Lecture 4 Corporate Level Strategy
英文版公司理财课件chapter 4
If you start investing now, time can be a very powerful ally. Year after year, the money you invest earns more money. And if you reinvest your earnings, you can earn even more money in the future, it’s called compounding returns and its one of the keys to making your money work harder.
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For compounding to work its magic, you need to do two things:
1. Reinvest your investment returns (e.g. dividends and interest), rather than spending the money on other things. This will enable you to turn your investment earnings into capital so that you can generate even more future earnings. An easy way to reinvest income is to participate in a dividend, interest or income reinvestment scheme.
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example
If you invest $10 000 at an 8% annual return until age 65, the table below shows how much you would get back
新视野商务英语视听说(上)第四版授课计划
新视野商务英语视听说(上)第四版授课计划Title: Teaching Plan for New Horizon Business English (Upper Intermediate) 4th Edition - Listening and Speaking Introduction:The teaching plan for New Horizon Business English (Upper Intermediate) 4th Edition focuses on enhancing students' listening and speaking skills in a business context. This plan aims to provide a comprehensive framework forinstructors to effectively deliver the course content and achieve desired learning outcomes. Each module within the book is carefully structured to engage students in authentic business situations, fostering their ability to communicate confidently and fluently in English.Module 1: Building RelationshipsObjective:- Develop listening skills for understanding conversations in networking events.- Enhance speaking skills to initiate and maintain professional relationships.Activities:1. Listening Practice: Students listen to dialogues and presentations related to networking events, focusing on key phrases and expressions used in socializing and making introductions.2. Speaking Exercise: Pair or group discussions on effective networking strategies and techniques. Role-play scenarios simulating networking situations to practice conversational skills.Module 2: Company Structure and CultureObjective:- Improve listening comprehension of discussions on organizational structures and corporate culture.- Foster speaking abilities to describe companystructures and cultures accurately.Activities:1. Listening Tasks: Students listen to audio recordings of interviews with company executives discussing their organization's structure and culture. They identify key information and main ideas.2. Speaking Practice: Group discussions on various company structures and cultures. Students present findings on a chosen company's structure and culture, focusing on language accuracy and coherence.Module 3: Business Trends and InnovationsObjective:- Enhance listening skills to comprehend discussions on emerging business trends and innovations.- Develop speaking proficiency to express opinions and ideas on business developments.Activities:1. Listening Exercises: Students listen to podcasts or interviews discussing current business trends and innovations. They summarize main points and identify key trends.2. Speaking Tasks: Pair or group discussions on theimpact of technology and innovation on different industries. Debates on the advantages and disadvantages of specific business trends, encouraging critical thinking and persuasive speaking.Module 4: Marketing StrategiesObjective:- Strengthen listening comprehension of marketing presentations and discussions.- Cultivate speaking abilities to articulate marketing strategies and concepts effectively.Activities:1. Listening Activities: Students listen to marketing presentations and case studies, focusing on language related to product promotion, market segmentation, and branding.2. Speaking Exercises: Group presentations on marketing strategies for a given product or service. Role-plays simulating client meetings to negotiate marketing plans and strategies.Module 5: Negotiation SkillsObjective:- Improve listening skills for understanding negotiation tactics and strategies.- Enhance speaking proficiency to negotiate effectively in various business scenarios.Activities:1. Listening Practice: Students listen to negotiation simulations and role-plays, analyzing negotiation techniques such as bargaining, compromising, and problem-solving.2. Speaking Tasks: Pair or group negotiation exercises on different business scenarios, such as contract negotiations, price discussions, and partnership agreements. Feedback and reflection on negotiation performance to identify strengths and areas for improvement.Conclusion:The teaching plan outlined above provides a structured approach to develop students' listening and speaking skills in a business context using the New Horizon Business English (Upper Intermediate) 4th Edition textbook. By engaging in avariety of activities, students will not only improve their language proficiency but also gain valuable insights into the world of business, preparing them for success in their professional endeavors.。
国际市场营销学课程教案
暨南大学
全日制本科课程教案
2008 ~ 2009 学年第一学期
课程名称国际市场营销学
课程性质专业必修课
教材名称国际市场营销学
适用专业（方向）国际经济与贸易专业
学生类别内、外招生
开课单位经济学院国际经济与贸易系授课教师夏京文
职称副教授
暨南大学教务处制
二00七年九月
《暨南大学全日制本科课程教案》填写说明
一、用宋体、5号字填写，每项页面大小可按照规定格式自行添减。
二、一次课为一份教案（不包括封面）。
三、“课程性质”填必修课、专业选修课或公共选修课；“学生类别”填内招生，外招生或内、外招生；公共选修课的“适用专业（方向）”填写“全校各专业”。
四、“开课单位”填学院、学系和教研室（无教研室只填学院和学系）。
五、授课类型指理论课、讨论课、实验、社会实践、实习或见习课、其他等。
六、“教学内容”应具体，而不应只填写教材章节名称或讲授主题的题目。
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案
国际市场营销学课程教案。
国际战略管理 Corporate-Level Strategy
Feedback
2
Describe Corporate-level strategy & its importance to the diversified firm The advantages & disadvantages of singlebusiness & dominant-business strategies Main reasons why firms with single & dominantbusiness strategies more to more diversified ones How related-diversified firms use activity sharing & the transfer of core competencies to create value Ways unrelated diversification can create value Incentives / resources that promote diversification
Chapter 6 CorporateLevel Strategy
Chapter 8 International Strategy
Chapter 9 Cooperative Strategy
Chapter 12 Strategic Leadership
Strategic Outcomes
Strategic Management Strategic Competitiveness
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A Diversified firm has 2 Levels of Strategy
Business-Level Strategy (Competitive Strategy)
流利说商务英语Level4Unit1Part5CompanyPackages
流利说商务英语Level4Unit1Part5CompanyPackages流利说商务英语Level4 Unit1 Part5 Company Packages CompensationCompensation is the monetary and non-monetary benefits given to employees.A typical compensation package includes salary,bonus, and insurance.Some companies also provide other benefits, such as Free food and gym membership.A good compensation plan can improve employee satisfaction.Before accepting a job offer, you should evaluate its compensation package carefully. He accepted the job without negotiating a compensation package.She received a housing allowance as part of her compensation package.SalaryA salary is a fixed amount of money paid to employees in return for their work.It is paid regularly, usually on a monthly basis.If employees perform well, they may get a salary raise.He owns a salary of $50000.She did a great job last quarter, so she got a 30% salary increase.BonusA bonus is extra money given to employees in addition to their salary.Companies often give employees bonuses to reward good performance. Employees may also get a bonus before majorholidays, such as Chinese new year or Christmas.I'll buy a new laptop with my year-end bonus.Employees who stay in the company for more than 3 years receive a special bonus. InsuranceInsurance is compensation provided by a company to employees for unexpected events.For example, health insurance pays for employees’ medical costs when they get sick. Without health insurance, they may be unable to pay their medical bills.Don't forget to buy travel insurance before you go.Some treatments are not covered by insurance.BenefitsBenefits are non cash compensation that employers give to employees.Examples include health insurance, holiday leave and pension plans.Companies that provide competitive benefits packages are more likely to attract employees.Health insurance is part of our employee benefits package.Paid time off is the most desired type of benefit in our company.。
EBC初级课件4
BEC初级精讲班第4讲讲义Company activitiesObjectives: To learn to describe company activities学习描述公司的商务活动To practise reading for specific information练习阅读重要信息To raise awareness of cohesion and connectors of addition and contrast提高对篇章衔接、表示递进与对照连接词的意识To review the present continuous复习现在进行时态Investing in central EuropeReading 1 Look at the diagram showing car company investment in central Europe. Answer the questions.vocabulary$1.8bn bn = billion van assembly plantFord Opel Daewoo Fiat Skoda $17m m = million plantKey:1 Fiat ( $1.8bn)2 Volkswagen ( in Mosel )3 Volkswagen ( in the former East Germany, Hungary, Czech republic, Slovakia, Poland)4 Poland ($3.52bn)5 Slovakia ($120m)Grammar 2Could you tell me the different uses of the present tenses.KeyPresentsimple Present continuousGeneral facts ( Volkswagen Something happening now (Daewoo is nowmanufactures cars ) building a new plant.)Routines ( I work for Audi.) Temporary situations ( Manyfirms are investingStates ( VW now owns 70% of Skoda.) a lot of money in central Europe.)Changing situations ( Costs are rising slowly.)Speaking 3 Why are companies investing so much in central Europe?Reasons given in the test:Cheap workforceGenerous government inward investment grantsSlow economic growth at homeStrong growth in central/eastern European car marketsPossible to take over existing facilities/companies cheaplyGood locations for exporting to the former Soviet UnionOther possible reasons not mentioned in the text:By manufacturing in Europe, Asian and US companies avoid restrictions on imports into EuropeInvesting in the area boosts local economies and adds to market growthHigher returns on investments due to low costsShareholder pressure to increase performanceDrivingeastwardsReading 1 Put the five extracts below into the correct order to complete thenewspaper article.vocabularyengineer earn attractionhuge profitgenerous state investment grants (subsidy/subsidise)car-maker modernise acquireSuggested answers:2 In addition to the cheap labour, …3 Volkswagen, for example, …4 Companies such as VW and Fiat…5 However, in spite of all these advantages…2 Say whether the following sentences are 'Right' or 'Wrong'. If there is not enough information to answer, choose 'Doesn't say'.Read through all the questions before scanning through the text. You should check carefully whether there is enough evidence in the text to declare the statements either 'Right' or 'Wrong'. If there is not, you should choose 'Doesn't say'.vocabulary:inward investment be equivalent toKey :1 B2 A3 A4 C5 B6 BVocabulary 3 Look at the words in italics in the text. Write the words in the correct group below.2 Key:AdditionContrastandbutinaddition howeverfurthermorealthoughmoreoverin spite ofalsonot only … but alsoIf not only … is used before the verb,λ the verb needs to be inverted. However, if it is used after the verb, there is no problem.I wish to point out that both in spite of and despite areλ followed by:1) a noun, 2) -ing or 3) the fact that; they are not followed by the infinitive. 4.Now use the words in italics in the text. Write the words in the correct group below.2 Opel is opening a new car plant in Poland. Moreover/Furthermore/In addition, it isopening a plant in Hungary.Opel is not only opening a new car plant in Poland but also a plant in Hungary.3 Wages are lower in central Europe. Moreover/Furthermore/In addition, workersare more flexible.Wages are not only lower in central Europe but workers are also more flexible.4 Wages are increasing in eastern Germany but they are 15-25% lower than in the west.Although wages are increasing in eastern Germany, they are 15-25% lower than in the west.In spite of an increase, wages in eastern Germany are 15-25% lower than in the west.5 VW has bought companies in central Europe. Moreover/Furthermore/In addition, it hasbuilt new factories there.VW has not only bought companies in central Europe but also built new factories there.6 Wages are lower in central Europe but this is not the only reason companies are investing there.Although wages are lower in central Europe, this is not the only reason companies are investing there.Speaking 5 Work in pairs. Draw a map showing your company's markets. Explain to your partner what is happening in these places at the moment.You can draw a map showing your company's markets and activities. The map can only be diagrams and need not be works of art. Then you can mark on important locations and exchange maps with a partner. Finally, you can take it in turns to ask each other what the locations are and what activities take place there.Essential vocabularyAddition Contrast ActivitiesGeneralalso although assembly to attractfurthermore however tobuild attractionmoreover in spite of todevelop to climbnot only … but also togrow coststo invest to earninvestment flexibleto modernise lowmodelto receivevanwagesExamfocus:VocabularyObjectives: To learn to use useful strategies for coping with unknown vocabulary学习处理生词的有用的策略To know useful ways of organsing and storing new vocabulary了解整理和积累词汇的有用方法词汇在我们学习和使用英语中十分重要。
2#011-2012学年第二学期商务英语学生讲义[考试大论坛精品资料]
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商务英语学生讲义专业 ________________ 学号 ________________ 姓名 ________________Unit 1 Company Profiles Objectives:1.to inquire about companies2.to talk about company profiles (history, line of business, products, etc)3.to give a company presentationPart I1. DiscussionDo the companies quiz. Discuss your answers with a partner and find out your answers.Which company?1). began in 1865 as a forestry and power business.A) Ericsson B) Nokia C) Motorola2). produces the most successful toy in history.A) Disney B) Fisher-Price C) Mattel3). has its head office in San Francisco.A) Levi-Strauss B) Nike C) Calvin Klein4). buys more sugar than any other company in the world.A) Nestle B) Coca-Cola C) Suchard5). employs more people than any other company.A) Wal-Mart B) Siemens C) General Motors6). has the largest factory in the world.A) Boeing B) Ford C) Sony7). was started by Ray A. Kroc in 1955.A) Burger King B) KFC C) McDonald’sPart II Words and Expressions外资企业_______________________________合资企业_______________________________合作企业_______________________________龙头企业_______________________________国有企业_______________________________私营企业_______________________________荣誉企业_______________________________优质企业_______________________________一级企业_______________________________跨国公司_______________________________母公司_______________________________子公司_______________________________总公司_______________________________分公司_______________________________代表处_______________________________上市公司_______________________________私人股份有限公司_______________________________拳头产品_______________________________环保型产品_______________________________专业生产经营specialize in, engage in, handle a range of business including…占地面积_______________________________年产量_______________________________具有自营进出口权being entitled to self-import and self-export rights奉行坚持..原则；以..宗旨,在…方针指导下abide by the principles of …, adhere to the aims of…, based on the motto of the company 产品销往_______________________________获得奖项_______________________________通过ISO9000质量认证___________________________________________________________________________Part III Listening inTask 1: Appreciation of Video (BMW-CEO) and answer the following 2 questions.1) Who is the interviewee?2) BMW posted a 13.6% decline in pre-tax profit（税前利润）. What’s the reason?Task 2Some new words from the listening material.franchise subsidiarymerger acquisitionprominent territory logo2. Listen to the company introduction and fill in the missing information.Pizza Hut, Inc.1) The first Pizza Hut restaurant was opened by two young_____________________, brothers Frank and Dan Carney, in Wichita, Kansas , USA in _____ __with US$ ______ .2) The first Pizza Hut franchise store opened in _______.3) Pizza Hut became a _____________ of PepsiCo, Inc. in _____, through mergers and acquisitions, as well as organic growth, Pizza Hut has secured a ________________ ________in the market.4) Franchisees and _____________ partnerships account for more than ____ of the Pizza Hut system's total units.5) The red roof as the _______________has become world famous as an easily recognizedguarantee of crispy pizza, delicious pasta and friendly service in a pleasant atmosphere.6) Number of restaurants: ________in the United States and more than________ in over 90 countries and territories.7) Number of employees :______________worldwide8) The recognized leader in the US$ ____________pizza category worldwide.9) Pizza Hut provides _____________ pizzas to more than ____________ customers each day.Task 3Listen to the dialogue and fill in the form below according to the information you hear.♦Parent company:Mainstay Trading Co. in __________.♦ Product: _________________________.♦ Exporting destinations: _____________ the_________, Japan and_____________.♦ Number of factories: _________________________________________________.♦ Number of employees: ____________________.♦ Head office: ______________________________.♦ Main branches: in Montreal, __________________________________.♦ Electronics subsidiary: in_________________________.Part IV Speaking outTask one: Role Play according to the given information with your partner.1. A: Could you tell us something about your company?B: 本公司创建于1978年，现在已经成为我国主要的厨房用具出口商之一。
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。
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View of Competition Strategy
Business Level
Corporate Level
Composition and Coordination
Portfolio Management Corporate composition Multi-business synergy Primary task of corporate centre Market driven Promotes diversity Cash flow optimisation Capital allocation to SBUs Core Competence Development Competence based leverage Competence development and application Competence development and application
Composition and Coordination
Portfolio Management
Core Competence Development
Position of Business Units
Coordination between SBUs Diversification through acquisitions Corporate Control Style
– Bulk chemicals, petroleum, steel, personal computers
• •
The Growth Share (or BCG) Matrix
• • • • • •
Limited to industries where experience curve is relevant Appropriate for volume industries Overlooks perils of growth Measurement problems Product-market definition problems Difficult to implement strategies
-10%
Earnings: high stable Cash flow: high stable Strategy: hold or add market share
10
1.0
Relative Market Share
.1
The Growth Share (or BCG) Matrix
• •
BCG framework – based on the experience curve Success depends on the impact of accumulated experience For each cumulative doubling of experience total costs decline by approximately 20 – 30%
• Path dependency
Difficult to imitate
• Causal ambiguity • Social complexity • Isolating Mechanisms • No equivalent strategic resources or capabilities
• • •
Pressures for cost reductions
• •
Intense in industries of standardized, commodity type product that serve universal needs Major competitors are based in low-cost locations Consumers face low switching costs Examples
Growth Share: Learning effects
• • •
Cost savings that come from learning by doing Arises due to increased worker productivity and management efficiency Significant in cases of technologically complex tasks Experienced during start-up phase, ceases after two or three years First mover advantage
– First observed in aircraft industry where unit costs reduced by 80% each time output was doubled
•
Caused due to
– Learning effects – Economies of scale
The Growth Share (or BCG) Matrix
The Growth Share (or BCG) Matrix
30% Star
Earnings: high stable, growing Cash flow: neutral Strategy: hold or invest for growth
Equifinality Infinite regress Operational efficiency and the productivity frontier Hypercompetition the „self inflicted wound‟ (Porter, 1996) „Causal ambiguity leaves little room for strategy‟ (Peteraf, 1993) Tautology
•
•
The Multi-Business Organisation
Key Questions
• •
Composition:
– What businesses should the corporation be in?
Coordination:
– How should the corporate HQ manage the array of SBUs (Strategic Business Units)?
Strategic significance of the experience curve
•
The firm that moves down the experience curve most rapidly has a cost advantage over its competitors Aim to rapidly build up sales Aggressive marketing strategies Returns to first-mover advantages
Composition and Coordination
Portfolio Management Core Competence Development
Emphasis on
Market responsiveness
Business Level
Synergy and market development
Evaluating the Internal Context: Corporate Level Strategy
Strategic Management and Organisational Change
Agenda
• • • • •
Recap on last week The multi-business organisation Key questions:
Difficult to substitute
Resource-based View
• •
Firm heterogeneity The nature and source of SUSTAINABLE competitive advantage
• • • •
Resource-based View
– Composition and Coordination
Portfolio Management Core Competence Management
Business Level Strategy Resource-based View
To think about… • Avoid jumping to conclusions • Avoid NOT supporting assertions with SOUND AND DETAILED ANALYSIS • Avoid throwing into your text terms such as resources, capabilities and sustainable advantage without backing this up with SOUND AND DETAILED ANALYSIS
Highly autonomous and independent
Low
Highly integrated and interdependent
High
Ease of integration High Setting financial objectives
Ease of integration Low Joint strategy development
•
•
Growth Share: Economies of Scale
• •
Refers to reduction in unit cost by producing a large volume of a product Sources: