企业战略管理发展阶段英文版
战略管理英文版最新版教学课件第8章
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
企业战略管理英文概念
企业战略管理英文概念
English:
Enterprise strategic management refers to the process of setting goals, determining actions to achieve those goals, and mobilizing resources to execute the actions. It involves analyzing the competitive environment, formulating strategies that align with the organization's mission and vision, and implementing those strategies to achieve sustainable competitive advantage. Strategic management also involves monitoring and evaluating the effectiveness of the strategies and making adjustments as needed to stay competitive in the ever-changing business landscape.
中文翻译:
企业战略管理是指设定目标、确定实施目标的行动以及动用资源执行这些行动的过程。
它涉及对竞争环境的分析，制定与组织使命和愿景相一致的战略，并实施这些战略以达到可持续的竞争优势。
战略管理还涉及监测和评估战略的有效性，并根据需要进行调整，以在不断变化的商业环境中保持竞争力。
企业战略的概念和发展演变
企业战略的概念和发展演变英文回答：Concept of Corporate Strategy.Corporate strategy encompasses the long-term goals and objectives of an organization, as well as the plans and actions necessary to achieve them. It defines the direction of the company, establishes its competitive advantage, and allocates resources to ensure its future success.The Evolution of Corporate Strategy.The concept of corporate strategy has evolved over time, reflecting changing business landscapes and management theories. Key milestones in its development include:1950s and 1960s: Planning Era Strategy was seen as a rational, top-down process, where experts forecasted the future and created comprehensive plans.1970s and 1980s: Positioning Era Focus shifted to positioning the company in the market, understanding competition, and developing market-oriented strategies.1990s: Resource-Based View Strategy emphasized leveraging an organization's unique resources and capabilities to gain competitive advantage.2000s: Dynamic Capabilities Companies recognized the need to adapt to rapidly changing environments, and strategy became more dynamic and responsive.Present: Digital Transformation Digital technologies are transforming business models and creating new strategic imperatives. Strategy now includes digitalization, innovation, and data-driven insights.中文回答：企业战略的概念。
企业战略管理发展阶段(英文版)
expected to improve further?
1. Background information
4. Value chain strategy
BACKGROUND INFORMATION • Location
• Starting year
• Registered • Number of
• Focus on
– Marketing,
capital
employees
• Management • Era analysis
advertising and promotion
team
– Distribution (channel
Investment • Invested USD 0.44 billion in China
Business
• All business sectors of Siemens including information
and communication, automation and control, power, transportation and household appliance, etc.
MAJOR PILLAR FOR SIEMENS
BUSINESS IN ASIA PACIFIC Location
• Based at Germany • 50+ JVs, 28 offices in China
• Shanghai is the largest Siemens location outside Germany
企业战略管理发展阶段（英文版）
战略管理课件英文版Ch6CorporateLevelStrategy48P
21
Levels and Types of Diversification
Moderate to High Levels of Diversification
Related Constrained
<70% of revenues from dominant business; all businesses share product, technological and distribution linkages
28
Managerial Motives to Diversify
Managers have motives to diversify:
– diversification increases size; size is associated with executive compensation
– diversification reduces employment risk – effective governance mechanisms may restrict
7
This is what Pepsi used to look like
8
Pepsi’s experiment with fast food
Pepsi acquires Pizza Hut in 1977, Taco Bell in 1978 and KFC in 1986.
In 1997, Pepsi spins off all three as Tricon ($11B with 29,000 restaurants). They are now part of Yum! Brands.
林奇《战略管理》(英文版第7版)教学课件_pp08
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options can be combined together to give four options in total: four generic strategies for any organisation
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.6 Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.7
Options based on market opportunities - 1
In the 1980s, Professor Michael Porter argued that there were only four fundamental strategic options available to all companies: Porter’s Generic Strategy Options
Environment
Options
This session
企业战略管理英文PPT第五章
Marketing & Sales
Outbound Logistics
Inbound Logistics
Service
Value Creating Activities common to a Inbound Cost Leadership Business Level Strategy Logistics
Cost Effective MIS Systems
Firm Infrastructure
Support Activities
Support Activities
Simplified Planning Practices to Reduce Planning Costs
Relatively Few Management Layers to Reduce Overhead
5.
© 2006 by Nelson, a division of Thomson Canada Limited.
5-3
Core Competency, Strategy and Business Level Strategy
Core Competency
The resources and capabilities that are determined to be a source of competitive advantage for a firm over its rivals. An integrated & coordinated set of actions taken to exploit core competencies & gain a competitive advantage. Actions taken to provide customers value and gain a competitive advantage by exploiting core competencies in specific, individual product markets.
businessstrategy企业战略管理英文版(上海财经大学董
• Plan（计划） • Pattern（模式） • position（定位） • Point (观念) • Policy（计谋）
• Design school • Planning school • Positioning school • Entrepreneur school • Resources school
18
Mission
Compete
Develop
19
Profit objective Value objective Managerial objective
Social objective
矿区企业之差异 20
What is the key of strategy
• An French engineer in a French company • 《利家与阿松》中的前田利家 • IBM and Microsoft • The dilemma of innovators
11
• Phase 3：Marketing management
– 1930s to 1950s – Diversified demand, buyer’s market, competition – Market and customer oriented
• Phase 4：strategic management
• Class participation
10％
5
References
• Arthur A. Thompson and A.J. Strickland. Strategic Management: Concepts and Cases. McGraw-Hill companies, Inc. 2001
简述企业战略管理工作流程的变化
英文回答：Changes in business strategic management processes are mainly reflected in responsiveness to environmental and market changes。
In the past， corporate strategic management focused more on long—term planning and stability， and strategies， once defined， tended to remain constant for long periods of time。
However， as market changes accelerated andpetition intensified， the strategic management of enterprises began to focus more on flexibility and rapid response。
Strategic assessments and adjustments are needed more frequently in strategic management processes to respond to market changes andpetition challenges in a timely manner。
企业战略管理工作流程的变化主要体现在对环境和市场变化的反应能力上。
过去，企业战略管理更多地注重长期规划和稳定性，一旦确定的战略往往会长时间保持不变。
然而，随着市场变化加快、竞争日益激烈，企业战略管理开始更加注重灵活性和快速反应。
战略管理工作流程中需要更频繁地进行战略评估和调整，以便及时应对市场变化和竞争挑战。
The strategic management of enterprises has changed considerably as technology has evolved。
战略管理流程讲义(英文版!03资料
And... Will environmental changes make our core competencies obsolete?
Are substitutes available for our core competencies?
Are our core competencies easily imitated?
such as capital equipment, skills of employees, brand names, finances and talented managers
Ch3-8
Resources
What a firm Has...
What a firm has to work with: its assets, including its people and the value of its brand name
Ch3-5
Discovering Core Competencies
Resources
* Tangible * Intangible
Ch3-6
ResouБайду номын сангаасces
What a firm Has...
What a firm has to work with:
its assets, including its people and the value of its brand name
* Financial * Physical * Technological * Organizational
Intangible Resources
* Valuable * Rare * Costly to Imitate * Nonsubstitutable
战略管理流程讲义(英文版!07
Increased speed to market
Lower risk compared to developing
new products
Increased diversification
Avoid excessive competition
Ch7-10
Restructuring Activities
Leveraged Buyout (LBO)
A party buys a firm’s entire assets in order to take the firm private.
Example: Forsmann Little’s buyout of Dr. Pepper
Buying firms with assets that meet current needs to build competitiveness
+ Friendly Acquisitions
Friendly deals make integration go more smoothly
+ Careful Selection Process
Example: Ford and Jaguar
Too Large
Large bureaucracy reduces innovation and flexibility
Ch7-7
Attributes of Effective Acquisitions
+ Complementary Assets or Resources
Firms may use acquisitions to restrict its dependence on a single or a few products or markets
chap6战略管理英语版
Procter & Gamble’s Diversification Strategy
Procter & Gamble (P&G) (Cont’d) Synergy created with combining toothbrush and toothpaste businesses
10
Levels of Diversification (N=3)
1. Low Levels
Single Business Strategy
Corporate-level strategy in which the firm generates 95% or more of its sales revenue from its core business area
Builds synergy: value added by corporate office adds up to more than the value if different businesses in the portfolio were separate and independent
Dominant Business Diversification Strategy
Corporate-level strategy whereby firm generates 70-95% of total sales revenue within a single business area
11
Levels of Diversification (N=3)
2. Moderate to High Levels
企业战略英文版(1)剖析
•Volvo
1 CORPORATION BRAND
Volvo, a Swedish car brand.
In 1924 by sal gabriel loose and gustav larsson created. Is northern Europe's biggest car companies, as well as S weden's largest industrial enterprise group. Ford motor company in 1999 to $6.45 billion.
02 No.
COMPANY BACKGROUND AND DIFFERENCES
The Differences Of The Two Motors
•Geely
VS
1 CORPORATION BRAND
Geely automobile is the only company in the Chinese do
5 The Strategic Developing Plan AfterMerger
01 No.
EVENT REVIEW
Strategic Management(战略管理-中英文)
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方 式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略 •Mergers & acquisitions 并购
Competing via 竞争方 式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略 •Mergers & acquisitions 并购
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟 •Entrepreneurship 创业
Market entry: 市场进入 •Across borders 跨国 •联盟 •Entrepreneurship 创业
External Environment Analysis 外部环境分 析
Potential Entrants 潜在竞争 对手 General Environment 总体环境
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
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Financial
expected to improve further?
performance
SAMSUNG010605BJ-kickoff2
2
BACKGROUND INFORMATION 1. Background information
• Location
• Starting year
4. Value chain strategy
transportation and household appliance, etc.
Starting
• Entered China's telecommunication in 1985
• Information and communication business started 1991
3
CHINA HAS DEVELOPED INTO A
MAJOR PILLAR FOR SIEMENS Location
• Based at Germany
• 50+ JVs, 28 offices in China
• Shanghai is the largest Siemens location outside Germany
• Focus on
• Registered • Number of
– Marketing,
capital
employees
• Management • Era analysis
advertising and promotion
team
– Distribution (channel
• Equity
and sales force)
segments of the market will it target at?
• In which segment of the market is Siemens strong or weak?
• What is the key success factors for Siemens to pick up
Investment
BUSINESS IN ASIA PACIFIC • Invested USD 0.44 billion in China
Business
• All business sectors of Siemens including information
and communication, automation and control, power,
OVERVIEW OF COMPETITOR 1. Background information
• Location
• Starting year
4. Value chain strategy Focus on
• Registered • Number of
• Marketing,
ANALYSIS FRAMEWORK capital
Value chain strategy
market share quickly since 1999?
• How does Siemens’s distribution channel differ from its
competitors’?
• How capable is Siemens in R&D, manufacturing, sales and
3. Product/market
6. Financial performance
• Key product offerings
• Sales
• Key customers
• Profit
• Value proposition
• Geographic focus
• Pricing
SAMSUNG010605BJ-kickoff2
• Profit
• Value proposition
• Geographic focus
• Pricing
SAMSUNG010605BJ-kickoff2
1
KEY ISSUES TO PROBE -
Strategy
SIEMENS • What does Siemens aim to be in 2005 in mobile communication?
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
6. Financial performance
• Key product offerings
• Sales
• Key customers
employees
• Management • Era analysis
team
advertising and
promotion
• Distribution (channel
• Equity
and sales force)
structure
2. Strategy
• Mission • Vision • Corporate strategy • Market position
• How are Siemens’s product and value delivery system
strategies different from its competitors’?
Product/market
• What will be Siemens’s future products and which
Organization & ownership
marketing?
• With a broad product portfolio, how does Siemens
organize or reorganize itseform and is its performance
structure
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure