■ 3 . Increasing knowledge i n t e n s i t y
6
Chapter 1 : S t r a t e g i c Management and Strategic Competitiventent areas
■ Nature of Competition ■ The 21st Century Competitive Landscape ■ I/O Model of Above-Average Returns (AAR) ■ Resource-Based Model of AAR ■ Stra te gic Vision and Mission ■ Stakeholders ■ Strategic Leaders ■ The S t r a t e g i c Management Process
互联网旅游企业财务风险管理研究以携程网为例
互联网旅游企业财务风险管理研究以携程网为例一、本文概述Overview of this article随着互联网的快速发展和普及，互联网旅游企业作为新型经济形态的代表，逐渐崭露头角并呈现出蓬勃的发展态势。
然而，伴随着市场竞争的日益激烈和外部环境的不确定性增加，互联网旅游企业在财务管理方面面临着诸多风险。
本文旨在探讨互联网旅游企业的财务风险管理问题，并以携程网为例进行深入分析。
With the rapid development and popularization of the Internet, Internet tourism enterprises, as representatives of new economic forms, are gradually emerging and showing a vigorous development trend. However, with the increasingly fierce market competition and the increasing uncertainty of the external environment, Internet tourism enterprises are facing many risks in financial management. This paper aims to explore the financial risk management of Internet tourism enterprises, and take Ctrip as an example for in-depth analysis.携程网作为国内领先的在线旅游服务平台，其业务涵盖了酒店预订、机票购买、旅游度假等多个领域，拥有庞大的用户群体和丰富的行业资源。
然而，随着市场的不断变化和竞争加剧，携程网在财务管理方面也面临着诸多挑战。
互联网加计划英语作文
互联网加计划英语作文标题，Internet Plus Initiative: A Catalyst for Innovation and Development。
In the era of rapid technological advancement, the Internet has become an indispensable tool that permeates every aspect of modern society. With the introduction ofthe Internet Plus initiative in China, spearheaded by Premier Li Keqiang in 2015, a new wave of innovation and development has swept across the nation, reshapingtraditional industries and fostering the growth of emerging sectors. This essay explores the impact of the InternetPlus initiative on China's economy, society, and technological landscape, drawing insights from both governmental policies and public responses.At its core, the Internet Plus initiative seeks to integrate the Internet with traditional industries,fostering a synergistic relationship that enhances efficiency, promotes innovation, and drives economic growth.By leveraging the power of digital technologies such as big data, cloud computing, and artificial intelligence, the initiative aims to modernize and upgrade traditional industries, propelling them towards greater competitiveness in the global market. Key sectors targeted by theinitiative include manufacturing, agriculture, healthcare, finance, and logistics, each presenting uniqueopportunities for transformation and optimization.One of the most notable impacts of the Internet Plus initiative is its transformative effect on China's manufacturing industry. Traditionally known as the "world's factory," China has long been synonymous with mass production and low-cost labor. However, with rising labor costs and increasing competition from other developing nations, the traditional model of manufacturing is nolonger sustainable. In response, the Internet Plusinitiative has prompted a shift towards smart manufacturing, characterized by the integration of information technology and industrial processes. Through the adoption of technologies such as the Internet of Things (IoT) and robotics, manufacturers are able to improve productionefficiency, reduce waste, and customize products accordingto individual consumer preferences. This not only enhances the competitiveness of Chinese manufacturers but also paves the way for the development of high-value-added industries.In addition to manufacturing, agriculture has also witnessed significant transformations under the Internet Plus initiative. Agriculture plays a crucial role inChina's economy, employing a large portion of thepopulation and ensuring food security for the nation. However, traditional agricultural practices are oftenlabor-intensive, inefficient, and environmentally unsustainable. To address these challenges, the Internet Plus initiative promotes the application of digital technologies in agriculture, often referred to as "smart agriculture" or "agritech." Through the use of sensors, drones, and data analytics, farmers are able to monitorcrop growth, optimize resource allocation, and minimize environmental impact. Furthermore, e-commerce platforms and online marketplaces connect farmers directly with consumers, eliminating intermediaries and ensuring fairer prices for agricultural products. As a result, smart agriculture notonly improves productivity and efficiency but also promotes rural revitalization and poverty alleviation.Moreover, the Internet Plus initiative hasrevolutionized the way healthcare services are deliveredand accessed in China. With an aging population and increasing demand for quality healthcare, traditional healthcare systems are facing unprecedented challenges in terms of accessibility, affordability, and efficiency. In response, the initiative promotes the development of "Internet hospitals" and telemedicine platforms, enabling patients to consult with doctors remotely and accessmedical services online. Furthermore, the integration ofbig data and AI technologies facilitates disease prevention, early diagnosis, and personalized treatment,revolutionizing the practice of medicine and improving patient outcomes. By breaking down geographical barriersand leveraging digital technologies, Internet hospitals not only improve healthcare access for underserved populations but also alleviate the burden on traditional healthcare facilities.Additionally, the Internet Plus initiative has had a profound impact on China's financial sector, driving the development of financial technology (fintech) and digital payment systems. With the widespread adoption of mobile internet and smartphones, cashless payments have become the norm in China, facilitated by popular mobile payment platforms such as Alipay and WeChat Pay. These platformsnot only offer convenience and security but also generate vast amounts of transaction data, which can be leveragedfor risk assessment, credit scoring, and targeted marketing. Furthermore, blockchain technology is increasingly being utilized for secure and transparent transactions, revolutionizing traditional banking and finance. By embracing fintech and digital innovation, China's financial sector is undergoing a rapid transformation, empowering individuals and businesses with greater access to financial services and opportunities.Furthermore, the Internet Plus initiative has revolutionized the way goods are distributed and delivered through the development of digital logistics platforms. Traditionally, logistics and supply chain management havebeen plagued by inefficiencies, delays, and high costs. However, with the advent of digital technologies such as big data analytics, GPS tracking, and autonomous vehicles, logistics companies are able to optimize routes, reducefuel consumption, and improve delivery times. Furthermore, the integration of e-commerce platforms with logistics networks enables seamless order fulfillment and last-mile delivery, enhancing the overall shopping experience for consumers. As a result, digital logistics not only reduces costs and improves efficiency but also drives innovation in the retail industry, enabling businesses to reach customers more effectively and expand into new markets.In conclusion, the Internet Plus initiative has emerged as a catalyst for innovation and development in China, transforming traditional industries, fostering the growth of emerging sectors, and driving economic prosperity. By integrating the Internet with key sectors of the economy, the initiative has unleashed new opportunities for businesses, entrepreneurs, and consumers alike, propelling China towards a more digitalized, interconnected, and innovative future. However, challenges such as digitaldivide, data privacy, and cybersecurity remain to be addressed, highlighting the need for continued policy support, investment in infrastructure, and collaboration between government, industry, and academia. As China continues to embrace the opportunities of the digital age, the Internet Plus initiative will undoubtedly play a central role in shaping the country's trajectory towards sustainable growth, technological leadership, and shared prosperity.。
信息技术常用术语中英文对照表
信息技术常用术语中英文对照表1. 互联网 (Internet)2. 网络安全 (Cybersecurity)3. 云计算 (Cloud Computing)5. 大数据 (Big Data)6. 机器学习 (Machine Learning)7. 物联网 (Internet of Things)8. 虚拟现实 (Virtual Reality)9. 增强现实 (Augmented Reality)10. 数字化转型 (Digital Transformation)11. 数据挖掘 (Data Mining)12. 信息安全 (Information Security)13. 信息技术 (Information Technology)15. 服务器 (Server)16. 客户端 (Client)17. 网络协议 (Network Protocol)18. 软件开发 (Software Development)19. 数据库 (Database)20. 编程语言 (Programming Language)21. 操作系统 (Operating System)22. 硬件 (Hardware)23. 软件 (Software)24. 网络基础设施 (Network Infrastructure)26. 数字营销 (Digital Marketing)27. 网络攻击 (Cyber Attack)28. 数据加密 (Data Encryption)29. 信息架构 (Information Architecture)30. 网络安全漏洞 (Cybersecurity Vulnerability)31. 信息系统 (Information System)32. 网络安全策略 (Cybersecurity Strategy)33. 网络安全意识 (Cybersecurity Awareness)34. 数字化战略 (Digital Strategy)35. 网络安全法规 (Cybersecurity Regulation)36. 信息安全标准 (Information Security Standard)37. 网络安全解决方案 (Cybersecurity Solution)38. 网络安全威胁 (Cybersecurity Threat)39. 信息安全事件 (Information Security Incident)40. 网络安全审计 (Cybersecurity Audit)41. 信息安全风险管理 (Information Security Risk Management)42. 网络安全监控 (Cybersecurity Monitoring)43. 信息安全培训 (Information Security Training)44. 网络安全事件响应 (Cybersecurity Incident Response)45. 信息安全政策 (Information Security Policy)46. 网络安全评估 (Cybersecurity Assessment)47. 信息安全意识提升 (Information Security Awareness)48. 网络安全培训 (Cybersecurity Training)49. 信息安全策略 (Information Security Strategy)50. 网络安全管理体系 (Cybersecurity Management System)信息技术常用术语中英文对照表51. 网络服务 (Network Service)52. 数据传输 (Data Transmission)53. 信息架构 (Information Architecture)54. 信息安全审计 (Information Security Audit)55. 信息安全认证 (Information Security Certification)56. 信息安全管理体系 (Information Security Management System)57. 信息安全策略 (Information Security Strategy)58. 信息安全培训 (Information Security Training)59. 信息安全意识 (Information Security Awareness)60. 信息安全风险管理 (Information Security Risk Management)61. 信息安全事件 (Information Security Incident)62. 信息安全标准 (Information Security Standard)63. 信息安全法规 (Information Security Regulation)64. 信息安全解决方案 (Information Security Solution)65. 信息安全威胁 (Information Security Threat)66. 信息安全监控 (Information Security Monitoring)67. 信息安全评估 (Information Security Assessment)68. 信息安全政策 (Information Security Policy)69. 信息安全审计 (Information Security Audit)70. 信息安全认证 (Information Security Certification)71. 信息安全管理体系 (Information Security Management System)72. 信息安全策略 (Information Security Strategy)73. 信息安全培训 (Information Security Training)74. 信息安全意识 (Information Security Awareness)75. 信息安全风险管理 (Information Security Risk Management)76. 信息安全事件 (Information Security Incident)77. 信息安全标准 (Information Security Standard)78. 信息安全法规 (Information Security Regulation)79. 信息安全解决方案 (Information Security Solution)80. 信息安全威胁 (Information Security Threat)81. 信息安全监控 (Information Security Monitoring)82. 信息安全评估 (Information Security Assessment)83. 信息安全政策 (Information Security Policy)84. 信息安全审计 (Information Security Audit)85. 信息安全认证 (Information Security Certification). 信息安全管理体系 (Information Security Management System)87. 信息安全策略 (Information Security Strategy)88. 信息安全培训 (Information Security Training)89. 信息安全意识 (Information Security Awareness)Management)91. 信息安全事件 (Information Security Incident)92. 信息安全标准 (Information Security Standard)93. 信息安全法规 (Information Security Regulation)94. 信息安全解决方案 (Information Security Solution)95. 信息安全威胁 (Information Security Threat)96. 信息安全监控 (Information Security Monitoring)97. 信息安全评估 (Information Security Assessment)98. 信息安全政策 (Information Security Policy)99. 信息安全审计 (Information Security Audit)100. 信息安全认证 (Information Security Certification)信息技术常用术语中英文对照表51. 网络服务 (Network Service)52. 数据传输 (Data Transmission)53. 信息架构 (Information Architecture)54. 信息安全审计 (Information Security Audit)55. 信息安全认证 (Information Security Certification)56. 信息安全管理体系 (Information Security Management System)57. 信息安全策略 (Information Security Strategy)58. 信息安全培训 (Information Security Training)59. 信息安全意识 (Information Security Awareness)Management)61. 信息安全事件 (Information Security Incident)62. 信息安全标准 (Information Security Standard)63. 信息安全法规 (Information Security Regulation)64. 信息安全解决方案 (Information Security Solution)65. 信息安全威胁 (Information Security Threat)66. 信息安全监控 (Information Security Monitoring)67. 信息安全评估 (Information Security Assessment)68. 信息安全政策 (Information Security Policy)69. 信息安全审计 (Information Security Audit)70. 信息安全认证 (Information Security Certification)71. 信息安全管理体系 (Information Security Management System)72. 信息安全策略 (Information Security Strategy)73. 信息安全培训 (Information Security Training)74. 信息安全意识 (Information Security Awareness)75. 信息安全风险管理 (Information Security Risk Management)76. 信息安全事件 (Information Security Incident)77. 信息安全标准 (Information Security Standard)78. 信息安全法规 (Information Security Regulation)79. 信息安全解决方案 (Information Security Solution)80. 信息安全威胁 (Information Security Threat)81. 信息安全监控 (Information Security Monitoring)82. 信息安全评估 (Information Security Assessment)83. 信息安全政策 (Information Security Policy)84. 信息安全审计 (Information Security Audit)85. 信息安全认证 (Information Security Certification). 信息安全管理体系 (Information Security Management System)87. 信息安全策略 (Information Security Strategy)88. 信息安全培训 (Information Security Training)89. 信息安全意识 (Information Security Awareness)90. 信息安全风险管理 (Information Security Risk Management)91. 信息安全事件 (Information Security Incident)92. 信息安全标准 (Information Security Standard)93. 信息安全法规 (Information Security Regulation)94. 信息安全解决方案 (Information Security Solution)95. 信息安全威胁 (Information Security Threat)96. 信息安全监控 (Information Security Monitoring)97. 信息安全评估 (Information Security Assessment)98. 信息安全政策 (Information Security Policy)99. 信息安全审计 (Information Security Audit)100. 信息安全认证 (Information Security Certification) 101. 数据库管理系统 (Database Management System)102. 编程语言 (Programming Language)103. 硬件 (Hardware)104. 软件 (Software)105. 操作系统 (Operating System) 106. 服务器 (Server)107. 客户端 (Client)108. 网络协议 (Network Protocol) 109. 软件开发 (Software Development) 110. 数据库 (Database)111. 编程语言 (Programming Language) 112. 操作系统 (Operating System) 113. 硬件 (Hardware)114. 软件 (Software)115. 服务器 (Server)116. 客户端 (Client)117. 网络协议 (Network Protocol) 118. 软件开发 (Software Development) 119. 数据库 (Database)120. 编程语言 (Programming Language) 121. 操作系统 (Operating System) 122. 硬件 (Hardware)123. 软件 (Software)124. 服务器 (Server)125. 客户端 (Client)126. 网络协议 (Network Protocol)127. 软件开发 (Software Development) 128. 数据库 (Database)129. 编程语言 (Programming Language) 130. 操作系统 (Operating System) 131. 硬件 (Hardware)132. 软件 (Software)133. 服务器 (Server)134. 客户端 (Client)135. 网络协议 (Network Protocol) 136. 软件开发 (Software Development) 137. 数据库 (Database)138. 编程语言 (Programming Language) 139. 操作系统 (Operating System) 140. 硬件 (Hardware)141. 软件 (Software)142. 服务器 (Server)143. 客户端 (Client)144. 网络协议 (Network Protocol) 145. 软件开发 (Software Development) 146. 数据库 (Database)147. 编程语言 (Programming Language) 148. 操作系统 (Operating System) 149. 硬件 (Hardware)150. 软件 (Software)。
McAfee指南：实施10个步骤的网络安全指南说明书
White PaperTable of Contents1. Develop an Information Security and Risk-Management Regime 32. Secure System Configuration Management Strategy 33. Establish an Anti-Malware Strategy 44. Network Security Strategy 65. Security Monitoring Strategy 7 Summary 8Government is undergoing a transformation. The global economic condition, coupled with explosion of IT capability, and an evolving, persistent threat landscape, has forced a reinvention of the service delivery and business model of the government. This change in business requirements is also forcing a change in how security is perceived and implemented throughout the enterprise.In order for the government to realise the value it can achieve through digital services, the resilience of systems must be assured and enterprises must improve their capability to defend against continuous cyber assaults. The 10 Steps to Cyber Security guidance, produced by Communications-Electronics Security Group (CESG), the information security arm of the UK Government Communications Headquarters (GCHQ), represents a template for threat prevention capabilities that will help enterprises tangibly improve their cyber defence capacity and the resilience of their digital systems. This white paper describes the five measures McAfee believes will help an organisation successfully implement the CESG guidance to improve their cyber resilience and security posture.1. Develop an Information Security and Risk-Management RegimeA successful information risk management programme starts at the top of the organisation. Establishing a culture of risk management and accountability ensures that security becomes part of the business and not an afterthought. Secondly, articulating the information assurance policy framework formally anchors the security programme. This framework will include the policies and processes that form a secure, high-assurance foundation for the organisation. The 10 Steps to Cyber Security policy framework, recommended by CESG, should include some of the following key components:• Home and mobile worker.• Acceptable use of government systems.• Malware prevention.• Privileged account management.• Removable media.An associated 10 Steps process framework will include some of the following key components:• Training, certification, and awareness programme for users, operators, and security specialists.• Secure configuration development and patch management.• Incident management programme that includes monitoring and incident response processes.• Penetration testing to assess security processes and control readiness.Finally, incorporating cyber risk factors into business decisions regarding service assurance or new service deployment ensures that security becomes operational in the business.McAfee® Foundstone Strategic Consulting Services, as part of strategic security engagement, can assess the current security programme and guide an organisation through the essential elements of developing an effective Information Security and Risk Management Regime.2. Secure System Configuration Management StrategyEmploying baseline secure configurations of system architecture is an essential component of cyber risk management. However, secure configurations are not static elements. They must be continually reviewed to keep up with threat condi-tions, new business functionality, or policy requirements. A process of Design, Test, Monitor, and Control will enable a secure configuration management process. Typically, the process starts with a system assessment to Design the baseline configuration, added security functionality, and change management process. Baseline configurations are usually available for commercial off-the-shelf operating systems and applications. However, custom web applications and databases may need further testing to develop a secure configuration.McAfee Foundstone Services , as part of a strategic security engagement, can assess the current security configurations, conduct additional penetration testing, and conduct code review for the custom applications.Once deployed, the system should be continually tested for new vulnerabilities and monitored for unauthorised changes to the baseline and any potential intrusions. The 10 Steps to Cyber Security recommends conducting regular scans to assess vulnerabilities using automated tools that support open standards like the Security Content Automation Protocol (SCAP). McAfee Vulnerability Manager and McAfee Policy Auditor solutions support these open standards and facilitate configuration monitoring through the McAfee ePolicy Orchestrator ® (McAfee ePO ™) security management platform. In addition to operating system vulnerabilities, it is important to test web applications and databases. These applications form a critical backbone of most digital government systems but are usually not tested nor monitored regularly as part of this process. Through the same management platform, organisations can also use McAfee Web Application Assessment Module and McAfee Vulnerability Manager for Databases to scan and test these critical applications and systems.Figure 1: Basic secure configuration management reference architecture.One of the most important functions in this process is selecting the additional security controls that will harden the system against a variety of threat vectors. According to the 10 Steps to Cyber Security, the baseline security controls must include the capabilities to restrict removable media devices, conduct regular antivirus scans, and implement data-at-rest encryption. The McAfee ePO security management platform, first employed to conduct vulnerability and configuration assessments, can be now be used to easily deploy those additional baseline security controls.3. Establish an Anti-Malware StrategyMalware is the tool of choice for any cyberattacker and has many potential vectors into an organisation. However, most organisations mistakenly equate anti-malware with antivirus. As malware has become increasingly sophisticated and the attack surface increasingly diverse, a successful anti-malware strategy must include a dynamic capability to Prevent, Detect, and Respond in order to limit the impact of malware as an attack vector.Although not mentioned directly in the 10Steps guide, it is a good practice to identifyand label these critical assets within thesecurity information and event managementsystem. This information on the criticality ofsystems provides essential context duringincident response.Although the 10 Step s guide requiresmanaging and monitoring privilegedusers’ accounts, it is very challenging fororganisations to get granular control andvisibility over the use of administrativeaccounts. Through the McAfee ePO securitymanagement platform and McAfee SecurityInnovation Alliance (SIA) partner Avecto,McAfee makes it easy for governmentorganisations to meet this requirement.Check the McAfee SIA website for moreinformation on the McAfee-AVECTOintegration.A layered defence to malware starts with the user. Although layered defences most often addresses technology, users must be trained to recognise attack methods, such as phishing, and understand where to report suspicious activity. Since many successful attacks often target a specific user, training is an essential anti-malware control. McAfee Foundstone services, as part of a strategic engagement, will design a recurring and accountable user security awareness programme. This programme ensures that both users and specialists become the first and last line of defence against malware. In addition, McAfee Foundstone can provide specialist security training, such as Forensic and Malware Analysis, for the Security Operations and Intelligence Centre (SOIC) analysts.Protecting the user device is the next stage in the strategy. The end-user device baseline security config-uration recommended by CESG already includes antivirus as a first layer of defence. Hardening the end-user devices or servers with additional security capability beyond antivirus, such as application whitelisting and reputation intelligence, will provide an effective defence at the host layer, even against malware that uses zero-day exploits. Security and change events generated at the host should be centrally collected, monitored, and analysed by the SOIC to detect potential incidents. Through the McAfee ePO security management platform, McAfee makes it simple to deploy application controls and enable extended behavioural-based security functions, such as reputation intelligence within McAfee VirusScan ® Enterprise software already deployed at the endpoint. Security events are also collected through the McAfee ePO platform and reported to the McAfee Enterprise Security Manager, the McAfee Security Information and Event Management (SIEM) system, for correlation and incident response services. Although application whitelisting and antivirus are effective prevention tools, malware is a multi-stage attack utilising several vectors into and out of the protected network. A comprehensive anti-malware strategy must include a network capability to recognise malware behaviours on the network and to protect end-user devices that may not support host-based security controls, such as smartphones or tablets. Since the most common delivery and command vector for malware is via the web, it is recommended to deploy web content anti-malware inspection at the Internet perimeter to betterprotect end-user devices or detect behavioural evidence of malware already inside the network. Byemploying the McAfee Web Gateway with its strong anti-malware capability—including sophisticatedcontent emulation, a gateway anti-malware engine, botnet identification, and reputation intelligence—organisations not only increase their resilience against malware but also their agility to adopt newenabling technologies. As with host-security events, events from McAfee Web Gateway should becentrally collected, monitored, and analysed by the SOIC to detect potential incidents.As mentioned, a comprehensive anti-malware strategy involves a people, process, and technology approach.One of the key processes is a breach response strategy that will Identify, Validate, Contain, and Respond tosecurity incidents. When a suspicious event is identified, security analysts in the SOIC must rapidly validate themalware, uncover its characteristics, and find affected hosts in order to contain the impact, such as data lossor further compromise. Having direct access to automated malware analysis tools and real-time data sourceswill greatly increase the speed of analysis and reduce the impact of malicious cyber activity. The McAfeeadvanced sensor grid, including the McAfee Network Security Platform and McAfee Web Gateway, willidentify malware in motion.Today, McAfee uses the McAfee Global Threat Intelligence ™ (McAfee GTI ™) network to quickly sharedetections of emerging malware threats. The McAfee host and network products detect a suspicious fileand contact the McAfee Global Threat Intelligence network to see if it has a reputation. Based on thatreputation, as well as network connection reputation, and other factors, the McAfee products can make a decision to block the file.McAfee ApplicationContro l also enablesthe organisation tomeet other controlsrecommended by the 10Steps to Cyber Security,such as locking downoperating systemsand software. McAfeeApplication Controlcan also be extendedto include real-time fileintegrity checking formonitoring changesto critical systems. Theadditional data providedby Application Controlcan be monitored withinthe McAfee EnterpriseSecurity Manager. Thiswill improve the incidentmanagement programmeby enabling more effectivedetection of breach attempts.McAfee Application Control can also be deployed on embedded operating systems.McAfee Web Gateway also meets the require-ment in the 10 Steps to Cyber Security guide for a proxy at the network perimeter. By extending the web security to include identity controls, an organisation coulddevelop a fuller pictureof user behaviour andmore effective policyenforcement.McAfee is also developing a new integrated, advanced malware detection appliance, called McAfee Advanced Threat Defense. If the content cannot be validated immediately, it will be automatically sent to the Advanced Threat Defense system for behaviour deconstruction and analysis. Advanced Threat Defense will assign a fingerprint to the malicious file and distribute this threat intelligence locally—to McAfee-protected endpoints and network gateways—and, if you permit, that DAT will also be sent to the McAfee Global Threat Intelligence network. Through this intelligence exchange, McAfee products on your site and at other customer sites will be able to protect against this newly identified malware.• The new DAT will allow any infected system to be identified and cleaned by McAfee VirusScan (the scanning engine inside McAfee endpoint protections).• The network security products will block transmission of that content over the network to prevent reinfection within your infrastructure.• The web and email gateways will block inbound reinfections.• The endpoint protections will block infection directly on the host (through an infected USB stick, for example.)• Real Time for McAfee ePO can be used to ensure all endpoints have pulled down the new DAT and run a scan to seeif the malware is present.This combination of sensor, analysis, and automated response is unique in the industry and will greatly reduce the impact of malware on the environment.Figure 2: Basic anti-malware reference architecture.4. Network Security StrategyThe role of network security is expanding and changing with the expansion of digital services in government. Traditionally, network security devices functioned as traffic cops governing which network addresses can pass or which protocols can traverse the Internet perimeter. While still providing that function, the goal of the network security strategy is to Deny, Delay, and Disrupt the ability of an attacker to get in and move around on the protected network systems.To enable this strategy, network security devices have evolved from controlling addresses to identifying and controlling application access across multiple security zones within the enterprise. This is aligned with the 10 Steps to Cyber Security recommendations to protect both the internal and external network boundaries.Dividing the network into logical security zones requires different checkpoints for an attacker. T ypically, one of the internal security zones is the consolidated or shared-services datacentre. An effective datacentre network security strategy requires an application layer firewall for controlling application access and an intrusion prevention sensor to protect the sensitive applications from vulnerability exploitation. Other potential network security zones include partner and cross-domain network interconnections. Each of those connections requires an application firewall to control access, although the risk of vulnerability or malware exploitation is low across these perimeters. The greater concern is the access to, or loss of, sensitive data to unauthorised business or coalition partners. Best practice recommends a network data loss prevention solution be deployed and monitored at these perimeter locations.The adoption of cloud services presents unique challenges for traditional perimeter security solutions. While an application layer firewall provides granular traffic control at the Internet perimeter, many applications are exposed to external cloud services through application programme interfaces. Today, on-premises deployment of a centralised service gateway is recognised as the best practice deployment pattern for the application-to-application, web-based service interaction models. A service gateway enables the organisation to develop a standards-based policy enforcement point that is integrated with internal identity management and auditing/monitoring infrastructure.5. Security Monitoring StrategyWith the sophistication and persistence of malicious cyber activity combined with the complexity of security information, detecting or anticipating a security breach requires an organisational monitoring and intelligence strategy, trained specialists, and a 24/7 SOIC. Developing a monitoring strategy starts with an understanding of attack methods. Using threat intelligence will determine the data sources that are most effective to identify and validate an incident. The monitoring strategy must also reflect other requirements from regulations such as GPG13. Once requirements are established, the data collection architecture can be built to support the various breach response or other monitoring use cases.The 10 Steps to Cyber Security recommends collecting various data types such as network traffic, security events, server and device events, and user behaviour, as the foundation of the monitoring capability. Centralising this data inside McAfee Enterprise Security Manager will facilitate rapid data mining for both identification and validation. The McAfee Enterprise Security Manager easily scales to handle high-volume data sources while still enabling rapid data retrieval for reporting and analysis. One of the key processes of the SOIC is Incident or Breach Response. This is the process of Identifying, Validating, Containing, and Mitigating a cyber incident. A successful strategy also starts with threat intelligence of attack methods to determine what are the most effective indicators. For example, identifying an insider attack usually requires identity and database activity monitoring since these provide the mostlikely indicators. Identifying an attempted breach from an outside attacker usually requires network andhost sensors and automated malware intelligence as described in the anti-malware section. Designingthe sensor grid that will expose the right indicators is one of the key foundations to this strategy. ExistingMcAfee ePO infrastructure can easily be extended to include McAfee Database Activity Monitoring andPrivileged Identity data that supports insider monitoring use cases. McAfee Advanced Threat Defenseand McAfee Web Gateway will reveal indications of remote attackers using malware as the entry vector.Centralising this data and incident workflow within the McAfee Enterprise Security Manager allows forrapid identification and validation of malicious activity.Once a breach is identified, speed of response is critical. McAfee Enterprise Security Manager is a centralcommand and control platform that can adjust policy on the McAfee Network Security Platformto rapidly block malicious files or update security policy through McAfee ePO software to contain anincident at the host level. McAfee FoundstoneServices can design anincident-managementprogramme from policydevelopment, to processemployment throughspecialised training inmalware analysis and attacker techniques. The SIA partner, TITUS, can monitor user behaviour related to data and data policy. TITUS is fully integrated with the McAfee ePO security management platform for deployment and management. TITUSevents can also be sentto McAfee EnterpriseSecurity Manager foruser behaviour trendingand further user-relatedcorrelation scenarios2821 Mission College Boulevard Santa Clara, CA 95054888 847 8766 McAfee, the McAfee logo, McAfee ePolicy Orchestrator, McAfee ePO, McAfee Global Threat Intelligence, McAfee GTI, and McAfee VirusScan are registered trademarks or trademarks of McAfee, Inc. or its subsidiaries in the United States and other countries. Other marks and brands may be claimed as the property of others. The product plans, specifications, and descriptions herein are provided for information only and subject to change without notice, and are provided without warranty of any kind, express or implied. Copyright © 2013 McAfee, Inc.Figure 3: Basic monitoring reference architecture.SummaryThis solution brief represents McAfee ideas for improving cyber resilience and security posture through implementation of the CESG’s 10 Steps to Cyber Security. While this guide does not address all areas of security or cyber defence requirements, it does provide proven cyber risk reduction steps that could allow an organisation to withstand a cyber threat. For further information and consultation, please contact your local McAfee representative or visit .。
chap001b Strategic Management
STRATEGIC MANAGEMENT McGraw-Hill/Irwin
CHAPTER 1
Gregory G. Dess and G. T. Lumpkin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Restructuring, reengineering & refocusing the organization Legend Major impact Minor impact Strategic control & continuous improvement
Strategic Management Principle
Chapter 7 Formulating International Strategies
Chapter 10
Implementation: Organization Design
Chapter 11
Strategic Leadership: Excellence, Ethics, and Change
Chapter 2
Analyzing the External Environment
Chapter 3
Analyzing the Internal Environment
Chapter 4
Assessing Intellectual Capital
Strategy Analysis
Chapter 5
Set Objectives
Revise as Needed
Revise as Needed
Improve/ Change
网络安全管理制度英文文献
Abstract: With the rapid development of information technology, the importance of network security has been increasingly recognized. In this paper, we discuss the establishment and implementation of a network security management system, aiming to enhance the security level of network systems and protect the interests of users. This paper is divided into four sections: the importance of network security, the components of a network security management system, the establishment process, and the implementation strategies.I. IntroductionNetwork security refers to the measures taken to protect the integrity, confidentiality, and availability of network resources and data. In recent years, with the rapid development of information technology, network security has become a hot issue in the field of information security. The establishment and implementation of a network security management system is essential for organizations to ensure the safety and stability of their network systems.II. Importance of Network Security1. Protection of information: Network security can prevent the unauthorized access, modification, and deletion of information, ensuring the confidentiality and integrity of data.2. Protection of network resources: Network security can prevent network resources from being occupied, attacked, or destroyed by malicious software, viruses, and hackers, ensuring the normal operation of network systems.3. Protection of users: Network security can prevent users from being affected by malicious software, viruses, and hacker attacks, ensuring the normal use of network services.III. Components of a Network Security Management System1. Security policies: Establish and implement network security policies, including user access control, information classification, and data backup and recovery.2. Security technology: Utilize various security technologies, such as firewalls, intrusion detection systems, and encryption algorithms, to protect network resources and data.3. Security management: Establish a network security management organization, define security roles and responsibilities, and implement security training and awareness programs.4. Security monitoring: Set up a network security monitoring system to detect and respond to security incidents in real-time.IV. Establishment Process1. Needs analysis: Identify the network security requirements of the organization, including the protection of information, network resources, and users.2. Policy formulation: Develop network security policies based on the needs analysis, including user access control, informationclassification, and data backup and recovery.3. Technical selection: Choose appropriate security technologies and products to meet the security requirements of the organization.4. Organization establishment: Establish a network security management organization, define security roles and responsibilities, and implement security training and awareness programs.5. Implementation and testing: Implement the network security management system and conduct testing to ensure its effectiveness.V. Implementation Strategies1. Regularly update and optimize security policies and technologies to adapt to the changing security environment.2. Strengthen security monitoring and incident response capabilities, ensuring timely detection and handling of security incidents.3. Conduct regular security training and awareness programs for employees, enhancing their network security awareness and skills.4. Establish a cross-departmental security cooperation mechanism, ensuring effective communication and collaboration in network security management.ConclusionThe establishment and implementation of a network security management system is of great significance for organizations. By following the establishment process and implementing the corresponding strategies, organizations can effectively enhance the security level of their network systems and protect the interests of users.。
Intellectual Management
1
Challenges of International Performance Management
• Recruiting, managing, and retaining human resources at a firm with extensive global operations are especially challenging. • For example, in 2005, German firm Siemens had 460,800 employees in some 190 countries: 290,500 throughout Europe, 100,600 in the Americas, 58,000 in the Asia-Pacific region, and 11,900 in Africa, the Middle East, and Russia. • Each of Volkswagen, Nestle, IBM, Unilever, WalMart, McDonald’s, and Matsushita has more than 150,000 employees outside the home country.
International Business: Strategy, Management, and the New Realities 7
Key Tasks of IHRM
1. Staffing – activities directed at recruiting, selecting, and placement of employees. 2. Training and developing employees. 3. Performance appraisal; involves providing feedback necessary for the employee’s professional development. 4. Compensation or remuneration of employees including formulation of benefit packages that vary greatly from country to country. 5. Management of labor unions and collective bargaining processes, known as industrial relations. 6. Achieving diversity in the workplace.
埃森哲管理咨询介绍(PPT 59页)
• Stewardship – Think future oriented; act and invest to build a stronger firm for tomorrow.
• Best People – Are highly competent and make a commitment to excellence, teamwork, and the success of our clients.
Government
12
10.08.2019
ACCENTURE: SAMPLE CLIENT LIST
13
10.08.2019
AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
• Quality Client Service – Understand and meet client expectations 100 percent of the time.
• One Global Firm – Act to enhance the collective values of the global partnership, while sustaining local culture.
6
1998 • $8.3 billion • 65,000 employees
2000 • Joe Forehand becomes Managing Partner
and introduces the 100 Day Plan • Andersen Consulting wins arbitration against
战略管理 Strategy Management
5-10年
时间安排
缺口分析与预测：如果以2015年进入世界500强为目标，则 中国海运集团营业收入未来三年的复合增长率需要达到40%
系列1, 1, 220 系列23, 1, 100
缺口预测
系列1, 2, 235.55
系列3, 2, 140.00 系列2, 2, 113.9
系列1, 3, 252.21 系列3, 3, 194.95
• Planning School: The formation of the strategy as a formal planning process.
• Positioning School: Emphasize rational analysis and believe that the strategy is to determine the location of the organization in the market.
3
项目规划目标：明确宏观经济和行业趋势给中海运 带来的机遇和挑战，以进入世界500强和打造世界一 流航运公司为目标，分阶段确立公司模式创新战略
300
目 标 年 收 入
亿 美 元
第一阶段 明确战略方向 确定业务发展
2年
三阶段发展阶梯模型
第二阶段 经营规模成长 进入世界500强
3-5年
第三阶段 核心竞争力建立 全球配置资源 世界一流航运公司
如果均以最近十年（2003— 系列23,04,12721.4）7 7.07%的年均复合增长
公关英语
公关术语PR GLOSSARYCONTENT 目录04 NEW CLIENT DEVELOPMENT新客户开发12 STRATEGY & PLANNING(10 STEPS)战略与规划（十步）27 MEDIA媒体42 EVENT活动56 MARKETING市场营销64 ACCOUNTING财务68 Widely-Used Advertising Terms in PR Practice公关服务中常见广告词汇New Client Development新客户开发Billing Process招标流程agenda议程agreement协议approval批准bidding招标brainstorm头脑风暴，点子会议case案例client客户competitor analysis竞争对手分析confidential机密的confidentiality agreement保密协议confirm确认contact联系，联系人contract合同deadline最终期限feedback反馈financial report/financial statement财务报告item条款minute/memo备忘录offer出价owner出价partner合作伙伴pending待解决的pitch(专业顾问公司)竞标，竞争客户的业务pitch letter招标书pitcher竞标人presentation讲标，演讲型陈述project项目proposal提案remark备注report报告retainer（已签约）常规客户sign签署，签字team work团队合作tendor投标（书）tentative尝试性的theme/topic主题vendor小贩，供应商Company Profile公司简介bio（biography）简历（传记）board of directors董事会briefing情况介绍，吹风会brochure/pamphlet介绍手册company history公司历史copyright版权executive board管理团队intellectual property right知识产权management team CV’s（curriculum vitae）领导层简介mission statement使命书patent专利Practice服务内容brand marketing 品牌营销brand building品牌塑造brand development品牌开发brand positioning 品牌定位brand repositioning品牌再定位celebrity marketing名人效应营销cross marketing and promotion交叉营销demarketing缓适营销educational programming教育规划entertainment marketing娱乐业市场营销event proposal活动策划grassroot marketing地毯式营销name-brand名牌，品牌product launch产品发布product publicity产品宣传publicity-driven promotion宣传导向的促销retail marketing零售业市场营销special event特别活动communication training沟通培训development of message信息开发media training媒体培训presentation skills training宣讲技巧培训speech preparedness准备发言稿constituency relations顾客关系association marketing协会营销public interest group relation公众利益群体的关系third-party lobbying第三方游说corporate & financial communications公司和金融转播implementation and communications执行和沟通policy development and initiatives政策制定stakeholder engagement and partnerships股东约定和合伙关系crisis & issues management危机管理crisis procedure guidelines危及程序指导方针crisis simulation危机模拟issues advertising声明issues management问题管理litigation support诉讼支持online crisis preparedness网上危机防范risk assessment风险评估stakeholder outreach股东范围vulnerability analysis危机程度分析event management活动管理corporate identity film企业形象短片live studio（具有较好混音设备的）录音室，播音室meeting & event会议和活动webcast & broadcast在线直播government relations政府公关central government中央政府front-page issue/story头版新闻local government地方政府national government全国政府trade association行业协会interactive service 互动服务extranet外部网flash图片；新闻；消息flash animation/programming flash消息制作internet互联网intranet内部网newsflash快讯online content development 网上内容开发viral marketing program病毒性传播web design网页设计web programming网页编程webcast网页传播webinar网络论坛media relations媒体关系audience targeting受众确定audit审计database development and maintenance数据库开发和维护editorial campaign and maintenance 数据库开发和维护editorial campaign宣传活动media tours媒体拜访，媒体外出巡游strategy and message development战略和信息开发tracking and analysis（媒体）跟踪和分析organizational communication组织沟通divestiture/divesture/divest剥夺财产，收回投资large-scale technology improvement大规模的科技进步leadership transition and development领导风格的转变和发展merger and acquisition兼并与收购organizational restructuring 机构重组recruiting and retaining a high performance招聘和保留高效的工作团队others其它article release稿件发布communication strategy传播策略evaluation评估market research市场研究planning & counseling计划与辅导public affairs公共食物publicity公共传播，宣传publicity campaign宣传攻势writing撰稿Service Practice服务行业airlines and transportation航空和运输业apparel服装业banking & securities银行和证券业education教育业energy能源entertainment娱乐业environmental legislation and regulation环境立法和管理条例extractive（oil/gas/mining）采掘业（石油/天然气/采矿）financial service金融业food and hospitality食品和招待行业footwear鞋业gambling赌博业health care医疗卫生information technology信息技术pharmaceutical制药业science & technology科技telecommunications电讯，通讯textile纺织业utilities公共事业Strategy & Planning（10 steps）战略与规划（十步）1-Clarify Objectives阐明目标action行动attitude态度boycott联合抵制bribe/bribery贿赂business issue商业问题cash flow现金流combat/balance/defuse/neutralize阻击/平衡/分散negative attitude中立化负面态度consumer product消费品convenience product日用品exchange交换financial performance财务表现fraud欺诈fund raising筹集资金funding提供资金goal（远期）目标identify/educate/activate positive attitude发现/教育/激活正面态度image形象industrial product工业品malfeasance渎职objective目的opinion意见payback收益product failure不合格产品product tampering篡改产品profit利润profit margin利润额度public attitude公众态度public interest issue公共利益问题recall产品召回reputation信誉reshuffle重组restructuring组织调整return on investment（ROI）投资回报率share price股价site closing关闭站点specialty product特殊品strike罢工transaction交易unsought product冷门产品2-Situation Analysis形式分析background analysis背景分析client product顾客产品competitor竞争对手context场合；环境；背景customer value 客户价值demand需求distribution分销evolving technology发展中的技术，不断改进的技术exploratory research探索性调研framework框架gather facts搜集信息industry工业；制造业；行业leadership challenge领导力挑战legislation立法market demand市场需求marketing intelligence营销情报needs需要obstacle障碍pricing定价profitability盈利能力public aspiration公众渴望public mood公众情绪public need公众需求regulation法规，规定sales and market share销售和市场份额sector行业；部门slogan口号，广告语snapshot快照，简况strategy战略tactic措施tipping point有利的拐点trend趋势wants欲望brand audit品牌审计aided or tipped awareness提示知名度attention value注意度badge of authenticity货真价实的标志brand association 品牌联系brand awareness品牌知名度brand consolidation品牌巩固brand contact品牌接触brand equity品牌资产brand experience品牌体验brand extension品牌延伸brand identity品牌识别brand image品牌形象brand interest品牌兴趣brand loyalty品牌忠诚度brand mapping品牌定位图brand personality品牌个性brand preference品牌偏好brand recognition品牌认知brand reliability品牌可信赖度brand reputation品牌美誉度brand stewardship品牌管理brand story品牌故事durability耐用度non-branded competition不打品牌竞争perceived quality品牌认知度premium image高品质外观relevance相关度serviceability服务度，可使用度sky-high image极高的形象switching cost（品牌）转换成本top of mind第一提及知名度unaided or untipped awareness未提示知名度unawareness无知名度unified image形象统一universal identity统一标识media audit媒体审计circulation发行量circulation audit发行量审核controlled circulation赠阅发行exposure value暴露值gross rating points毛评点guaranteed circulation基本发行量image deterioration形象坏损impressions暴露度，印象分media analysis媒体分析media confirmation媒体确认media crisis媒体危机media map媒体资源库media planning媒体策划media storm媒体风暴media subclass媒介细分media units媒介单位paid circulation订阅发行primary circulation初级发行量readability可读性secondary/pass-along reader二级读者secondary/pass-along readership二级读者量total intensity传播强度total pressure传播压力analysis form client`s prospect从客户角度分析associated benefits相关收益attributes品质；特质committed buyer承诺购买者follower跟随着habitual buyer习惯购买者key audience重点受众leader领导者like-a-friend buyer情感购买者personality个性satisfied buyer满意购买者underdog弱者；失败者value价值industry/market sector analysis行业/市场分析analyst quote report分析员举证分析best practice analysis最佳方法分析brand mission品牌使命brand promise品牌承诺client research客户调查competitive site analysis竞争地位分析consumer消费者database search数据库调查distributor分销商industry analysis行业分析key player主要竞争对手market development市场开发market intermediaries市场中介market penetration市场渗透non-profit sector非盈利行业organization identity企业特征organizational analysis组织分析perception analysis认知分析policy analysis政策分析products and applications产品和应用retailer零售商ROI-based analysis基于投资回报率的分析selling concept推销观念societal marketing concept社会营销观念value chain价值链3-Audience Identification and Profile受众身份确定和解析audience受众buying style购买方式celebrity opinion leader名人舆论领袖demographics人口统计学high priority audience优先受众intermediary audience中间受众internal audience内部受众lay audience外行受众marginal public边缘公众media habit媒体习惯opinion leader（expert，gov.officials）舆论领袖（专家，政府官员）primary public重要公众psychology心理学public opinion hero公众舆论领导secondary public次要公众self-image自我形象target audience目标受众target audience differentiators目标受众区别点uncommitted public中间公众4-Discover Key Insight发现主要见解agent代理商brand confusion品牌迷惑（品牌混淆）broker经纪人burning issues燃眉之急channel销售渠道channel partner销售渠道合作伙伴distribution channel分销渠道exclusive distribution独家经销financial leverage财务杠杆franchised organization特许专卖店idea screening构思筛选leverage提升，影响，借助range of product 产品范围reliability可靠性SWOT grids WOT矩阵分析SWOT-Strength，Weakness Opportunity，Threat优势，若是，机遇与威胁（状况与形式分析）weight of client客户重要程度Wholesaler批发商5-Set Measurable Program Objectives设定可测的项目目标adopt an attitude持某种看法和态度build preference/preference building打造偏爱度increase awareness提高认知度increase exposure增加曝光度increase presence增加出场；扩大（存在）影响力maintain leadership 保持领导者地位overpromise 过度承诺，夸海口overtake 超越rating排名sales leads销售领先shift an attitude 改变态度6-Define Program Strategy制定项目策略approach方法benchmarking commitment检验承诺client-centric strategy客户服务中心战略dialogue strategy对话战略insight见解Non-governmental organization（NGO）非政府组织NGO and community relations strategies非政府组织和社团关系战略operating strategy运行战略partnership initiative伙伴关系设想road map活动安排表strategic philanthropy战略性慈善事业well-rounded internet strategy全面的网络战略7-Message Development信息开发b-roll传送未被编辑过的连续镜头给听众和观众的行为emotional appeals感性诉求fact事实figure数字groundwork基础工作key message 关键信息key message by audience/platform根据受众平台划分的不同关键信息matrix矩阵message audit信息审计message platform信息平台message weight信息力度moral appeals理性诉求sound bite（信息）切入点（原指某采访录音片段，因其辛辣、讽刺而被播出）statistics统计数据template模板third party endorsement第三方认可umbrella message伞形信息8-Identify Media Strategy制定媒体策略blueprint蓝图、计划by word mouth口头传播effective有效的efficient有效率的media briefing媒体吹风会media maintenance媒体维护media monitor媒体监控media policy媒体措施media profile媒体简介media trip媒体旅行message delivery信息投递opinion watchdog舆论监督outlet出口podcast播客；网络视频发布word-of-mouth舆论导向9-Define Program Tactics制定项目实施措施beat采写范围consumer contest消费者竞赛flame war论坛上的激烈争论gopher地鼠，在网上搜索信息guest spot特邀嘉宾栏目；客串表演knock off翻印本，冒牌货，廉价仿制品news conference新闻发布会newsreel新闻影片online channel网上频道photo Op（opportunities）抓拍、抢拍的新闻照片press conference记者招待会public service announcement电台或电视台的公益广告radio promotion广播促销spots插播在两个广播或电视节目间的内容the charts每周流行音乐排行榜video news release视频新闻发布10-Develop Evaluation Plan制定评估计划attitudinal shift态度改变audience rating视听率awareness，attitudes and behavior tracking studies认知、态度和行为跟踪调查behavior shift行为改变bounce back survey重新调查bulletin board discussion analysis商业和促销分析chat room聊天室client mix driver analysis顾客混合驱动分析content of media coverage媒体覆盖内容coupon redemption rate优惠券回收率customer satisfaction index客户满意指数customized survey定制调查desired effect期待得到的结果diagnostic information诊断信息effective frequency有效频次effective reach有效收视/收听率end audience终端受众event attendance活动出席人数favorability受欢迎程度frequency频次frequency discounts频率折扣gauge outcomes评估结果hit rate点击率impact影响力landscape matrix环境基础评估material distribution物品发放measurable objectives可测量的目标media assult媒体攻势media coverage媒体覆盖media coverage analysis媒体覆盖分析media environmental媒体环境media outreach媒体覆盖范围media uptake媒体认同national overlay全国覆盖objective match audience目标与受众匹配output输出pick-up rate采用率placement（文章）投放program refinement 项目细化promotion effect促销效果quality of media coverage媒体覆盖质量quantity of media coverage媒体覆盖数量ramping up process艰难的向上攀爬过程reach收视率；收听率recap扼要重述新闻报道中的内容space/length篇幅speaking board发言板tone语调vehicle载体volume of media coverage媒体覆盖容量website traffic网站流量MEDIA媒体Media Classification媒体分类by importance按重要程度分A-level media A类媒体B-level media B类媒体cool media冷媒体core media核心媒体high profile daily newspaper高知名度日报hot media热媒体main media主流媒体non-mainstream media非主流媒体strong media强势媒体by region按地域分foreign media外国媒体international media国际媒体local media本地媒体media in East China华东媒体media in South China华南媒体national media全国媒体Northeastern media东北媒体Northwestern media西北媒体out-of-country media境外媒体out-of-home media户外媒体out-of-town media外地媒体provincial media省级媒体regional media 区域媒体secondary city media 地市级媒体Southwestern media 西南媒体by content按内容分general media大众媒体specialized media专业媒体trade media/vertical media行业媒体by style按风格分automobile media汽车媒体consumer media 生活消费类媒体consumer travel title消费旅游刊物direct marketing media直销营销类媒体education media教育媒体fashion media时尚类媒体female publication女性刊物finance media财经媒体housing & property media房产媒体lifestyle media生活类媒体male publication男性刊物management media 管理类媒体medicine media医药媒体photographer media摄影类媒体political media时政类媒体securities media证券媒体trade travel贸易旅游刊物by vehicle按传播载体分air-cast（用）无线电广播airing无线电广播，电视广播airwave电视，广播的频道，电波broadcasting广播bulletin新闻快报；公报；小报；会刊cable network有线网络digital interactive media数字互联媒介digital media数字媒介electronic media电子媒介forum论坛gutter press八卦刊物house organ内部刊物interactive TV互动电视magazine杂志mouthpiece机关报；代言人news magazine新闻杂志，时事刊物news organ报纸，新闻杂志，新闻喉舌newspaper报纸on-line media网上媒体on-line newspaper网上报纸popular paper大众化报纸；通俗报纸poster招贴，海报，帖子print media平面媒体publication刊物specialized e-zine网上专业杂志tabloid小报tabloid press通俗小报talk radio电台脱口秀talk show名人访谈节目TV newscast电视新闻广播TV series电视系列片TV show电视节目Web portal门户网站Publication period出版周期bi-monthly双月刊bi-weekly半月刊daily日刊field pickup现场转播issue（报刊、杂志）期live program现场直播monthly月刊periodical期刊quarterly季刊Sunday supplement周日增刊Supplement号外；副刊；增刊weekly周刊weekly newspapers周报Space Position版面位置banner headline，streamer headline通栏标题broadsheet大（开版）报cover date封面日期cover paper封面cover position封面位置front page首页；头版full position黄金版面；醒目位置gatefold门式折页gutter中缝headline标题，大字标题，头条新闻inner page内页insert插页sub-top line小头条supers叠top line头条All Kinds of Articles文章类型affair绯闻anecdote趣闻轶事back alley news/grapevine/hearsay小道消息box花边新闻bylined article署名文章caption图片说明clipping剪报column专栏；栏目continued story连载故事；连载小说correction更正（启事）correspondence column读者来信专栏cover story封面报导customer success story客户成功案例cutline插图说明digest文摘e-clipping电子扫描件editorial社论，社评evaluating评测exclusive news独家新闻experienced article体验稿extra号外eye-witness account目击者；记者见闻feature/feature article特写；专稿fiddler’s news假的，不准确的消息foreign news国外新闻front-page news头版新闻general market article市场综述稿general news article新闻综述稿hard news硬新闻；纯新闻heavy news坏消息；不幸的消息highlights要闻home news国内新闻hot news热点新闻insertion order加插刊登通知job’s news不幸的消息，凶讯（出自《圣经》）latest news/spot news/stop-press news最新消息media event传媒瞩目的事件monograph专刊narration解说词news release新闻稿news vista新闻回顾与展望newsflash新闻快讯newsletter时事通讯；新闻信札，业务通信obituary讣告one-on-one interview专访pet topic/hot topic热门话题photo news图片新闻position paper意见书，表达对问题所持见解的论文press hot line 新闻热线press release（通讯社或政府机构发布的）新闻稿product article产品稿product explanation产品说明profile人物专访；人物特写public notice公告review评论round-up综述scandal丑闻sex scandal性丑闻sidebar花絮新闻slice of life生活片段soft news软新闻solicit article征文special report特别报道special topic专题speechwriting撰写讲演稿standby statement备用声明story消息；稿件；文章successful story成功案例technical articles技术性文章tie-in chart配图tip内幕新闻topical issue热门话题trade news行业动态white paper白皮书，官方政府报告wrap-up综合报道，简讯Reporting Style报道方式bias片面性covert coverage隐形采访；秘密采访cover-up隐藏，掩盖distortion歪曲editorial promotion编辑推介；社评推介folo（=follow-up）跟踪报道hype大肆宣传，炒作，夸大的宣传in-depth interview深度采访in-depth reporting深度报道media coverage媒体报道量media hype/media pitch媒体炒作negative report负面报道neutral report中性报道objectivity客观性off the record不宜公开报道positive report正面报道puffery夸大slant主观报道；片面报道subterfuge托词，花招，诡计，手段Writing Structure结构banner通栏标题body新闻正文close/trial close结尾dialog对白filler补白interior paragraphs内容段落kicker肩题lead导语marginal note旁注master head报头；刊头；报名；刊名monolog copy独白式正文narrative copy叙述式正文news peg新闻电头picture-caption copy图片说明式正文preamble序言subhead副标题tagline标题句text正文thumbnail小样thumbnail description概述thumbnail sketch简述Writing Style写作技巧analogy 类比essay随笔human interest人情味hyperbole夸张法imagery比喻inverted pyramid倒金字塔（写作结构）jingles歌谣式metaphor隐喻personification technique拟人化prose散文road blocking路障式straight announcement直截了当式suspended interest悬念Article Edition Process文章编辑过程blank“开天窗”boil压缩篇幅carry刊登censor审稿crop剪辑图片cut删改deadline截稿时间editor-in-chief and approve主编审阅file发稿follow up跟稿general editor check and approve总编审阅kill(a story)枪毙稿件localize本土化meeting before edition编前会order edition订版placement of articles文章投放polish润色printing印刷proofread校对。
战略管理 Strategy Management
12
Why Are Strategies Needed?
Power school
Constrained and influenced by
Planning School Strategic Program
Decomposition
Strategy implementation
Cultural School Learning School
cognitive school Environmental School
第三阶段 核心竞争力建立 全球配置资源 世界一流航运公司
300 亿 美 元
第二阶段 经营规模成长 进入世界500强 第一阶段 明确战略方向 确定业务发展
2年 3-5年
时间安排
5-10年
缺口分析与预测：如果以2015年进入世界500强为目标，则 中国海运集团营业收入未来三年的复合增长率需要达到40%
远景性企业的竞争优势
愿景性企业（Visionary Firm）：所有活动都围绕使命而展开的企业。
愿景企业： 3M American Express Boeing Ford General Electric IBM Johnson & Johnson Sony
投资回报
1926
1995
时间
Missions vs. Strategic Visions
• To proactively shape how a company’s business will be conducted • To mold the independent actions and decisions of managers and employees into a coordinated, company-wide game plan
Entrepreneurship_and_strategy_in_the_international_SME1
Entrepreneurship and strategy in the international SMEGary A.Knight*Florida State University,416Rovetta Business Annex,Tallahassee,FL 32306,USAAbstractSmall and medium enterprises (SMEs)have begun to play a critical role in international trade.Statistics from the Organization for Economic Cooperation and Development (OECD)and other sources indicate that SMEs now account for a very substantial proportion of exports from most industrialized nations.But very little is known about the effect of having an international entrepreneurial orientation,or the role of specific strategies associated with this construct,on the foreign performance of such ing data from an empirical study of SMEs,we devise a structural model that reveals the role of international entrepreneurial orientation,key strategic activities,and the collective effect of these constructs on the international performance of the modern,international SME.These findings and their implications for scholars and managers are discussed.D 2001Elsevier Science Inc.All rights reserved.Keywords:International entrepreneurial orientation;Strategy;SME;Empirical study1.IntroductionInternational business has long been regarded as the domain of large,resource-rich companies (e.g.,Johanson and Vahlne,1990;Root,1994).However,recent evidence suggests that internationally active small and medium-size enterprises (SMEs;defined here as firms with 500or fewer employees,a definition used widely in industrialized countries)are emerging in large numbers and presenting an important challenge to this traditional thinking (e.g.,OECD,1997;Rennie,1993;Rose and Quintanilla,1996).With advances in information and communications technologies,the globalization of markets,and other facilitating trends,more SMEs are active in international markets than ever before (Bell,1075-4253/01/$–see front matter D 2001Elsevier Science Inc.All rights reserved.PII:S 1075-4253(01)00042-4*Tel.:+1-850-644-1140;fax:+1-850-644-4098.E-mail address :gknight@ (G.A.Knight).Journal of International Management7(2001)155–1711995;Craig and Douglas,1996).In numerous countries,such firms are now the driving force for a substantial share of export growth and future economic prosperity (Economist,1993;Gupta,1989).In general,smaller firms are important.SMEs account for over 95%of businesses,create roughly 50%of total value added worldwide and,depending on the country,generate between 60%and 90%of all new jobs (OECD,1997;United Nations,1993).While they historically have not been associated with international business,based on an empirical study of trends in 18industrialized countries,the Organization for Economic Cooperation and Development (OECD)notes that SMEs now account for about a quarter of exports in most industrialized nations (OECD,1997).Internationally-active SMEs are emerging in notably large numbers throughout the world,and they tend to be more dynamic and grow faster than strictly domestic firms (Bell,1995;Nakamura,1992;OECD,1997;Rennie,1993;United Nations,1993).Since the 1970s,numerous key trends have made going international a more viable option for many such enterprises.To the extent they can be entrepreneurial engines for new technologies,product innovations,and the broader development of nations,the rise of the international SME is a key trend.However,smaller firms usually lack the resources,capabilities,and market power of traditional multinational enterprises (MNEs).Given their relatively low base of resources,compared to their larger rivals,the complexities of international operations tend to be considerably more challenging for the SME.We sought to investigate the international approaches of the modern SME through a two-stage research approach that involved,first,case studies to uncover key postures and strategies that give rise to international performance in new international ventures and,second,a survey-based study of international SMEs intended to confirm the validity of findings from the case studies.Our focus was the fundamentally important posture of entrepreneurship or,more precisely,entrepreneurial orientation,in the international success of the SME.Entrepreneurial orientation emphasizes innovation in the firm’s offerings and processes,risk taking,and a generally proactive approach to business.When applied to international business,an organizational culture characterized by this construct is likely to engender the development and activation of key strategies that give rise to superior performance in foreign markets.Among the most important of these is strategic competence that provides the primary means through which the firm interacts with its external environment.The international environment entails a range of complexities related to differences in culture,political systems,and economics.Marketing skills and other key strategic approaches can allow the resource-constrained smaller firm to achieve superior performance results via manipulation of levers such as research and development,emphasis on quality,product adaptation,and effective distribution.Additional strategies investigated here include the acquisition of technology in order to support product development and adaptation,as well as general preparation to enter complex foreign markets.In the context of increasing smaller firm international involvement,the purpose of this paper is to investigate the above issues,particularly in light of the constructs highlighted above and their proposed contribution to international performance (e.g.,market share and profitability),in the contemporary SME.In the following pages,we first summarize keyG.A.Knight /Journal of International Management 7(2001)155–171156G.A.Knight/Journal of International Management7(2001)155–171157 theoretical perspectives and emerging trends that are improving the chances for successful SME pursuit of new international ventures.We then present the results of an empirical study on these issues and link them to international performance.Finally,we offer discussion on these findings in the context of their theoretical and practical implications.2.Internationalization of the SMEEvidence from Asia,Europe,and North America indicates that increasing numbers of SMEs are involved in international trade(e.g.,Economist,1993;Luostarinen et al.,1994; Nakamura,1992;Rennie,1993;Gupta,1989).Pioneering global start-ups now account for a substantial portion of growth in national merchandise exports in many countries(e.g.,Verity, 1994;Economist,1993;Luostarinen et al.,1994).In recent years,numerous trends have emerged that make exporting and other international involvement a strongly viable alternative for the SME.Widespread usage of fax,e-mail,the Internet,and other such communications technologies is making internationalization a more viable and cost-effective option than just a few years ago(Verity,1994;Oviatt and McDougall,1995).Such systems are providing important competitive advantages to smaller firms,allowing them to efficiently transact business with upstream and downstream channel members throughout the world(Oviatt and McDougall, 1995).Smaller firms are also affected by the forces of globalization,including falling trade and investment barriers,and the far-reaching activities of large MNEs.Increasing cross-national competition is pressuring SMEs to internationalize.This,combined with increasing opportunities to pursue foreign markets and the ability to profit from expanded scale and scope in their operations,has created many incentives for smaller companies to internation-alize(Oviatt and McDougall,1995).Compared to MNEs,smaller companies are unfettered by bureaucracy and expensive existing information systems(Verity,1994;Covin and Slevin,1989;Douglas et al.,1982; Pelham and Wilson,1995).They are often more innovative,more adaptable,and have quicker response times when it comes to implementing new technologies and meeting specific buyer needs(Verity,1994;Carroll,1984;Oviatt and McDougall,1994).With the growing role of direct marketing,globe-spanning transportation specialists such as Federal Express,and buyers with specialized needs,SMEs can increasingly serve niche market segments that span the world(Oviatt and McDougall,1995).The above factors are giving rise to the emergence of a distinctive breed of entrepreneurial firm,capable of succeeding in the highly competitive environment of international trade. However,globalization,advancing information and transportation technologies,and other such trends are largely occurring in the firm’s external environment and are consequently outside of management’s control.In this study,we investigate the role of key orientations and strategies in the firm’s internal environment over which management has considerable control. In particular,we argue for the critical role of international entrepreneurial orientation,as well as other strategic variables.Before delving into these factors more deeply,it is useful to review key theoretical perspectives that can shed additional light on the issues considered here.Resource-based theory implies that differential endowment of organizational resources is an important determinant of strategy and performance.Resources include assets,capabilities,information,knowledge,technologies,and so forth,controlled by the company and enabling it to conceive and implement strategies that improve its effectiveness and efficiency and,in the case of SMEs,to obtain differential advantage in foreign markets (Collis,1991;Porter,1991;Wernerfelt,1984).The most critical resources are those that are superior in use and hard to imitate or supplant (Porter,1991).The resource-based view rests on two key assumptions:(1)Firms within any given industry are heterogeneous with regard to the resources they control and (2)resources are not perfectly mobile across firms and hence,heterogeneity tends to be long-lasting.The theory helps to explain how possession of superior managerial orientations,strategic approaches,and other such factors can serve as important advantages in the international activities of SMEs.Strategic behavior theory posits that firms transact business by whichever mode max-imizes profits through improving their competitive position vis-a`-vis rivals (Hofer and Schendel,1978;Porter,1991).Strategic behavior theory can be used to predict the international efforts of SMEs.Accordingly,companies leverage strategies in order to maximize their effectiveness,their efficiency,or both.Effectiveness is defined as the degree to which strategy-defined outputs correspond to desired outputs,while efficiency is the ratio of actual outputs to inputs (Hofer and Schendel,1978).The goal of strategy is the achievement of superior,sustainable organizational performance (Hofer and Schendel,1978).Strategic behavior theory helps to explain why SMEs might pursue particular strategic approaches in order to avoid competing directly with rivals or to otherwise gain some sort of long-term competitive advantage.We now provide an overview on a conceptual model that emerged in the present study that describes the antecedent roles of international entrepreneurial orientation and key strategies in SME performance in foreign markets.3.International performance in the SMEThe study proceeded in two stages.First,we conducted in-depth interviews with numerous experts to gain a better understanding of SME international performance,distill key constructs,and devise hypotheses about the relationships among these.Next,based on the case studies and a search of relevant literature,we devised a questionnaire and conducted a field survey of several hundred firms in order to validate the constructs and relationships that emerged in the case studies.The unit of analysis was an internationalization innovation,whether reflecting the firm’s first expansion overseas or the entry of an already internation-alized firm into a new foreign market.The approach is rooted in innovation theory as it implies entry into new markets as well as associated innovative development or enhancement of strategies,products,and general business activities in connection with the firm’s new market entry (Thompson,1965;Zaltman et al.,1973).In the sense of entering or creating a new market,the process of internationalization is itself an innovation within the firm (Bilkey and Tesar,1977;Cavusgil,1980;Simmonds and Smith,1968).G.A.Knight /Journal of International Management 7(2001)155–171158G.A.Knight/Journal of International Management7(2001)155–171159In interpreting the in-depth interviews with key informants,several common patterns emerged.The specific results of the interviews indicated that an SME internationalization venture tends to be facilitated by factors that operate at two major levels within the firm that can be framed within the typology devised by Webster(1992)and termed orientation and strategies.The case studies shed light on several orientations and strategies that appear to be particularly salient in the success of SMEs’entry and progress in new foreign ventures. Orientation reflects the firm’s basic culture,that is,the fundamental and dominant pattern of beliefs and values that management emphasizes on a continuous basis to guide the organization.Strategies comprise the‘‘pattern of present and planned resource deployments and environmental interactions that indicates how the organization will achieve its objectives’’(Hofer and Schendel,1978,p.25).Strategies must be pursued in the context of the previous level,that is,orientation(Webster,1992).By definition,a firm’s orientation and strategies are intended to achieve desired performance outcomes.Accordingly,it is possible to frame the case-study findings in terms of a causal chain reflecting orienta-tion!strategies!performance.We termed the specific SME international success factors that emerged in the case studies as international entrepreneurial orientation,which we cast at the firm’s‘‘orientation’’level, and strategic competence,technology acquisition,and internationalization preparation, which we frame at the‘‘strategies’’level.In particular,respondents emphasized the role of having a proactive,international entrepreneurial orientation,as well as the acquisition of appropriate technologies,the leveraging of strategies,and generally being prepared to enter foreign markets.A conceptual framework that highlights these factors and summarizes the proposed relationships among them is presented in Fig.1.Our view based on the case studies is that international entrepreneurial orientation is a fundamental corporate posture,contributing strongly to the international performance of the SME.It emphasizes innovation,risk taking,and a generally proactive approach to business in foreign markets.We frame it as a basic firm orientation because it is relatively enduring and exists at the level of managerial beliefs and values.The case studies suggested that international entrepreneurial orientation is among the most important‘‘orientation’’success factors in the overall performance of international SMEs and tends to drive various key strategies,noted above.Strategic competence is critical because it is the primary means through which managers interact with consumers in local markets.It is especially important in international markets where various environmental parameters pose special challenges to the entering firm.Our case studies also uncovered international preparation and technology acquisition as additional key strategies that help to enhance the effectiveness of international entrepreneurial orientation in the foreign activities of internationally successful SMEs.The interviews suggested that international preparation and technology acquisition also appear to operate as ancillary strategies that augment the firm’s strategic competence.These constructs(Fig.1) are now explained in more detail.International entrepreneurial orientation reflects the firm’s overall proactiveness and aggressiveness in its pursuit of international markets.It is associated with managerial vision, innovativeness,and proactive competitive posture overseas(Covin and Slevin,1989;Daviset al.,1991;Khandwalla,1977;Miller and Friesen,1984).It reflects the firm’s propensity to engage in innovative,proactive,and risk-seeking behaviors in order to achieve competitive and strategic objectives.The innovative dimension refers to the pursuit of creative or novel solutions to challenges confronting the firm,including the development or enhancement of products and services,as well as new administrative techniques and technologies for performing organizational functions (e.g.,production,marketing,sales,and distribution).For example,most key informants described how an entrepreneurial mind-set was critical to undertaking the generally challenging activities associated with entering a new foreign market.Proactiveness is the opposite of reactiveness and relates to aggressive posturing relative to competitors,with emphasis on execution and follow-up of tasks in pursuit of the firm’s objectives.Risk seeking involves the planning and implementation of projects entailing significant chances of costly failure (Davis et al.,1991;Khandwalla,1977;Miller and Friesen,1984).Numerous case-study managers emphasized the importance of being willing to take risk in launching foreign ventures,especially to psychically distant countries.More generally,entrepreneurial orientation is a fundamental posture,potentially applicable to any firm and instrumental to strategic innovation (Covin and Slevin,1991;Miles and Snow,1978;Miller and Friesen,1984).Studies have found a positive association between entrepreneurship and expansion of strategic activities (Davis et al.,1991;Miller and Friesen,1984),and between entrepreneurship and organizational performance (Covin andSlevin,Fig.1.Proposed conceptual model with entrepreneurial orientation as a key performance antecedent in the international SME.G.A.Knight /Journal of International Management 7(2001)155–171160G.A.Knight/Journal of International Management7(2001)155–171161 1991;Miller and Friesen,1984;Snow and Hrebiniak,1980).Management at substantially entrepreneurial firms may be more inclined than others to create and activate strategies and tactical maneuvers with a view to maintaining or improving performance.This notion appears to be true for companies operating in foreign markets as well as at home.Internationalization preparation entails various preparatory activities such as the conduct-ing of market research,the commitment of resources to international marketing operations, and the adaptation of products to suit conditions overseas.While international market research seldom guarantees correct decisions,it usually improves the firm’s chances for success by a substantial degree.Market research allows the firm to plan for a successful venture,or reveal disqualifying problems before any investment is made(Wiedersheim-Paul et al.,1978;Wind et al.,1973).Internationalization preparation also implies the development and commitment of substantive human and financial resources to the needs of the foreign market entry.The venture is unlikely to succeed in the absence of sufficient managerial commitment that is demonstrated in largest part by the human and financial stly, internationalization preparation implies adapting products as needed to suit specific con-ditions abroad.While firms should generally strive to standardize their offerings as much as possible within the context of a global strategy(Yip,1992),there are usually some,basic modifications that must be made to fine-tune the product for local consumption.As with other types of ventures,appropriate preparation is a critical ingredient in foreign market entry (Bilkey,1982;Kacker,1972).This is particularly true in resource-poor SMEs that may lack the means to sustain a prolonged entry process or one the fails in the early stages due to insufficient market research or other such grounding.Strategic competence denotes the skill with which management performs key strategic functions—R&D,quality product development,marketing,and distribution—that direct the flow of goods to foreign buyers.Various theoretical perspectives suggest that firms use this competence to create market imperfections with the intent of maximizing strategic and financial performance(e.g.,McKee et al.,1992;Porter,1991;Yao,1988).Goal alignment can be achieved through superior seller compliance with buyer demands.The more the goals of the seller are in line with those of the buyer,the higher are the transaction costs for the buyer to seek alternative sources of supply(McKee et al.,1992;Yao,1988).Moreover,it appears that the SMEs in this study were relying on strategic competence to help improve their competitive position relative to competing firms and forces in their target foreign markets. Overall,the companies investigated here appeared to be leveraging the competence in order to maximize the effectiveness and efficiency of their international operations.Accordingly, the construct is in line with strategic behavior theory(e.g.,Hofer and Schendel,1978;Porter, 1991).Because foreign markets usually involve various uncontrollable challenges not present in the home market,strategic competence may be especially salient to international success in resource-constrained SMEs.Technology acquisition refers to efforts by management to acquire technologies that will augment the firm’s ability to compete in international markets,via the creation of superior products and/or processes.Improved technology is widely regarded as a critical,fundamental lever for allowing firms to innovate and respond to changing conditions in their external environment(e.g.,Kotabe,1990;Miles and Snow,1978;Porter,1990;Szymanski et al.,1993).In international business,firms typically must develop or tailor wares to suit the demands of new market opportunities or meet stricter product standards,or harmonize products to make them more universally desirable (Douglas and Craig,1989;Geroski,1989;Toyne and Walters,1993).Thus,companies may need to invest in R&D to upgrade and accelerate their innovative capabilities (Kotabe,1990;Porter,1990).Acquired technology also may be used to increase the level of automation in manufacturing or processing.Technology acquisition that allows the firm to compete more effectively,increase operational efficiency,or launch products that better satisfy customer needs can have a favorable effect on market share and overall performance (Porter,1990;Szymanski et al.,1993).International performance comprises traditional measures of the money-making activities of the firm,including market share,sales growth,and return on investment.Performance isthe firm’s raison d’eˆtre and healthy performance provides an incoming stream of resources that management can channel back into the organization’s ongoing activities.In the absence of sustainable,satisfactory performance outcomes,the firm will not survive and hence,performance is the single more important dimension of its overall operations.4.MethodPrior to conducting a survey-based study to address the issues highlighted above,we first conducted a series of case studies with experts on SME internationalization.This was done in order to uncover key constructs and associated relationships.Conducting cases as a prelude to survey-based research is important because it provides grounded,qualitative evidence on the existence and importance of key variables.Case studies are useful for investigating emergent phenomena and for deriving appropriate constructs and explanations.In total,in-depth interviews were conducted with 23individuals,reflecting five business academicians who are experts in international business,seven international trade experts from government and the private sector who specialize in new foreign market entry,and 11senior managers of SMEs active in international markets.It was believed that these experts from a variety of backgrounds could lend substantial external validity to the development of key constructs and relationships.The interviews typically lasted about 45minutes and were audiotaped unless the interviewee objected.They covered topics centered on revealing key postures and strategies that give rise to superior international performance in new international ventures among internationally active SMEs.Consistent with Webster’s (1992)typology,we were primarily interested in uncovering key orientations,strategies,and tactics in the international market entry of the SME.In the next phase,a cross-national field survey was conducted with international SMEs across a range of industries.The questionnaire was developed partially using extant measurement scales and was assessed in a pretest of 100firms.The resulting,refined questionnaire was mailed to the CEOs of 800randomly chosen manufacturers in industries reflecting electronic and electrical equipment and components,textile mill products,apparel,and related products.These industries were chosen because they are strongly global and have been affected by the forces of globalization (cf.Morrison and Roth,1992;G.A.Knight /Journal of International Management 7(2001)155–171162G.A.Knight/Journal of International Management7(2001)155–171163 OECD,1997;Porter,1986).In a subsequent analysis,these industry groupings were compared on key variables such as number of employees per firm,annual sales volume, minor versus dominant position in industry,early versus late industry entrant,and firm performance.As no differences were found(P<.05),industry factors are not expected to affect study results.The study sample was drawn from a nationwide database of SMEs.The questionnaire was sent in three separate waves,each about2weeks apart,and participation was solicited by means of an incentive consisting of an offer to donate money to the respondent’s favorite charity.This procedure resulted in the return of268usable questionnaires,a response rate of about32%.On average,responding businesses had341employees and average annual sales of around US$100million.To assess nonresponse bias,responding firms were compared to a random sample of50nonrespondents regarding number of employees,annual revenues, founding year,and four-digit SIC code.No significant differences were found(P<.05)and thus,nonresponse bias is not expected to affect study results.4.1.MeasuresAll questions were presented in the form of7-point scales to ensure maximal respondent specificity.To assess international entrepreneurial orientation,respondents marked an eight-item scale developed by Khandwalla(1977),Miller and Friesen(1984),and refined by Covin and Slevin(1989).Strategic competence was assessed using a collection of items devised for this purpose by McKee et al.(1992).Because no standard instrument was available to measure technology acquisition or internationalization preparation,new scales were developed following the procedure suggested by Churchill(1979)and Gerbing and Anderson (1988).Finally,the scale for international performance was developed in part from items used by Cavusgil and Zou(1994).To assess the construct validity of study scales,all measures were tested and refined using confirmatory factor analysis(Anderson and Gerbing,1982).Data were analyzed using LISREL8(Jo¨reskog and So¨rbom,1993),which allows for specifying,estimating,and evaluating hypothesized relationships among a set of constructs and their associated measurement variables.Two measurement models comprising relations among the observed variables and theoretical constructs were created and tested.The models attained adequate fit (CFI .93;GFI .87;IFI .93;NNFI .91)and all path coefficients were significant at.01 level or better,indicating satisfactory convergent validity.Results of modification indices tests revealed that no indicator cross-loaded on any construct that it was not intended to measure and thus,satisfactory discriminant validity was obtained on all measures as well (Steenkamp and Van Trijp,1991).Finally,all multi-item measures achieved superior or adequate reliability scores in tests using Cronbach’s alpha(Nunnally,1978).The alpha values ranged from.64to.81.The measure for strategic competence obtained the low alpha(.64),but could be argued to be a reflective scale.This would imply that conceptual rather than data analytic considerations regarding space coverage and face validity should be the criteria for evaluating the measuring ability of this scale.Reliability indicants,item coefficient loadings from LISREL,as well as。
山东财经大学工商管理专业英语
英语专业术语1.management ：is the process of utilizing human and capital resources appropriately to achieve the firm”s goals and objectives.2.marketing ：isresponsible to see that the right product is available to the right customers, at the right time ,in the right place ,and at the right price.3.Finance：is the processof acquiring ,controlling ,and planning the use of a business ”funds in order to accomplish the goals and objectives of the business effectively and efficiently.4.Strategy ：refers to top managem ent”s plans to develop and sustain competitive advantage so that the organization”s mission is fulfilled.5.Strategic management：is a broader term that includes top management”s analysis of the environment in which the organization operates prior to formulating a strategy ,as well as the plan for implementation and control of the strategy.moditization：refers to the increasing difficulty firms have distinguishing their products and services from those of their rivals.7.Mass customization：refers to the ability to individualize product and service offerings to meet specific buyer needs.8.Economies of scale ：the decline in unit costs of a product or service that occurs as the absolute volume of production increases.9.The production era ：was characterized by increased use of machines and new organizational techniques that vastly increased the amount of goods that could be made . 10The sale era ：was characterized by a belief that customers were reluctant to by ,in part because so many companies were competing for their attention.11.the marketing era ：saw the view of selling as a large activity than that of the individual sales representative “overcoming ”the objections of buyers.12.the marketing company era ：in the marketing company era ,overall business strategy is developed with extensive participation by the marketing departmeng and the use of marketing research to help the company decide how to better serve customers.简答题：1.what are the five key functions of business?1)management;2)Marketing;3)Accounting4)Finance;5)Information systems2.what is marketing’s function?Marketing is responsible to see that the right product is available to the right customer,at the right time,in the right place,and at the right price.3.what are the theoretical frameworks of strategic management?1)industrial organization2)Resource-based3)Contingency theory4.what resources can be used for sustained competitive advantage?If resources are to be used for sustained competitive advantage-----a firm‟s ability to enjoy strategic benefits over an extended period of time---those resources must be valuable,rare,not subject to perfect imitation,and without strategically relevant substitutes.valuable resources are those that contribute significantly to the firm‟s effectiveness and efficiency.rare resources are possessed by only a few competitors,and imperfectly imitable resources cannot be fully duplicated by rivals.5.what is the influence of the internet on strategic management?1)movement toward information symmetry2)Internet as distribution channel3)Speed4)Interactivity5)Potential for cost reductions and cost shifting.6.what are two key trends that changed the context of strategic management?1)commoditization refers to the increasing difficulty firms have distinguishing their products and services from those of their rivals.2)Mass customization,refers to the ability to individualize product and service offerings to meet specific buyer needs. 7.what are the five eras ofmarketing identified byPerreault and McCarthy?1)the simple trade era2)The production era3)The sales era4)The marketing departmentera5)The marketing companyera8.what are the”4Ps”inmarketing activities?1)Product2)Place3)Price4)Promotion9.when is personal sellingof great importance?In general,if the cost of aproduct is high,the product iscomplex,the risk of making apoor choice is great,or theuses and benefits of theproduct ate difficult tounderstand,then personalselling activities may be themost important part of thepromotion effort coordinatedby the seller.10.what are the two kinds ofsales promotions?1)trade promotions are salespromotions used bymanufacturers to provideincentives to firms in thechannel of distribution toincrease the activity of thosefirms in moving the producttoward retail outlets.2)Consumer promotions aresales promotions targetingend-user of the product.翻译句子：第一单元：1.There are primarily two thatbear upon our discussion.与我们的讨论有关的定义主要有两个。
英语互联网加行动计划
英语互联网加行动计划English:The English Internet Plus Action Plan, also known as the "Internet Plus" initiative, was launched by the Chinese government in 2015 to integrate the internet with traditional industries and drive economic growth. The plan aims to promote the development of e-commerce, industrial internet, internet finance, internet healthcare, and internet culture. It also seeks to enhance the integration of the internet with manufacturing and promote the innovative development of cloud computing, big data, and artificial intelligence. Additionally, the plan emphasizes the construction of information infrastructure, including broadband networks and 4G/5G technology, to support the widespread application of the internet in various sectors. The "Internet Plus" initiative is a key strategy to foster the digital economy and boost China's overall competitiveness in the global market.中文翻译:英语互联网加行动计划，也被称为"互联网+"计划，是中国政府于2015年推出的，旨在将互联网与传统产业融合，推动经济增长。
strategic management：8. Strategy and structure. Moderna.Stakeholders
9
Tiit Elenurm
J. Veranen: Owners as thermostat
• Owners should intervene into activities of the management team if profitability, return on equity and other important yardsticks that have been set by owners are not met or there is high probability that they will not be met in the future.
7
Tiit Elenurm
Risto Tainio et al: co-operation coarenas of managers and owners
DOMAIN OF OWNERS
Institutional management Strategic management Business management (SBU level) Operations management
13
Tiit Elenurm
GlobalGlobal-area structure
Corporate headquarters
North American region
Asian region
European region
14
Tiit Elenurm
Pluses of divisional structure alternatives Divisional Structures:
establish groups according to units, products, customers, or regions