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名词解释Strategy:isamulti-elementplanforachievingpolicygoalsbymaximizingtheuseofacompany’spresentandpotentialresources(战略是由一家公司的现有和潜在资源的利用最大限度地实现政策目标的多元素计划)Vision:isseeingadesiredfuturesituation.Thewhatofcorporatevisiontheimageofwhatacorporationwillbeandwhatitwilldoandthehowofthecorporatevisionthevisualimageofhowacorp.’spolicygoalswillbeachievedprovidestheconceptualbasisforitsstrategies.(愿景看到所需的未来情况什么的(哪些公司将会和它将做些什么的图像)企业愿景和企业如何视觉如何将实现公司的政策目标的视觉图像)为其战略提供的概念基础Mission:definestheorganization’sreasonforexiting.Missionstatementsismechanismsforcommunicatingacompany’sreasonforexitingtoitsinternalandexternalconstituents.It’stypicallyfocusedonitspresentbusinessscope—whoweareandwhattodo.(使命定义退出本组织的原因公司使命是沟通退出到其内部和外部的成分的一家公司的原因的机制它通常侧重于其目前的业务范围—我们是谁和做什么)ThePSRtroika:AprimarycharacteristicofstrategyisithasacausalrelationshipwiththetwoelementsinthePSRtroika.Strategyisthe“how”meansforachievingpolicygoalresourcesprovidethe“with-what”meansforachievingstrategy.Theserelationshipsresultinanindirectmeans-endrelationshipbetweenresourcesandpolicy(PSR三驾马车战略的一个主要特性是它有PSR三驾马车中的两个元素的因果关系战略是如何实现政策目标的手段,资源为实现战略提供用什么的手段这些关系间接导致结束资源与政策之间关系的结束)Consumercenteredelement:isbasedonthebeliefthatthesurvivalandsuccessofacorporationisafunctionofunderstandingandsatisfyingcustomerneedsandwants.(消费者为中心的元素是基于生存和取得成功的公司对一个功能的理解和满足客户需要的信念)Competitiondrivenelement:isbasedontheassumptionthatthekeytoacorporation’ssurvivalandsuccessisbeatingthecompetition.(竞争驱动元素是基于一家公司的生存和成功的关键在获得竞争的假设)Market-basedpricingelementsetsthepriceofaproductorservicebyassessingitsvaluetoprospectivecustomersand/orendusersbytakingintoaccountthemarketpricethatthecompetitorsarechargingforcomparableproductsorservices.(以市场为基础的定价元素考虑到竞争对手正在主管的同类产品或服务的市场价格评估其价值的潜在客户或最终用户,设置一个产品或服务的价格)Penetrationstrategiesarestrategiesofconcentration.Theyfocusonmakingsalesthatrequirerelativelyhighlevelofmarketingeffortand/orexpense.Thepenetrationelementrequiresmax.commitmenttoandinvestmentinaparticularmarket.(渗透策略是集中的策略他们专注于制作要求相对较高的市场营销工作或费用的销售渗透元素需要最大承诺,并在某一特定市场的投资)Skimmingstrategiesarestrategiesofdispersion.Theyfocusonmakingsalesthatrequirerelativelylowmarketingeffortandexpanse;andarecharacterizedbyminimizingcommitmenttoandinvestmentinaparticularmarket.(撇脂策略是分散的策略他们专注于做销售,要求相对较低的市场营销工作和广阔;其特点是通过最小化的承诺和在某一特定市场的投资)Thevertical-integrationelementexpandsacompany’sareaofdomainbyincludingafunctionthatcomesbeforeandafterthecompany’spresentscopeofoperation.It’salwaysrelateddiversification.(垂直一体化的元素通过包括一个功能实现前和公司目前的经营范围后进行公司区域的扩大它总是相关多元化的)Segmentationstrategyattemptstoachievecompetitiveadvantagebysayingitsproductisdifferentthantheproductbyitscompetitors.(分割战略企图说明它的产品与其竞争对手产品的不同来实现竞争优势的)简答题1.TheHowsthatdefineafirm’sstrategy(如何定义一家公司的战略如何发展业务如何取悦客户如何应对不断变化的市场条件如何管理业务的每个功能块及发展需要组织能力如何实现战略目标和财务目标如何超越竞争对手)HowtogrowthebusinessHowtopleasecustomersHowtorespondtochangingmarketconditionsHowtomanageeachfunctionalpieceofthebusinessanddevelopneededorganizationalcapabilitiesHowtoachievestrategicandfinancialobjectivesHowtoout-competerivals
2.Howtotestawinningstrategy(如何测试一个成功的策略战略如何匹配到公司的情况?战略不会导致可持续的竞争优势吗?战略不会提高公司业绩吗?所以,才是真正的赢家,战略必须适合企业的内部外部情况生成可持续竞争优势提高公司业绩)Howwellisstrategymatchedtofirm’ssituationDoesstrategyleadtosustainablecompetitiveadvantageDoesstrategyboostfirmperformanceSotobearealwinnerastrategymust:Fittheenterprise’sinternalexternalsituationBuildsustainablecompetitiveadvantageImprovecompanyperformance
3.Howtoselecttheprofit/growthelementsinthegrowthphaseoftheproductlifecycleThereisasoundrational:Ifmanagementbelievesthatitsproduct’scompetitiveadvantageisnotsustainableorthattheproductmayhaveashortlifeexpectancythentheprofitelementshouldbeusedtomax.shorttermROIreturnofinvestment.(如何在产品生命周期的成长阶段中选择利润/增长元素?有理性的声音如果管理层相信其产品的竞争优势是不可持续的或产品可能有短的寿命,然后利润元素应使用到最大短期内的ROI(投资回报))
4.WhenmakingdecisionwhatshouldacompanytakeintoconsiderationofthecompetitionReputationcorecompetenciesmanufacturingcapacityproductrangeproductdesignsqualitydistributionwayofdoingbusiness(在作出决定时时什么应该公司考虑到竞争的?信誉,核心能力、制造能力、产品范围、产品设计、质量、分布、做生意的方式)5Thegeneralruleofstrategicelementsselectionintheindustrylifecycleposition:Itisappropriatetoselecttheconsumer-centeredandprimary-demandelementswhentheindustryisinitsintroductoryphaseandtoselectcompetition-drivenandsecondary-demandelementsduringlaterphasesoftheindustrylifecycle.(在行业生命周期的位置战略要素选择的一般规律当产业处于介绍期时,适当选择以消费为中心和主要需求的元素,在行业生命周期的后期阶段选择竞争驱动和二次需求的元素)
6.Thedisadvantagesofdiversifiedelement:(多元化元素的缺点从事与公司无关的活动转移到公司专业领域之外对投资者的利益产生不利影响)MakethecompanyaconglomerationofunrelatedactivitiesMoveacompanyoutsideitsareaofexpertiseAdverselyaffectinvestorinterest
7.Porter’sfiveforces:Thethreatofnewentrantsthebargainingpowerofcustomersthebargainingpowerofsuppliersthethreatofsubstitutionthejockeyingforpositionamongcurrentcompetitors(波特的五种力量威胁的新进入者、客户的议价能力、供应商的议价能力、替代、争夺领导地位在当前竞争对手的威胁)
8.Businessmodel:dealswithwhethertherevenue收入-cost-profiteconomicsofitsstrategydemonstrate证明theviability生存能力oftheenterpriseasawhole.(商业模式是否收入-成本-利润经济学及其战略证明生存能力的企业作为一个整体处理一个良好的业务定义包含了三个因素客户群体谁得到满足客户需要什么得到满足技术能力和就业能力如何将价值传递给客户,满足他们的需求)Agoodbusinessdefinitionincorporatesthreefactors:Customergroups:Whoisbeingsatisfied.Customerneeds:Whatisbeingsatisfied.Technologiesandcompetenciesemployed:Howvalueisdeliveredtocustomerstosatisfytheirneeds.
9.Weakpointsofprofitspursuing:(利润追求的弱点追求利润会导致高管短期问题使决策错误;限制投资;减员和其他设备的削减会影响企业成长)Pursuingprofitswillleadexecutivestoshort-termconcerns:MakemyopicdecisionLimitinvestmentImplementdownsizingandapplyothercost-cuttingdevicesthatcanaffectgrowth
10.Judgeofrelateddiversification:(判定相关多元化它可以是技术或业务它取决于我们使用的政策标准还是业务标准不同的行业概念(大或小)在于多元化领域之间的协同作用)Itcanbeeithertechnicaloroperational.Itdependsonifweareusingpolicycriteriaoroperationalcriteria.DifferentindustryconceptsbigorsmallSynergiesbetweendiversifiedareas.
11.Waysofpushstrategy:(推战略的途径分销贸易杂志广告或贸易展广告提供商及零售商销售激励方案与喜欢换季折扣和贸易展折扣或批量折扣等为其销售和个人提供培训和技术支持为分销商和零售商提供融资支持,延长付款条件等高管的压力是要选择利润元素中小企业用积极的现金流来驱动其需求大型公司面临着满足或击败公司盈利能力回收率和每季报表的压力)Trade-magazineadvertisingortrade-showadvertisingProvidedistributorsandretailerswithsalesincentiveprogramslikeseasonaldiscountsandtrade-showdiscountsorvolumediscountsetc.ProvidetheirsalesandpersonalwithtrainingandtechnicalsupportProvidedistributorsandretailerswithfinancingsupportextendpaymenttermsetc.Therearepressuresonexecutivestoselecttheprofitselements:SmallandmediumsizedcompaniesaredrivenfortheneedforpositivecashflowLargepubliccompaniesareunderpressuretomeetorbeatthecompanies’profitabilityhurdle-rateandquarterlynumber.论述题
1.Theframeworkofstrategicmanagement:
2.Thestrategyformulationprocess:Company’sstrategicsituationanalysis(公司战略形势分析)Determinerelevanceofinternalandexternalfactors(确定相关的内部与外部因素)Identifyandevaluatealternatives(识别与评价备选方案)Craftthestrategy(构建战略)Strategicsituationanalysis:ExternalfactorsSocialpoliticalregulatoryandcommunityfactorsCompetitiveconditionsandindustryattractivenessCompanyopportunitiesandthreatstocompany’swell-being健康\兴盛InternalfactorsResourcestrengthscapabilitiesandweaknessesInfluencesofkeyexecutives关键经理人的影响Sharedvaluesandcompanyculture共享的价值观和公司文化
3.PleasepointoutwhatoperatingpolicyshouldtakeinthegrowthphaseofproductlifecycleHowtoselectthestrategicelementsandmarketingtactics(请指出在产品生命周期的成长阶段应采取什么操作策略吗?如何选择的战略要素和市场营销策略?)Operatingpolicy:moremarketshareorsecondarydemand.Selectconsumercenteredelement:brandintensitytolockconsumersforsteadydemand;seriesproductstoinduceconsumerwithdifferentpreferencesSelectpenetration:lowpriceformoreconsumersattractivepricesensitiveconsumer;enternewsub-segmentformoremarketshareSelectdifferentiation:tobeNo.1inthesub-segmentSelectcompetitiondrivenelement:fromcostreductiontopricereduction.SelectC.C.Max.andC.C.acquisitiontogetcompetitionadvantagesSelectprofit/growthelementdependsonsituation.
4.Howtousethepushandpullstrategiesinmarketing(如何在市场营销中使用的推和拉的战略?)1Definitionofpushandpullstrategies.Apushstrategyusetheelementsofmarketmixtoinfluencethechannelsofdistribution.Apullstrategyusetheelementsofmarketmixtoinfluencethecustomerand/orenduser.(推的策略运用市场营销组合要素影响分销渠道拉的策略运用市场营销组合要素影响顾客或最终用户)2Waysofpushstrategy.Trade-magazineadvertisingortrade-showadvertising.Providedistributorandretailerswithsalesincentiveprograms.Providetheirsalesandpersonalwithtrainingandtechnicalsupport.Providedistributorsandretailerswithfinancingsupportextendpaymenttermsseasonaldiscountsandtrade-showdiscountsorvolumediscounts.(贸易杂志广告或商业展示的广告提供经销商和零售商的销售激励计划提供销售和个人培训以及技术支持给分销商和零售商提供融资支持,延长付款期限,季节性折扣和贸易展的折扣或优惠折扣)3Thedisadvantagesofapurepushstrategy.Ifthereisnodemandfromcustomersandifretailersarenotabletomakepoint-of-sailconversions转化thestockwillsitonthedistributorsandretailersshelves.Whendistributorsandretailersarestuckwithstocktheycannotselloronlycansellitatbelowcosttheydonotreorder.Afailedpurepushstrategycanalsocausetheplayersinthechannelsofdistributiontobecomeresistanttofuturepushstrategiesandtocautiousaboutcarryingotherproductsbythesamemanufacturer.(如果顾客没有需求,或者零售商不能进行销售点转换,那就会给分销商和零售商造成库存积压当分销商和零售商不能卖出库存(或仅能以低于成本出售),他们将不再订货一个失败的纯推式策略也可导致分销商成员抵抗未来的推式策略,并谨慎购进同意制造商的其他产品)4Waysofpullstrategy.Thetwomostconspicuous显著的formsofpullstrategyareconsumeradvertisingandcompetitiveproductpricing.Manufacturesalsotrytoinfluencecustomersandendusersby:offeringrebates减免;makingtheirproductseasiertousemoredurableandsafe;providingpurchasefacilitationmechanismssuchaslowinterestfinancing.(拉式策略两个最显著的形式是消费者广告和有竞争力的产品价格制造商也试图通过提供折扣,使产品更易于使用,更耐用,安全和提供如低利率融资购买便利机制等影响客户和最终用户)5Disadvantagesofpurepullstrategy.Retailersmayhaveverylimitedknowledgeabouttheproductornotevenbeawareofitsexistence.Theretailersmaybecaughtwithouttheproductand/ortheretailermaybeunabletogettheproductfromitsdistributor.Pullstrategygeneratedemand;butdemandwithoutsupplycanfrustrate挫败andtheprospectivecustomer.(零售商可能对产品的认识有限或根本不知道该产品的存在零售商可能会陷入无产品的情况,或无法从经销商处买到产品拉的策略产生需求,但供小于求会挫败潜在客户)6Somecombinationwaysinpractice:Identifywhichelementislimitingorinhibitingtheeffectivenessofthestrategy—whichistheweaklinkinthechainofeventsthatisneededofmakethesalehappen.Inmostcasesthepush-to-pullratiowillchangeoverthelifeoftheproduct.Thechoiceofelementisnotonlyaboutadvertisingpromotionandpricing.Italsoinfluencespackagingdistributionandproductdesignserviceproductqualitydistributionreliabilityappearancenamingsafetyreputationperformanceandotherelementsofmarketingtoincreasesales.(确定哪些元素会限制或抑制策略的有效性,这是做买卖时事件链的薄弱环节在大多数情况下,推拉的比例会在整个产品的生命周期里变化元素的选择不单单是广告、促销和定价,它也影响包装、分布、产品设计、服务、产品质量、可靠性、外观、命名、安全、信誉、业绩和其他如市场增加额等元素)判断题
1.Maximizingprofitsadverselyaffectgrowth.(利润最大化不利影响增长)
2.Aggressivelyinvestingingrowthreducesprofits.(积极投资增长降低了利润)
3.Mostcompaniesneedprofitstofundtheirgrowthorneedprofitsasaprerequisite先决条件toraiseadditionaldebtorequitycapital.(大多数公司需要基金其增长,或需要利润作为先决条件提高额外的债务或股权资本的利润)
4.Theseniormanagementofmanycompaniesmaywanttofocusongrowthbutbecauseprofitisfrequentlyanecessarypreconditionforgrowththeyaredriventopursueprofits.(许多公司高级管理层可能想要侧重于增长,但利润频繁地是增长的必要前提条件,因为他们驱动,以追求利润)
5.Thepurposeofverticalseparationistomaintainoptionsandflexibility.(垂直分离的目的是保持选项和灵活性)
6.Contrarytopopularbeliefowningandcontrollingyourownsuppliesdoesnotautomaticallyresultsinbetterservice.“Ifyouwantgoodserviceyouhavetogooutsidethecompany”.(与普遍的信仰,相反拥有和控制自己的用品并不自动导致在更好的服务如果你想要良好的服务,你有去在公司以外)
7.Sustainabilitydoesnotmeanthatastrategyshouldlastforever:allstrategieshaveafinitelifeexpectancy.(可持续性并不意味着战略应该永远所有战略都有有限的寿命)
8.Theprimaryresponsibilityformanagingproductsustainabilityrestsnotwithacompany’slawyersbutwithacompany’smanagement.(初级产品可持续性管理责任,不是用公司的律师,但与公司管理层)
9.Thetacticaloptionsincludeinitiativessuchastheuseofswitching-costsbarriers.(战术选项包括的倡议,例如切换成本障碍的用途)
10.Whenacorporatestrategyisnotsustainableitcanresultindamagetoorfailureoftheentirecompany.(当公司的战略是不可持续的它可以导致损坏或整个公司的失败)
11.Thepurposeofaprimary-demandstrategyistoincreasethetotalsizeofthemarketforaproductorservicecategory.(基本需求战略的目的是增加市场的产品或服务的类别的总大小)
12.Thepurposeofasecondary-demandstrategyistomaintainorincreaseacompany’smarketshareofaproductorservicecategory.(次要需求战略的目的是类别的保持或增加公司的市场份额,产品或服务)
13.Skimmingisnotapejorative.(撇脂不是贬意)
14.Productorientedcharacteristicscanalsobequasi-marketorientedwhentheyrelatedtouserbenefits.面向产品的特性也可以是准以市场为导向时,他们相关的用户利益)
15.Materialincludescapitalphysicalplantrawmaterialsandparts;aswellasintangiblessuchasinformationpatentsandtrademarksdistributionnetworkstechnologyhumanresourcesknow-howemployeeandcustomerloyaltymarketingreputationandtheabilitytoborrow.(材料包括资本、物质设备、原材料和零部件;以及无形资产如信息、专利和商标、分销网络、技术、人力资源专业知识、员工和客户忠诚度、市场营销的声誉和借钱的能力)
16.Methodsincludearangesofmanagementmanufacturingandmarketingfunctionsandprocesssuchasmotivationalnegotiatingandallianceskillsandotherintangibleresourcesthatarecoveredbythetermsbenchmarkingbestpracticesoutsourcingtotalqualitymanagementcorecompetenciesandcompetitivecapabilities.(方法包括范围的管理、制造和市场营销职能和进程,如谈判和联盟的动机,技能和其他无形资源覆盖的基准、最佳做法、外包、全面质量管理、核心能力和竞争能力的条款)填空题
1.Theconsumer-centeredelementisdrivenbythecompany’spolicy:itspurposeforexistinganditsoperatingdomain.Itrelatedtocorporatestrategy.(在以消费者为中心的元素是由公司的政策、其用途的现有的和其经营的域驱动的与它相关的企业战略)
2.Acompanyisusingaconsumer-centeredstrategywhenthedesignoftheproducthowandwith-whatmaterialsitismanufacturedandhowitismarketedaredictatedbyaconcernforsatisfyingaconsumerwantorneed.一家公司正在使用一个以消费者为中心的战略时设计的产品,它如何和用什么材料制作的以及如何在销售时出于满足消费者要关注的一个问题或需要)
3.Corecompetency’snarrowperception:It’sinitiallyfocusedonacompany’sspecializedexpertiseinRDdevelopmentandmanufacture.(核心胜任能力的狭隘的观念:最初重点是RD、开发和制造的一家公司的专门知识)
4.Corecompetency’sbroadenperception:includeintellectualpropertymanufacturingandmarketingskillsabilitiesothermethodsandmaterialresourcesthatallowacompanytosatisfyconsumerneedsachieveandmaintaincompetitiveadvantage.Acompanymayusecorecompetencymax.toimproveproductivityandcompetitivenessandkeepitsfinancialbottomlinehealthywhileatthesametimeusingthecorecompetencyacquisitionelementtofacilitatemovingthecompanyintoagrowthindustryandpositionthecompanyforthefutureexpansion.(核心能力扩大知觉包括知识产权、制造和营销技能的能力,其他的方法和材料资源,使公司能够满足消费者的需求,实现和保持竞争优势一家公司可能会使用核心能力最大提高生产力和竞争力,并保持其财务底线健康的而在同一时间使用核心胜任能力采集元素以促进移动公司进的增长行业和定位为公司未来的扩展)
5.ThebookInSearchofExcellence:LessonsfromAmerican’sBest-RunCompaniesThomasandRobertWatermanlistedanddiscussedeightfactorswhichcalled“attributesofexcellence”.Oneoftheseattributesis“sticktotheknitting”—meansspecialization.“Don’tputallyoureggsinonebasket”—meansdiversification.(本书追求卓越来自美国的底线公司,托马斯和罗伯特·沃特曼列出和讨论的八个因素称为卓越属性这些特性之一就是坚持针织——意味着专业化不要把所有鸡蛋都放在一个篮子里—意味着多样化)
6.ThepurposeofVerticalintegrationcanbetoreducedependencyincreasecontrolfacilitategrowth.Verticalintegrationcanbebackwardorforward.Thebetterinproduct-orientationmeansbettermaterialsand/orcomponentsbetterdesignand/ortechnologyand/ormanufacturingskills.(纵向一体化的目的可以是减少依赖关系、增加的控制、促进增长垂直一体化可以向后或向前更好的产品定位手段更好材料、元件、更好地设计或技术,或制造技能)
7.Marketorientationgoesbeyondhowaproductispresented.Becausemarketorientationincludeshowamanufacturerordistributorperceives感知aproductmarketorientationcandriveaproduct’sdesignanddevelopment.(市场定位超出了一种产品的呈现方式由于市场定位包括如何制造商或经销商感知一种产品,市场定位可以开一个产品的设计和开发)
8.Closetothecustomer:listeningcloselytowhatcustomerssaytheywantandneed/howisused/whattheproductisusedfor/learningwhatcustomerslikeanddon’tlike.(接近客户密切倾听客户所说的他们想要和需要/如何用什么产品用于与学什么客户喜欢和不喜欢)
9.Marketorientationassumesthatwhenreferringto“abettermousetrap”meansamousetrapthatworkbetterthatissaferlonglastingeasiertousemorereliablemoreeffectivecheaperorthatcatchesmorenice.(市场定位假定时指的一个好的捕鼠器意味着捕鼠器这项工作更好,这就是更安全、持久、易于使用、更可靠、更有效、更便宜或捕获的更好)
10.Quasi-marketorientedcharacteristiccanbeexplicit外在的orimplicit内在的dependinghowdirectlytheyrelatetobenefitingtheuserExplicitquasi-marketorientedcharacteristicsneednoexplanation.Buttherelevanceofimplicitquasi-marketorientedcharacteristicsmayrequireexplanation.(准市场面向的特征可以是外在的或内在的,具体取决于如何直接受益用户的先后,明确以市场为导向特点无需解释但隐式准市场面向特征的相关性可能需要解释)Everyproductindustryandcompanycanbeseenashavingalifewhichgoesthroughfourstages:theintroductoryphasegrowthphasematurephasedeclinephase.(每个产品、行业和公司可以视为具有生命,要经历四个阶段介绍性阶段、成长阶段、成熟阶段下降阶段)
11.Theidentificationoflife-cyclepositionscanbedifficultbecausetheyarequalitativephenomenatherearenotquantitativemeasurement;theyarecharacterizedbyimprecisestartandfinishdatescanonlybedefinedafterthefact;theysharelargeareasofoverlapwiththephasesthatprecedeandfollowthem.(查明的生命周期的位置可能很困难,因为它们是定性现象(有不定量测量);他们的特点是不精确的开始日期和完成的日期(可以只定义事实后);他们与之前和之后他们的阶段分享大面积的重叠)
12.Theindustryenvironmentcanbethecriticalvariableinsurvivalandsuccessofaproductorcompanyandtheindustrylife-cyclepositioncanbeacriticalfactorinstrategyformulation.(产业环境可以是生存和成功的产品或公司中的关键变量和行业生命周期位置可以是在战略制定中的一个关键因素)
13.Theproblemwithfocusingprincipallyorexclusivelyononelife-cycleistheothertwolifecyclesgetignored.Thedangeroffocusingononelifecycleistheonethatisignoredmaybethedeterminingfactor.(产业环境可以是生存和成功的产品或公司中的关键变量和行业生命周期位置可以是在战略制定中的一个关键因素)
14.Theskimmingelementprovidescompanieswithaverypracticalandcost-effectivewaytoidentifyproduct-marketcombinationsthatwarrantfurtherinvestment.Soskimmingstrategiesfrequentlyresultinthedevelopmentandimplementationofproduct-specificandlocation-specificstrategies.(.撇脂元素提供了非常实际和具有成本效益的方式来标识产品市场组合,值得进一步投资的公司所以撇脂战略经常导致特定产品和特定位置的战略的实施与发展)。