战略管理双语文件范本
战略管理(英文版)
战略管理(英文版)Strategic Management: An OverviewIntroductionIn today's fast-paced and highly competitive business environment, companies must adopt effective strategies to ensure their long-term success and sustainable growth. Strategic management plays a crucial role in helping organizations align their resources, capabilities, and objectives to achieve their strategic goals. This article provides an overview of strategic management, its key components, and the benefits it offers in an increasingly dynamic and complex marketplace.1. Definition of Strategic ManagementStrategic management is the process of formulating and implementing strategies that enable organizations to fulfill their missions and achieve their objectives. It involves analyzing the external environment, identifying internal strengths and weaknesses, setting objectives, formulating strategies, implementing plans, and monitoring progress to ensure strategic goals are met.2. Key Components of Strategic Management2.1 Environmental AnalysisEnvironmental analysis involves assessing the external factors that influence an organization's performance and success. This includes macro-environmental factors such as political, economic, social, technological, environmental, and legal (PESTEL) factors, as well as industry-specificfactors. Understanding the external environment helps organizations identify opportunities and threats and make informed strategic decisions.2.2 Internal AnalysisInternal analysis focuses on assessing an organization's internal strengths and weaknesses. This includes evaluating its resources, capabilities, and core competencies. By understanding its internal strengths, an organization can leverage them to gain a competitive advantage. Similarly, identifying weaknesses helps organizations address potential areas of improvement and overcome challenges.2.3 Strategy FormulationStrategy formulation involves developing a comprehensive plan to achieve an organization's objectives and competitive advantage. This includes defining the mission and vision, setting strategic objectives, and selecting appropriate strategies. Strategies can be categorized into corporate, business, and functional levels, depending on the scope and focus of the organization's activities.2.4 Strategy ImplementationStrategy implementation is the process of translating strategic plans into actions and ensuring their effective execution. It involves allocating resources, coordinating activities, and monitoring progress. Effective implementation requires strong leadership, effective communication, and a supportive organizational culture.2.5 Evaluation and ControlEvaluation and control involve monitoring and reviewing the progress of strategic initiatives and making necessary adjustments. This includes establishing key performance indicators, conducting regular performance assessments, and taking corrective actions to ensure strategic goals are being achieved. Evaluation and control help organizations stay on track and make informed decisions throughout the strategic management process.3. Benefits of Strategic ManagementStrategic management offers several benefits to organizations:3.1 Clear DirectionBy formulating a clear strategy, organizations establish a sense of direction and purpose. This enables employees to align their efforts and work towards common goals, enhancing overall organizational performance.3.2 Competitive AdvantageStrategic management helps organizations identify unique value propositions and differentiate themselves from competitors. By leveraging their strengths and focusing on key opportunities, organizations can gain a competitive advantage in the marketplace.3.3 Adaptability to ChangeIn today's rapidly evolving business landscape, agility and adaptability are essential for success. Strategic management enables organizations to anticipate and respond to changes in the external environment, ensuring their long-term viability in a dynamic marketplace.3.4 Resource AllocationStrategic management facilitates effective resource allocation by aligning financial, human, and technological resources with strategic objectives. This ensures optimal utilization of resources and maximizes the organization's ability to achieve its goals.3.5 Performance MeasurementBy implementing strategic objectives and monitoring progress, organizations can measure their performance and identify areas for improvement. This allows for continuous learning and ongoing improvement, enhancing overall organizational effectiveness.ConclusionStrategic management is a fundamental process that enables organizations to navigate the complexities of the modern business landscape. By analyzing the external environment, assessing internal capabilities, formulating effective strategies, implementing plans, and evaluating performance, organizations can achieve their objectives and thrive in a highly competitive marketplace. Embracing strategic management is essential for long-term success and sustainability.。
Strategic Management(战略管理-中英文)
Suppliers
Rivalry 竞争 Potential Entrants 潜在对手 General Environment 大环境 Buyers客户 Industry Environment 产业环境
Competitor Analysis
Substitute Products 替代品
Technological 技术
Strategic leadership actions
Develop management team 培养管理团队 发展管理团队
Manage resource portfolio 管理资源 管理资源档 案夹
Establish vision and mission 建立目标与 建立愿景与使 使命 命
Economic 经济
Suppliers 供应商 Rivalry 竞争
Competitor Analysis 分析竞争对手
Substitute Products 替代产品
Buyers客户 Industry Environment 工业环境
Technological 技术
External Environment Analysis 外部环境分析
机动性增加，风险降低，资本需求降低 Allows the firm to focus on its core competencies. 发展核心竞争 力
Potential problems with outsourcing: 外包可能产生的问题 Job losses for the firm’s communities. 企业岗位减少 Hard to reverse outsourcing decisions. 外包决策难以收回
Strategic Management Process 战略管理过程
chap3战略管理英语版
Importance of understanding internal organization Value: Definition and importance Tangible vs intangible resources Capabilities: Definition and development Core competencies: Criteria (N=4) Value Chain Analysis Outsourcing: Definition and “why?” Importance of internal organization assessment
Involves identifying, developing, deploying and protecting firms‟ resources, capabilites and core competencies Proprietary technologies Changes in economic and political trends, societal values and shifts in customer demands Environment – increases complexity Due to decisions about core competencies and how to nurture them
9
Creating Value The Challenge of Analyzing the IO
Components of Internal Analysis Leading to Competitive Advantage and Strategic Competitiveness
经典英文版战略管理
Level Level
strategy Strategy
■
Functional / Operational
Strategy
Levels of
Strategy
CS BS
■ Where is organization going ■ Market , Competitive Advantage
F/O S
Strategic Management
Agenda
■ Strategy &
Strategy Management Conditions
■ Environmental ■ Internal ■ Strategic ■ Strategy
Analysis Choice Selection Criteria
Environmental Conditions
Political factors
Economic factors
PEST ANALYSIS
Social cultural factors
Technological
Environmental Conditions
Global Market Convergence
Management
Focus
Strategic
■ ■ ■ Long Whole term organization
Effectiveness
■ቤተ መጻሕፍቲ ባይዱ
Cost / profit measures
■
NPD / Market share
Levels of
Strategy
■ ■
Corporate Business
Simple
战略管理英文作文
战略管理英文作文Strategic management is crucial for the success of any organization. It involves setting goals, making decisions, and allocating resources to achieve those goals. In today's fast-paced business environment, it is essential to have a clear strategy in place to stay competitive and adapt to changing market conditions.One important aspect of strategic management is analyzing the external environment. This involves understanding the market trends, competition, and customer preferences. By keeping a close eye on these factors, organizations can identify opportunities and threats and make informed decisions accordingly.Another key element of strategic management is setting clear objectives. These objectives should be specific, measurable, achievable, relevant, and time-bound. Bysetting SMART goals, organizations can focus their efforts and resources on what really matters and track theirprogress along the way.Once the objectives are set, it is important to develop strategies to achieve them. This involves identifying the best course of action and allocating resources accordingly. It may involve making tough decisions, such as entering new markets, launching new products, or restructuring the organization. The key is to align these strategies with the overall goals of the organization.Implementation is a critical part of strategic management. It is not enough to have a great strategy on paper; it needs to be executed effectively. This requires clear communication, coordination, and monitoring of progress. It also involves empowering employees and providing them with the necessary tools and resources to carry out the strategy.Evaluation and control are essential to ensure that the strategy is working as intended. This involves monitoring key performance indicators and comparing them to the set objectives. If there are any deviations or issues,adjustments need to be made. Regular evaluation and control help organizations stay on track and make necessary changes to stay competitive.In conclusion, strategic management is a dynamic process that involves analyzing the external environment, setting clear objectives, developing strategies, implementing them effectively, and evaluating and controlling the results. It is a continuous cycle that requires flexibility, adaptability, and a proactive approach. By effectively managing their strategy, organizations can stay ahead of the competition and achieve long-term success.。
ch06CorporateLevelStrategy战略管理英文版
Key Questions of Corporate Strategy
Levels and Types of Diversification
Motives, Incentives, and Resourcesfor Diversification
ManagerialMotives
Resቤተ መጻሕፍቲ ባይዱurces
Example: General Electric’s costs to advertise, sell and service major appliances are spread over many different products
Sharing Activities
Alternative Diversification Strategies
Related Diversification Strategies
Unrelated Diversification Strategies
Key Characteristics:
Transferring Core Competencies
Alternative Diversification Strategies
2. How should the corporate office manage the array of business units?
Corporate Strategy is what makes the corporate whole add up to more than the sum of its business unit parts
Chapter 9
Cooperative
Strategies
Chapter 7
战略管理(英文版)
名词解释：1、Strategy: An integrated and coordinated set of commitments & actions designed to exploit core competencies and gain a competitive advantage.2、Strategic Management: Strategic Management is the process through which organizations analyze and learn from their internal and external environments, establish strategic direction, create strategies that are intended to help achieve established goals, and execute those strategies, all in an effort to satisfy key organizational stakeholders.3、Strategic Management consists of the analysis, decisions and actions an organization undertakes in order to create and sustain competitive advantages.4、The strategic management process includes the activities of internal and external analysis, establishment of strategic direction, development of strategies for the corporate and business levels of the organization, development and execution of an implementation plan, and the establishment of strategic controls.5、Vertical integration: The term is used to describe the extent to which a firm is involved in several stages of the industry supply chain.6、Horizontal integration: The process of acquiring or merging with industry competitors to achieve the competitive advantages that arise from a large size and scope of operations.7、Diversification strategy describes the scope of the firm in terms of the industries and markets in which it competes.8、Related diversification implies organizational involvement in activities that are somehow related to the dominant or “core” business of the organization, often through common markets or similar technologies.9、Unrelated diversification does not depend on any pattern of relatedness. Unrelated diversification has lower profitability and higher risks than those pursuing other corporate-level strategies such as concentration or related diversification.10、Organizational fit: When two organizations or business units are merged or acquisition happened, and the organizational management processes, cultures, system, and structures are matching(similar), this is organizational fit.11、Marketing strategy: Marketing strategy is the plan for investing marketing efforts and resources (advertising, branding, distribution, etc.)to achieve business goals.To support growth strategiesTo support a stability or retrenchment strategy12、Economies of scale: Economies of scale refers to the cost advantages that an enterprise obtains due to expansion. There are factors that cause a producer’s average cost per unit to fall as the scale of output is increased. "Economies of scale" is a long run concept and refers to reductions in unit cost as the size of a facility and the usage levels of other inputs increase.（1）Economies of scale. Unit cost reductions associated with a large scale of output •Larger production runs•Larger facilities•Allocating fixed costs（2）Diseconomies of scale. Unit cost increases associated with a large scale of output•Increased bureaucracy associated with large-scale enterprises•Resulting managerial inefficiencies13、True economies of scale are cost advantages associated with large-sized facilities rather than with increased volume through an existing facility.14、Life cycle of an industry: Refers to the stages of Introduction, Growth, Maturity and Decline, portrays how salesvolume for a product or an entire industry changes over its lifetime and helps to understand the dynamic nature of strategy.15、So-called product life cycle: Refers to the product from entering the market ,the market cycle, until final out of the market experience.简答论述：一、潜在竞争者出现面临的障碍都有哪些障碍并举例(Potential competitors∕Entry Barriers P31)Potential competitors∕Entry Barriers: Forces that keep new entrants out, providing a level of protection for existing competitors, are called entry barriers.Examples of entry barriers commonly found in many industries include the following:1、Economies of scale, which occur when it is more efficient to produce a product in a large facility at higher volume.2、Large capital requirements,also known as start-up costs ,can prevent a small competitor from entering an industry.3、High levels of products differentiation ,which means that some firms enjoy a loyal customer base, making it harder for a new firm to draw away customers.4、High switching costs ,applying not only to suppliers, can be used to preserve established firms in an industry.5、Limited access to distribution channels,which may prevent new companies from getting their products to market.6、Government policies and regulations that limit entry into industry,effectively preventing new competition.7、Existing firm procession of resources that are difficult to duplicate in the short term. Such as patents, favorable locations, proprietary product technology, government subsidies, or access to scarce raw materials.(Cost disadvantages independent of scale)8、A past history of aggressive retaliation by industry competitors toward new entrants.（Threat of new entries）二、什么样资源、能力能使企业形成持续核心竞争力？（Sustainable competitive advantage P46 ）Internal resources and capabilities fall into five: human, physical, financial, knowledge, and organizational.In general, capabilities and resource become strengths with the potential to create a competitive advantage if two conditions are met.1.The resource or capabilities are value.2.The resource or capabilities are unique.In addition, a unique and valuable resources or capability actually becomes a competitive advantage if the following additional conditions are met:1.The organization is suited to exploitation of the resourceor capability.2.T he firm’s managers are aware of the potential of theresource or capability to lead to a competitive advantageand have taken steps to realize the advantage.Finally, a resource or capability can be a source of sustainable competitive advantage if two additional conditions are met:1.The resource or capabilities are difficult or expensive to imitate.2.No readily available substitutes exist.三、企业的社会责任感的概念以及包含哪些重点内容？(Social responsibility P15上课补充的)Social responsibility:the expectation that businesses or individuals will strive to improve the overall welfare of society.1、Economic responsibility. Such as the obligation to beproductive and profitable and meet the consumer needs of society.2、Legal responsibility.To achieve economic goals withinthe confines of established laws.3、Moral obligations. To abide by unwritten codes, norms,and values implicitly derived from society.4、Discretionary responsibility. Volitional or philanthropicin nature.四、怎么实现低成本战略?How to Realize the Low-costStrategy （Cost leadership P95）Low-cost leadership allows a firm to compete by lowering prices when needed without becoming unprofitable.Firms pursuing a low-cost strategy will typically employ one or more of the following factors to create their low-cost position:1.High capacity utilization.When customer demand is highand the firm’s capacity is full utilized, fixed costs are spread over more units, lowering unit cost.2.Economic of scale. True economies of scale are costadvantages associated with large-sized facilities rather than with increased volume through an existing facility.3.Technological panies making investments incost-saving technologies are often trading an increase in fixed costs for a reduction in variable costs.4.Learning/experience effects.The learning curve effect saysthat the time required to complete a task will decrease as a predictable function of the number of times the task is repeated.Experience effects are the same thing as learning effects but relate to indirect labor as well as direct production labor.五、功能性（职能）战略的概念，发展比较好应具备什么特点？(Functional strategies P137)Functional strategies: Functional strategies are the plans for matching those skills, resources, and capabilities to the business and corporate strategies of the organization.The well-developed Functional strategies should have the following Characters:1.Decisions made within each function will be consistent with each other.2.Decisions made within one function will be consistent with those in other functions.3.Decisions made within functions will be consistent with the strategies of the business.六、改善组织学习质量、提高组织学习数量，控制系统应该具备什么特征?（To enhance the quality of organizational learning ,these control systems should have the following characters ）a) Information generated by the control system should be an important and recurring item to be addressed by the highest levels of management.b) The control process should also be given frequent and regular attention from operating managers at all levels of the organization.c) Data from the system should be interpreted and discussed inface-to-face meeting among superiors and subordinates.d) The success of the control process relies on the continual challenge and debate of underlying data, assumptions, and strategies.小论文：多元化战略，结合实际认识，优缺点，对企业发展的影响。
战略管理英文演讲稿范文
Good morning! Today, I am honored to stand before you to discuss the importance of strategic management in the ever-evolving business landscape. Strategic management is the art and science of formulating, implementing, and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives.In today's competitive world, businesses are constantly facing new challenges and opportunities. The only way to stay ahead of the curve is by adopting a strategic approach to manage these challenges andcapitalize on opportunities. This is where strategic management comesinto play.Firstly, let's define what strategic management is. Strategic management is a comprehensive process that involves the formulation of a strategic plan, its implementation, and the continuous monitoring and evaluationof the plan's effectiveness. This process is crucial for anyorganization that wants to remain competitive and achieve sustainable growth.The first step in strategic management is to identify the organization's mission, vision, and values. These are the guiding principles that will shape the strategic decisions made by the organization. Once the mission, vision, and values are established, the next step is to conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to understand the internal and external factors that may impact the organization.Based on the SWOT analysis, the organization can then formulate a strategic plan. This plan should outline the specific goals and objectives that the organization wants to achieve, as well as the strategies and tactics needed to reach those goals. It is essential to ensure that the strategic plan is aligned with the organization's mission, vision, and values.Once the strategic plan is in place, the next step is to implement it. This involves allocating resources, assigning responsibilities, and setting timelines. Effective communication and coordination amongvarious departments are crucial during this phase to ensure that the strategic plan is implemented successfully.Monitoring and evaluation are critical components of strategic management. Regularly assessing the progress towards achieving the strategic objectives will enable the organization to identify any deviations from the plan and take corrective actions. This continuous improvement process is essential for ensuring that the organization remains adaptable and responsive to changes in the business environment.Now, let's discuss the importance of strategic management in today's business landscape:1. Enhanced competitiveness: By adopting a strategic approach, organizations can identify and capitalize on opportunities, as well as mitigate risks and threats. This helps them stay ahead of thecompetition and maintain a competitive edge in the market.2. Improved decision-making: Strategic management provides a frameworkfor making informed decisions. By considering the organization's mission, vision, and values, as well as the internal and external factors, managers can make decisions that align with the organization's long-term objectives.3. Resource optimization: Strategic management helps organizations allocate their resources effectively. By prioritizing projects and initiatives based on their strategic importance, organizations canensure that their resources are used efficiently and effectively.4. Increased adaptability: In today's rapidly changing business environment, organizations need to be adaptable and responsive.Strategic management helps organizations anticipate and prepare forfuture challenges and opportunities, enabling them to remain competitive.In conclusion, strategic management is an essential process for any organization that wants to achieve long-term success. By formulating, implementing, and evaluating strategic plans, organizations can enhance their competitiveness, improve decision-making, optimize resource allocation, and increase adaptability. Let us all embrace strategicmanagement as a means to drive our organizations towards a successful future.Thank you for your attention.。
公司战略管理英语原文及翻译(1)
Corporate structure and strategy: the case of Nike(lecture prepared by Deron Ferguson, Department of Geography; see sources in notes at end) Why are contemporary corporations forced to restructure, and how are they doing it?How is the structure of a corporation related to its long-term competitive strategy?What are the geographic implications of this relationship with regard to multinational corporations and transnational production?In today's lecture, we will address these questions by looking at the case of Nike. (references for this material)SETTING THE CONTEXT:Post-Fordism, Flexibility, and the athletic footwear industryBefore looking at the relationship between Nike's corporate structure and competitive strategy, it will help to review the changing business environment faced by large and small firms alike. The changing business environment faced by firms in advanced capitalist economies and societies is grounded in the transition from Fordism to post-Fordism. The chart below reviews the basic characteristics of this transition.The general trend over the past two decades has been a movement from a "standardized" to a "flexible" economy (Stutz & deSouza, pp. 358-361). Many exceptions can be found to this conception of how economies are changing (e.g., the recent acquisition of McDonnell Douglas by Boeing), but elements of it can be found virtually everywhere, depending on the type of industry involved.In this example, we will look at the athletic footwear industry. In particular, we can focus on the athletic footwear market as an example of the formation of new, highly volatile, competitive markets. Changes in the footwear industry can be summarized as:∙footwear production has grown rapidly //Overhead Fig 2∙intense competition and market volatility are indicated by the explosion in the number of "styles" of athletic shoes, and competition among brands //Overhead Fig 1∙ a key to success in the industry is innovation and the rapid turn-around of design and production∙however, the production of shoes remains inherently a "Fordist," labor-intensive process ∙producers must have output and design flexibility∙producers must preserve proprietary information and technology, yet be organizationally flexibleNike has succeeded in competing in the footwear industry with the following strategy: remain flexible in a volatile market by using subcontracting relationships overseas in low labor-cost countries.NIKE'S STRUCTURE AND STRATEGY∙"Nike" began in 1964 as "Blue Ribbon Sports," a seller of Japanese-manufactured footwear∙In 1970, as the athletic footwear market grew, the Nike brand name was born∙In order to gain greater control over production and assembly, Nike opened a plant in New Hampshire in 1973 (which it closed in 1986). The bulk of its production, however,has always been overseas through subcontracting relationships of varying loyalty andintensity. //Overhead Fig 3Today, 100% of Nike's production is by subcontractors, or "production partners." Nike has three type of subcontracting relationships: //Overhead Fig 4∙Developed partners: These production partnerships were first in Japan, but are now in Taiwan and South Korea). These partners produce the "upper echelon" of shoes, orexpensive "statement" shoes, typically in smaller batches (10-25K pairs a day). They aremore likely to collaborate in innovations with Nike, many are vertically disintegratedthemselves, subcontracting "nonproprietary" shoe components and materials to otherlocal producers. Those partners which produce solely for Nike receive monthly ordersfrom Nike which don't vary more than 20% to preserve production stability.∙Volume partners: These are large factories producing large batches of standardized, lower-priced footwear (70-85K pairs a day). Production is routinized and serves multiple(often more than 10) companies, other than Nike (e.g., Reebok). These are "capacity"contractors--they absorb the market risk associated with cyclical demand. Thesefactories are typically more vertically integrated, owning their own leather tanneries andrubber factories. They are not where the most innovative or "state of the art" shoes areproduced, as these factories produce for multiple companies; for this reason,relationships between Nike and these companies are less loyal.∙Developing partners: These factories are located mostly in Thailand, Indonesia, and China. These locations offer Nike very low labor costs and a "hedge" against rising laborcosts in other factories or exchange rate risk. These factories are more loyal to Nike;often they are the product of a joint venture between Nike and its developed partners inTaiwan or South Korea. Often, the joint investment into these factories raises their ability to manufacture increasingly sophisticated products more rapidly than if they wereproducing unaided.Why does Nike pursue this organizational strategy?∙Shoe production is inherently labor intensive (although technology can vary). Thus, labor is an important input for footwear producers to consider, but the labor process remainslargely routine in the assembly of shoe components.∙Subcontracting relationships provide organizational flexibility, moving market risk to partners, even though production processes remain largely routine.∙Southeast Asia offers several locational advantages to Nike: i) it is a rapidly growing market; ii) low-wage, "semi-skilled" labor is plentiful; iii) governments encourageinvestment and transnational production by relaxing the enforcement of labor standards. Key points to walk away with..The business environment (that is, with respect to markets, regulation, competition, innovation) sets the context in which corporations must strategize to preserve their market share and market power. This strategy involves a careful choice of how best to flexibly structure the firm's organization and production, in which geography plays an important role. We have looked closely at this relationship--between corporate structure and strategy--by looking at Nike. By doing so, we have highlighted the fundamental relationship between geography, corporate structure and strategy, and transnational production.Concepts:corporate restructuringmultinational corporationstransnational productioncorporate strategycorporate structureflexibility (flexible production; flexible organization)Fordism, post-Fordismsubcontractingvertical disintegrationglobalizationNew International Division of Labormarket volatility企业结构与策略：耐克的情况下，（演讲准备德隆-弗格森，地理系;票据月底来源）为什么是当代公司被迫重组，以及他们是如何做的呢？相关法团结构，其长期的竞争策略是怎样的？这关系着跨国公司和跨国生产方面的地理意义是什么？在今天的讲座中，我们将看耐克的情况下解决这些问题（这种材料的引用）设置背景：后福特主义，灵活性，以及运动鞋产业在耐克的企业结构和竞争战略之间的关系，这将有助于审查大型和小型企业都面临的不断变化的业务环境。
战略管理-StructureandControls战略管理,英文版 精品
SBU Form
Related-Linked Strategy
President
Corporate R&D
Corporate Finance
Strategic Planning
Corporate Marketing
Corporate Human
Resources
Strategic Business Unit A
Functional Structure
First stage beyond a Simple Structure
Appropriate for single or dominant-business firms
Allows specialization of tasks
* Production * Engineering
Corporate Finance
Product Division
Product Division
Product Division
Product Division
Product Division
• Structural integration devices create tight links among all divisions • Large corporate office with R&D likely to be centralized • Culture emphasizes cooperative sharing
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
战略管理双语资料
战略管理双语资料(共71页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ss ................... 错误!未定义书签。
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管理战略英文作文
管理战略英文作文Managing a business requires careful planning and effective strategies to ensure success. There are many different approaches to managing a company, and the most effective strategy will depend on the specific needs and goals of the organization. In this essay, I will explore some key principles of effective management strategies.One important principle of effective management is to set clear goals and objectives. This involves defining what the company hopes to achieve, and creating a plan to reach those goals. By setting clear objectives, managers can focus their efforts and resources on the most important tasks, and ensure that everyone in the organization is working towards the same goals.Another important principle of effective management is to build a strong team. This involves hiring talented individuals, fostering a positive work environment, and providing opportunities for professional development. Bybuilding a strong team, managers can ensure that the organization has the skills and expertise needed to achieve its goals, and that everyone is working together towards a common purpose.A third principle of effective management is to stay flexible and adaptable. This involves being willing to change course when necessary, and being open to new ideas and approaches. By staying flexible, managers can respond quickly to changes in the market or the industry, and can adapt their strategies to meet new challenges.A fourth principle of effective management is to communicate effectively. This involves being clear and concise in all communication, and ensuring that everyone in the organization understands the goals and objectives of the company. By communicating effectively, managers can build trust and confidence with employees, customers, and other stakeholders, and can ensure that everyone is working towards the same goals.In conclusion, effective management requires carefulplanning, a strong team, flexibility, and effective communication. By following these principles, managers can ensure that their organizations are well-positioned for success, and can achieve their goals in a competitive and rapidly changing business environment.。
战略管理双语资料范文(DOC 71页)
战略管理双语资料范文(DOC 71页)部门： xxx时间： xxx整理范文，仅供参考，可下载自行编辑Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ss (4)1.1Strategic Management Process (4)1.1.1 The Rational Model (4)1.1.2 The critique of the rational model (5)1.2 The New Competitive Landscape (6)1.2.1The Globalized Competition (6)1.2.2Technological Changes (6)1.3The I/O model of Above-average Returns (8)1.4The Resource-based Model of Above-average Returns (9)1.5Strategic Intent and Strategic Mission (10)1.6Stakeholders (11)1.7Organizational Strategists (11)复习题 (12)Chapter 2 The External Environment: Opportunities, Threats, Industry Environment, and Competitor Analysis (13)2.1External Environmental Analysis (13)2.2 Segments of the General Environment: The PEST Analysis (14)2.3 Industry Environment Analysis: The Five Forces Model (14)2.4 Strategic Group Analysis (18)2.5 Competitor Analysis (18)复习题 (18)Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies (20)3.1 The importance of Internal Analysis (20)3.2 Resources, Capabilities, and Core Competencies (21)3.2.1 Resources (21)3.2.2 Capabilities (22)3.2.3 Core Competencies (22)3.3 Steps in a Resource-based Strategic Analysis (23)3.4 Value Chain Analysis (26)复习题 (27)Chapter 4 Business-Level Strategy (27)4.1 Customers: Who, What, and How (28)4.1.1 Who: Determining the customers to serve (28)4.1.2 What: Determining the customer needs to satisfy (28)4.1.3 How: Determining core co mpetencies necessary to satisfy customers’ needs (28)4.2 Types of Business-level Strategy (29)4.3 Cost Leadership Strategy (29)4.4 Differentiation Strategy (31)4.5 Focus Strategies (32)4.6 Integrated Low-Cost/Differentiation Strategy (33)复习题 (34)Chapter 5 Corporate-Level Strategy (35)5.1 Corporate-level Strategy and Levels of Diversification (36)5.2 Reasons for Diversification (36)5.3 Techni ques for Analyzing Diversified Companies’ Portfolios (37)复习题 (38)Chapter 6 Acquisition and Restructuring Strategies (38)6.1 Reasons for Acquisitions and Problems in Achieving Success (38)6.2 Attributes of Successful Acquisitions (39)6.3 Restructuring (39)复习题 (40)Chapter 7 International Strategy (41)7.1 Opportunities and Outcomes of International Strategy (41)7.2 International Business-level Strategy (43)复习题 (44)Chapter 8 Cooperative Strategy (45)8.1Types of and Reasons for Cooperative Strategies (45)8.2Business-level and Corporate-level Cooperative Strategies (46)8.2.1 Business-Level Cooperative Strategies (46)8.2.2 Corporate-Level Cooperative Strategies (47)8.3Network Strategies (48)8.4Competitive Risks with Cooperative Strategies (48)Chapter 9 Corporate Governance (50)9.1 Corporate Governance Mechanisms (51)9.2 Separation of Ownership and Managerial Control (51)9.3 Five Governance Mechanisms (54)9.3.1 Ownership Concentration (54)9.3.2 Board of Directors (54)9.3.3 Executive Compensation (55)9.3.4 The Multidivisional Structure (55)9.3.5 Market for Corporate Control (56)复习题 (56)Chapter 10 Organizational Structure and Controls (57)10.1 Evolutionary Patterns of Strategy and Organizational Structure (57)10.1.1 Simple Structure (58)10.1.2 Functional Structure (59)10.1.3 Multidivisional Structure (61)10.2 Implementing International Strategies: Organizational Structure and Control (65)10.2.1 Using the Worldwide Geographic Area Structure to Implement the Multi-domestic Strategy (65)10.2.2 Using the Worldwide Product Divisional Structure to Implement the GlobalStrategy (66)复习题 (67)Chapter 11 Corporate Entrepreneurship and Innovation (67)11.1 Innovation and Corporate Entrepreneurship (68)11.2Internal Corporate V enturing (69)复习题 (71)Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ssLea r n i ng Objec t ivesAfter reading t h i s chapter, you should be a ble to·Defining strategic competitiveness, competitive advantage, and above-average returns.·Discuss the challenge of strategic management.·Describe the new competitive landscape and how it is being shaped by global and technological changes.·Use the industrial organization(I/O) model to explain how firms can earn above-average returns.·Use the resource-based model to explain how firms can earn above-average returns.·Describe strategic intent and strategic mission and discuss their value to the strategic management process.·Define stakeholders and describe the three primary stakeholder groups’ability to influence organizations.·Describe the work of strategists.·Explain the strategic management process.1.1Strategic Management Process1.1.1 The Rational ModelStrategic competitiveness(战略竞争力)is achieved when a firm successfully formulates and implements a value-creating strategy. When a firm implements a value-creating strategy of which other companies are unable to duplicate the benefits or find it too costly to imitate, this firm has a sustained or sustainable competitive advantage(持续的或可持续的竞争优势). The speed with which competitors are able to acquire the skills needed to duplicate the benefits of a firm’s value-creating strategy determines how long a competitive advantage will last. Understanding how to exploit its competitive advantage is necessary for a firm to earn above-average returns. Above-average returns(高于平均的或超额回报) are returns in excess of what an investor expects to earn from other investment with a similar amount of risk. Risk(风险) is an investor’s uncertainty about the economic gains or losses that will result from a particular investment. Firms that are without a competitive advantage or that are not competing in an attractive industry earn, at best, only average returns. Average returns（平均回报）are returns equal to those an investor expects to earn from other investments with a similar amount of risk. In the long run, an inability to earn at least average returns results in failure. Failure occurs because investors will choose to invest in firms that earn at least average returns and will withdraw their investments from firms that earn less.Dynamic in nature, the strategic management process (战略管理过程)is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns. It is used to match the conditions of an ever-changing market and competitive structure with a firm’s continuously evolving resources, capabilities, and competencies.Figure 1.1 The Strategic Management ProcessNotes:the letter S in SWOT denotes strengths, W weaknesses, O opportunities, T threats.1.1.2 The critique of the rational model1.Setting objectives is the cornerstone of strategic planning. But, incentive un-compatibility（激励不相容）usually leads to inconsistency between objectives that the firm has stated and objectives that the managers are actually pursuing.2.The predictability of the environment is the core assumption of strategic planning. But, irreversibility and uncertainty（不确定性） usually lead to the unpredictability of the environment.3.Another assumption of strategic planning is that strategists are rational. Virtually,strategists’ rationality is bounded(战略家的理性是有限的)and strategic formulation reflects the internal politics of the organization.1.2 The New Competitive Landscape1.2.1The Globalized CompetitionThe fundamental nature of competition in many of the world’s industries is changing. The pace of this change is relentless and is increasing. Even determining the boundaries of an industry or a firm（行业或企业的边界）has become challenging. Consider, for example, how advances in interactive computer networks and telecommunications have blurred the definition of the “television”industry. Conventional sources of competitive advantage(传统的竞争优势的源泉) such as economies of scale(规模经济) and huge advertising budgets(巨额广告预算) are not as effective in the new competitive landscape. Moreover, the traditional managerial mind-set(传统的管理者心态) cannot lead a firm to strategic competitiveness in the new competitive landscape. In its place, managers must adopt a new mind-set——one that values flexibility, speed, innovation, integration, and the challenges that evolve from constantly changing conditions(看重灵活性、速度、创新、整合和从不断变化的环境中产生的挑战的心态). Strategic flexibility(战略的敏捷性) is a set of capabilities firms use to respond to various demands and opportunities that are a part of dynamic and uncertain competitive environments. Such flexibility means that a firm can match quickly its resources with an environmental opportunity(快速地使其资源与环境的机遇匹配).A global economy(全球经济) is one in which goods, services, people, and ideas move freely across geographic borders. It significantly expands and complicates a firm’s competitive environment. To achieve strategic competitiveness in the global economy, a firm must view the world as its marketplace.In globalized markets(全球化的市场) and industries, financial capital might be obtained in one national market and used to buy raw materials in another one. Manufacturing equipment bought from a third national market can be used to produce products that are sold in a fourth market. Thus, globalization increases the range of opportunities for firms competing in the new competitive landscape.The internationalization of markets and industries makes it increasingly difficult to think of some firms as domestic companies(本国公司).Global competition has increased performance standards(绩效标准) in many dimensions, including those of quality, cost, productivity, production introduction time, and smooth, flowing operations.The development of newly industrialized countries(新兴工业化国家) is changing the global competitive landscape and significantly increasing competition in global markets. The economic development of Asian countries outside of Japan is increasing the significance of Asian markets. In the new competitive landscape, firms are challenged to develop the optimal level of globalization(最优的全球化水平).1.2.2Technological ChangesThere are three categories of technological trends and conditions through which technology is significantly altering the nature of competition(竞争的性质).·Increasing rate of technological change and diffusion(不断上升的技术变迁率和扩散率) Both the rate of technology changes and the speed at which new technologies become available and are used have increased substantially over the last 20 years. Perpetual innovation(持续的创新) is a term used to describe how rapidly and consistently new, information-intensive technologies （信息密集的技术）replace older ones. The shorter product life cycles(产品生命周期) resulting from these rapid diffusions of new technologies place a competitive premium on being able to quickly introduce new goods and services into the marketplace. In fact, when products become somewhat indistinguishable because of the widespread and rapid diffusion of technologies, speed to market(产品进入市场的速度) may be the only source of competitive advantage. Some evidence suggests that after only 12 to 18 months, companies likely will have gathered information about their competitors’R&D and product decisions. Often, merely a few weeks pass before a new American-made product introduced in U.S. markets is copied, manufactured, and shipped to the United States by one or more companies in Asia.Today’s rate of technological diffusion stifles the protection firms possessed previously through their patents(专利). Patents are now thought by many to be an effective way of protecting proprietary technology(专利技术) primarily in the pharmaceutical and chemical industries only. Many firms competing in the electronics industry often do not apply for patents to prevent competitors from gaining access to the technological knowledge included in the patent application(包含在专利申请中的技术知识).·The Information Age(信息时代)Dramatic changes in information technology have occurred in recent years. Personal computers, cellular phones, artificial intelligence（人工智能）, virtual reality(虚拟现实), and massive databases are a few examples of how information is used differently as a result of technological developments. Someone believes that electronic mail (E-mail) systems are the first manifestation of a revolution in the flow and management of information in companies throughout the world. An important outcome of these changes is that the ability to access and effectively use information has become an important source of competitive advantage in virtually all industries.·Increasing Knowledge Intensity(不断提高的知识密度)Knowledge is the basis of technology. In the new competitive landscape, knowledge is a critical organizational resource and is increasingly a valuable source of competitive advantage. Because of this, many companies now strive to transmute the accumulated knowledge of individual employees into a corporate asset(把个体性员工积累起来的知识转变成公司的资产).Figure 1.2 The New Competitive Landscape。
旅游企业战略管理(双语)案例3
QTIC-Y Climate Change Workshop Griffith Uni, August 2008QTIC-Y Climate Change WorkshopGriffith Uni, August 2008Not for profit organisationProvides a focal point for the tourism industryAdvocates industry needs to governments Represents 23 sectors associations and 14 Regional Tourism Organisations→Helps to create a stronger tourism industryQTIC-Y Climate Change WorkshopGriffith Uni, August 2008Tourism is one of the front lines in the climate change QTIC-Y Climate Change WorkshopGriffith Uni, August 2008Awareness is rising: •with industry •with consumersQTIC-Y Climate Change WorkshopGriffith Uni, August 20082030:A suburban couple in their late 30s [in Illinois, US], are trying to decide where to go for a winter vacation beforehe asks. “It’ll be warm at that time QTIC-Y Climate Change WorkshopGriffith Uni, August 2008Australia/Queensland –and tourism within it –is potentially in a high impact zone.QTIC-Y Climate Change WorkshopGriffith Uni, August 2008The Great Barrier Reef is Australia’s single most important natural QTIC-Y Climate Change WorkshopGriffith Uni, August 2008threatened but has also beenQTIC-Y Climate Change Workshop Griffith Uni, August 2008QTIC-Y Climate Change WorkshopGriffith Uni, August 2008Local/regional research and informationQTIC-Y Climate Change WorkshopGriffith Uni, August 2008Operational practices (energy, water, etc.)QTIC-Y Climate Change WorkshopGriffith Uni, August 2008and needs to beQTIC-Y Climate Change WorkshopGriffith Uni, August 2008If we remain absent in the debate, we will be overtaken by events, by other industry interests and by our competitors.QTIC-Y Climate Change WorkshopGriffith Uni, August 2008National Climate Change Adaptation Framework –Council of Australian Governments (COAG) 13 April 2007QTIC-Y Climate Change WorkshopGriffith Uni, August 2008July 2008;Prof Ross Garnaut release his ‘Garnaut Report’The Federal Government releases itsCarbon Pollution Reduction Scheme Green Paper’QTIC-Y Climate Change WorkshopGriffith Uni, August 2008Tourism is part of the problem…it is up to us to make it a (far bigger)。
战略管理英文作文
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Chapter 1 Strategic Management and Strategic Competitiveness (6)1.1Strategic Management Process (7)1.1.1 The Rational Model (7)1.1.2 The critique of the rational model (11)1.2 The New Competitive Landscape (11)1.2.1The Globalized Competition (11)1.2.2Technological Changes (14)1.3The I/O model of Above-average Returns (18)1.4The Resource-based Model of Above-average Returns (22)1.5Strategic Intent and Strategic Mission (26)1.6Stakeholders (27)1.7Organizational Strategists (30)复习题 (30)Chapter 2 The External Environment: Opportunities, Threats, Industry Environment, and Competitor Analysis (33)2.1External Environmental Analysis (34)2.2 Segments of the General Environment: The PESTAnalysis (37)2.3 Industry Environment Analysis: The Five ForcesModel (39)2.4 Strategic Group Analysis (50)2.5 Competitor Analysis (51)复习题 (52)Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies (55)3.1 The importance of Internal Analysis (56)3.2 Resources, Capabilities, and Core Competencies (59)3.2.1 Resources (59)3.2.2 Capabilities (62)3.2.3 Core Competencies (64)3.3 Steps in a Resource-based Strategic Analysis 663.4 Value Chain Analysis (75)复习题 (77)Chapter 4 Business-Level Strategy (78)4.1 Customers: Who, What, and How (79)4.1.1 Who: Determining the customers to serve 804.1.2 What: Determining the customer needs tosatisfy (81)4.1.3 How: Determining core competenciesnecessary to satisfy customers’ needs (82)4.2 Types of Business-level Strategy (82)4.3 Cost Leadership Strategy (84)4.4 Differentiation Strategy (89)4.5 Focus Strategies (94)4.6 Integrated Low-Cost/Differentiation Strategy 96复习题 (100)Chapter 5 Corporate-Level Strategy (103)5.1 Corporate-level Strategy and Levels ofDiversification (104)5.2 Reasons for Diversification (107)5.3 Techniques for Analyzing Diversified Companies’Portfolios (108)复习题 (111)Chapter 6 Acquisition and Restructuring Strategies . 1136.1 Reasons for Acquisitions and Problems in AchievingSuccess (113)6.2 Attributes of Successful Acquisitions (115)6.3 Restructuring (116)复习题 (117)Chapter 7 International Strategy (121)7.1 Opportunities and Outcomes of InternationalStrategy (122)7.2 International Business-level Strategy (127)复习题 (130)Chapter 8 Cooperative Strategy (133)8.1Types of and Reasons for Cooperative Strategies (134)8.2Business-level and Corporate-level CooperativeStrategies (137)8.2.1 Business-Level Cooperative Strategies 1378.2.2 Corporate-Level Cooperative Strategies 1398.3Network Strategies (141)8.4Competitive Risks with Cooperative Strategies 143Chapter 9 Corporate Governance (149)9.1 Corporate Governance Mechanisms (150)9.2 Separation of Ownership and Managerial Control (154)9.3 Five Governance Mechanisms (160)9.3.1 Ownership Concentration (160)9.3.2 Board of Directors (162)9.3.3 Executive Compensation (164)9.3.4 The Multidivisional Structure (167)9.3.5 Market for Corporate Control (168)复习题 (169)Chapter 10 Organizational Structure and Controls (172)10.1 Evolutionary Patterns of Strategy andOrganizational Structure (172)10.1.1 Simple Structure (175)10.1.2 Functional Structure (177)10.1.3 Multidivisional Structure (183)10.2 Implementing International Strategies:Organizational Structure and Control (195)10.2.1 Using the Worldwide Geographic AreaStructure to Implement the Multi-domesticStrategy (195)10.2.2 Using the Worldwide Product DivisionalStructure to Implement the Global Strategy . 198复习题 (202)Chapter 11 Corporate Entrepreneurship and Innovation 20211.1 Innovation and Corporate Entrepreneurship . 20311.2Internal Corporate Venturing (208)复习题 (216)Chapter 1 Strategic Management and Strategic CompetitivenessLearning ObjectivesAfter reading this chapter, you should be able to ·Defining strategic competitiveness, competitive advantage, and above-average returns.·Discuss the challenge of strategic management.·Describe the new competitive landscape and how it is beingshaped by global and technological changes.·Use the industrial organization(I/O) model to explain how firms can earn above-average returns.·Use the resource-based model to explain how firms can earn above-average returns.·Describe strategic intent and strategic mission and discuss their value to the strategic management process.·Define stakeholders and describe the three primary stakeholder groups’ ability to influence organizations.·Describe the work of strategists.·Explain the strategic management process.1.1Strategic Management Process1.1.1 The Rational ModelStrategic competitiveness(战略竞争力) is achieved when a firm successfully formulates and implements a value-creating strategy. When a firm implements a value-creating strategy of which other companies are unable to duplicate the benefits or find it too costly to imitate, this firm has a sustained or sustainablecompetitive advantage(持续的或可持续的竞争优势). The speed with which competitors are able to acquire the skills needed to duplicate the benefits of a firm’s value-creating strategy determines how long a competitive advantage will last. Understanding how to exploit its competitive advantage is necessary for a firm to earn above-average returns. Above-average returns(高于平均的或超额回报) are returns in excess of what an investor expects to earn from other investment with a similar amount of risk.Risk(风险) is an investor’s uncertainty about the economic gains or losses that will result from a particular investment. Firms that are without a competitive advantage or that are not competing in an attractive industry earn, at best, only average returns. Average returns（平均回报）are returns equal to those an investor expects to earn from other investments with a similar amount of risk. In the long run, an inability to earn at least average returns results in failure. Failure occurs because investors will choose to invest in firms that earn at least average returns andwill withdraw their investments from firms that earn less. Dynamic in nature, the strategic management process (战略治理过程)is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns. It is used to match the conditions of an ever-changing market and competitive structure with a firm’s continuously evolving resources, capabilities, and competencies.Figure 1.1 The Strategic Management ProcessNotes: the letter S in SWOT denotes strengths, Wweaknesses,O opportunities, T threats.1.1.2 The critique of the rational model1.Setting objectives is the cornerstone of strategic planning. But, incentive un-compatibility（激励不相容）usually leads to inconsistency between objectives that the firm has stated and objectives that the managers are actually pursuing.2.The predictability of the environment is the core assumption of strategic planning. But, irreversibility and uncertainty（不确定性）usually lead to the unpredictability of the environment.3.Another assumption of strategic planning is that strategists are rational. Virtually,strategists’ rationality is bounded(战略家的理性是有限的)and strategic formulation reflects the internal politics of the organization.1.2 The New Competitive Landscape1.2.1The Globalized CompetitionThe fundamental nature of competition in many of theworld’s industries is changing. The pace of this change is relentless and is increasing. Even determining the boundaries of an industry or a firm（行业或企业的边界） has become challenging. Consider, for example, how advances in interactive computer networks and telecommunications have blurred the definition of the “television”industry. Conventional sources of competitive advantage(传统的竞争优势的源泉) such as economies of scale(规模经济) and huge advertising budgets(巨额广告预算) are not as effective in the new competitive landscape. Moreover, the traditional managerial mind-set(传统的治理者心态) cannot lead a firm to strategic competitiveness in the new competitive landscape. In its place, managers must adopt a new mind-set ——one that values flexibility, speed, innovation, integration, and the challenges that evolve from constantly changing conditions(看重灵活性、速度、创新、整合和从不断变化的环境中产生的挑战的心态). Strategic flexibility(战略的敏捷性) is a set of capabilities firms use to respond to various demands and opportunities that。