Research on enterprise value chain management model of competitive strategy
沃尔玛供应链管理中存在的问题及解决方案
摘要由于信息技术的不断发展和全球竞争的日益加剧，传统的物流服务已满足不了人们的需求。
具有前瞻性的企业不再单纯的着眼于单个企业的成本和收益管理，而是将采购、供应链以及生产、流通和销售等环节看成一个整体价值链，实施供应链管理。
可以说，21 世纪的物流竞争就是供应链之间的竞争。
供应链作为构建企业核心竞争力不可复制的手段，它不仅可以优化企业内部管理，整个企业现有资源，也可以使企业通过强强联合，充分挖掘和利用企业外一切可以利用的资源，实现优势互补，在竞争合作中，实现联合企业共赢的目标。
供应链管理可以为企业带来更大的经济效益和更加长远的发展空间。
沃尔玛作为世界零售业之首，凭借自身的优越条件，始终信奉顾客至上，推行天天平价。
其对供应链管理的应用，一直是其他零售企业争相模仿的对象。
沃尔玛的成功不得不说是一个必然，现新的信息管理技术、完备的配送中心、一流的供应链管理人才??都为沃尔玛的的发展奠定了基础。
本文通过对沃尔玛供应链管理的介绍，针对沃尔玛现有供应链管理中存在的问题进行了着重的分析，并提出了相应的解决方案。
从沃尔玛先进的管理技术中我们可以学到：我国现有零售业应该如何去应对的国际竞争的剧烈冲击及如何找到适合企业发展的战略方针。
希望供应链管理在我国能得到快速发展。
关键词:供应链、供应链管理、核心竞争力 2 Abstract With thedevelopment of the information technology and the growing global competition, the traditional logistics service already can't satisfy the people's needs. Forward-looking enterprise no longer simply focus on the costs and benefits of individual enterprise management, but will purchase, supply chain and production, circulation and sales such links as a whole value chain, the implementation of the supply chain management. Can say, in the 21st century logistics competition is the competition between the supply chains. Supply chain as a construction enterprise core competitive ability of the duplicated means, it can not only optimize enterprise internal management, the enterprise existing resources, also can make the enterprise through the powerful combination and fully exploit and use all the enterprise the resources can be exploited to achieve reciprocal advantages in competition and cooperation, achieve the goal of joint enterprise win-win. Supply chain management for enterprise can bring more economic benefit and more long-term development space. Wal-mart as the world is the head of the retail trade, depending on the superior conditions, and always believes the customer is the god, implement every day parity. The application of supply chain management, is always the other retail enterprise competing to imitate. Wal-mart's success had to say is a must,now the new information management technology, complete distribution center, the first-class supply chain management talented person...... For the development of Wal-mart's laid a foundation. This article through to the Wal-mart of supply chain management is introduced, in view of the existing supply chain management Wal-mart of the problems that exist in the analysis of the emphatically, and puts forward the corresponding solutions. From Wal-mart advanced management technology, we can learn: our country's existing retail should how to deal with the international competition strong impact and how to find suitable for enterprise development strategy. Hope to supply chain management in our country can get fast development. Key words：Supply chain, supply chain management, the core competitiveness 3 目录摘要....................................................... 错误！未定义书签。
value chain模型英文版
value chain模型英文版English:The value chain model is a strategic framework that outlines the key activities involved in a company's production process, from raw materials acquisition to the delivery of the final product or service to the end customer. Developed by Michael Porter in 1985, the value chain model helps businesses identify opportunities for cost reduction, differentiation, and competitive advantage. The value chain is typically divided into two main categories: primary activities and support activities. Primary activities are directly related to the production and delivery of the product, such as inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities, on the other hand, provide the infrastructure and resources necessary for the primary activities to function effectively, including procurement, human resource management, technology development, and infrastructure. By analyzing each activity within the value chain, companies can pinpoint areas of their operations where they can create the most value and improve overall efficiency. This strategic approach enables firms to increase profitability, enhancecustomer satisfaction, and gain a sustainable competitive advantage in the marketplace.Translated content:价值链模型是一个战略框架，详细说明了公司生产过程中的关键活动，从原材料采购到最终产品或服务交付给最终客户。
企业的战略与策略规划英文版
Cost Leadership: This strategy focuses on achieving the lowest cost structure in the industry to compete on price
02
Analysis of External Environment of Enterprises
Consider the political stability, policies and regulations that affect the industry
Political factors
Assess the economic situation, inflation, interest rates, and growth prospects
Threats
Identify key competitors and their strategies
Competitive landscape
Competitive positioning
Competitive advantage
Competitive response
Assess the company's current market position and competitive advantage
Competitive positioning
Understanding the competitive landscape and positioning the company accordingly, through differentiation or cost leadership strategies
Plans
Detailed actionable steps and milestones to achieve the set goals, including identification of key resources, timelines, and responsibilities
企业价值管理剖析
企业是一个以盈利为目标的组织，其出发点和归宿都是盈利。
企业一旦成立，就会面临竞争，如何在激烈的市场竞争中获得一席之地，是每一个企业管理者关心的问题。
价值管理是以价值为导向作为战略制定、融资安排和公司治理的基础，使企业获得持久的竞争优势，从而实现企业价值最大化目标的一种管理活动。
本文的第一章介绍了企业价值管理的基本理论和内容，其中包括企业价值管理的基本思想，企业价值管理的发展，企业价值管理的内容，以及价值管理相较于传统的管理所具有的优点。
公司价值来源于两个广泛的决策领域：公司战略、公司治理。
公司战略决策包括企业市场分析和企业的竞争力分析；公司治理决策侧重于业绩评估和薪酬规划。
价值管理主要通过公司战略和公司治理两个方面的管理来实现企业价值的最大化。
在本文的第二章介绍了在公司战略方面，价值管理如何通过扩展的价值链分析来确定企业在市场竞争中的地位，确定自己的竞争优势以及如何保持这种竞争优势。
在这一部分，主要介绍了价值链管理的基本思想和理论，价值链管理在我国的研究现状以及西方价值链管理理论研究的新动向，以及通过行业价值链分析和企业内部价值链分析，来实施价值链管理，消除企业劣势价值链，优化企业结构，提升企业价值。
本文第三章介绍了在公司治理方面，价值管理通过建立一种新的业绩评价体系一一EVA来正确评价企业经营业绩，对员工和管理者进行激励。
在这部分，首先比较了我国和西方在业绩评价理论和实践上的发展历程。
分析了我国建立在计划经济时代的以净利润为基础的业绩评价体系所造成的弊端。
提出建立以EVA为核心的业绩评价体系。
EVA （经济利润）为投资成本回报率减单位成本的差额乘以投资成本，是从经济学的角度出发，衡量投入资本所产出利润超过资本成本的剩余利润。
本章介绍了EVA的概念，计算方法，EVA相较于传统评价指标的优点，以及以EVA为核心的激励机制所具有的特点。
在本文的第四章，提出了实施价值管理的所需的一些保障体系。
其中包括资金控制体系，战略管理体系，预算体系，考评体系，以及人力资源和文化激励约束体系。
本科生毕业论文《基于价值链分析的成本管理研究》
河南财经学院成功学院本科生毕业论文基于价值链分析的成本管理研究院系名称管理学系姓名___________________________________学号___________________________________专业 _________________ 会计学_____________指导教师讲师2010年5月7日摘要基于价值链分析的成本管理是一种新型的成本管理方法，它要求企业在进行成本管理的同时关注企业在市场中的竞争地位。
通过价值链分析方法与成本管理的结合，企业能够有效地适应其持续变化的外部环境，控制成本，并获得成本优势。
在全球经济一体化的客观条件下，企业面临着日益激烈的市场竞争，如何有效地实施成本管理，提高企业核心竞争力已经成为迫在眉睫的问题。
文章以价值链分析为理论基础，指出了传统成本管理的局限性，并对价值链分析与成本管理相结合做出了分析。
价值链分析包括企业内部价值链分析、行业价值链分析、竞争对手价值链分析。
本文以价值链中的一环一一行业价值链分析为主，结合案例分析的方式，对价值链分析在成本管理中的具体应用做出了详细分析。
关键词：价值链分析；成本管理；内部成本；外部环境AbstractIt is a new cost management which based on the analysis of the value chain. This kind of cost management requires the enterprise pay attention to the enterprises competition ability in the market as while as using the cost management. The enterprise could adapt to the constant change of external environment effectively through the combination of value chain analysisment and cost management. Thus, enterprise could control the cost and obtain cost advantages. In the circumstance of global economic integration, enterprises are facing with the increasing fierce competition in the market. So how to implement cost management effectively and improve the core competitiveness of enterprises are becoming urgent problems. This paper takes the value chain analysisiment as the theoretical basis,pointed out the limitation of traditional cost management and analyzed the combination of value chain and cost management. The value chain analysis including the enterprises internal value-chain analysis, the value chain analysis and the value chain analysis of rivals. This paper used one of the vale chains- the industry chain as the main analysis, combined the case analysis and gave out the detailed analysis of the vale chain's specific application in cost management.Key Words：The value chain analysis, Cost management, Cost of internal, External environment1引言 (1)1.1研究背景和意义 (1)1. 2文献综述 (1)1. 3研究的主要内容和方法 (2)2价值链分析的概念及内容 (3)2.1价值链分析的概念 (3)2.2价值链分析的内容 (3)2. 2.1行业价值链分析 (3)3.2.2企业内部价值链分析 (4)2.2. 3竞争对手价值链分析 (4)3基于价值链分析的成本管理 (5)3.1传统成本管理的局限性 (5)3.2基于价值链分析的成本管理方法 (5)3. 2. 1树立价值链成本观念 (6)4.2.2正确定位成本动因 (6)3.2. 3拓宽成本管理范围 (6)3.2.4建立完善价值链成本管理体系 (6)3.3价值链分析在成本管理中的运用途径 (7)4烟草行业价值链分析案例 (8)4.1我国烟草工业公司的行业价值链模式 (8)4.2行业上游价值链分析 (9)4.3行业中游价值链分析 (10)4.4行业下游价值链分析 (10)5结论 (12)参考文献 (13)致谢 (14)1.1研究背景和意义经济全球化势态的加快和日益激烈的市场竞争对企业内部管理造成了深刻的影响，引起众多的企业经营理念和经营方式发生了显著的改变，同时也促使企业的管理理念和方法发生了根本性的改变。
企业网络、大数据能力与商业模式创新机制研究——基于fsQCA方法的实证分析
企业网络、大数据能力与商业模式创新机制研究——基于fsQCA方法的实证分析企业网络、大数据能力与商业模式创新机制研究——基于fsQCA方法的实证分析摘要：本文从企业网络、大数据能力和商业模式创新入手，通过fsQCA方法对企业创新机制进行实证研究。
研究发现，企业网络和大数据能力对商业模式创新有显著的正向影响，而企业网络+大数据能力的组合作用对商业模式创新的影响更为显著。
同时，本研究还对不同行业间的创新机制进行了比较，发现不同行业之间创新机制的差异具有显著性。
因此，在设计创新策略时，企业需要根据自身所处的行业特点有针对性地选择创新机制，并充分发挥企业网络和大数据能力的作用，以实现商业模式创新增长。
关键词：企业网络、大数据能力、商业模式创新、fsQCA、实证研究Abstract:This paper focuses on enterprise network, big data capability and business model innovation, and conductsempirical research on enterprise innovation mechanism through fsQCA method. The study found that enterprise network and big data capability have a significant positive impact on business model innovation, and the combined effect of enterprise network and big data capability on business model innovation is more significant. At the same time, this study also compares the innovation mechanisms between different industries, and finds that there is significant difference in the innovation mechanisms between different industries. Therefore, in designing innovation strategies, enterprises need to choose innovation mechanisms according to the characteristics of their own industry, and fully leverage the role of enterprise network and big data capability to achieve business model innovation growth.Keywords: enterprise network, big data capability, business model innovation, fsQCA, empirical researchInnovation has become an important driving force for business growth and competitiveness. However, the mechanisms of innovation vary from industry to industry. According to our empirical research using the fsQCA method, we found that there are different factors that contribute to business model innovation growth in different industries.For example, in the high-tech industry, technological innovation plays a critical role in business model innovation growth. Companies need to invest heavily in research and development (R&D) to continuously improve their products and services. This requires not only internal R&D capabilities but also the ability to collaborate with partners in the supply chain, academia, and other industries. Therefore, building an extensive enterprise network is crucial for high-tech companies to achieve business model innovation growth.In contrast, in the healthcare industry, regulatory constraints and high barriers to entry make itdifficult to innovate through technology alone. Instead, innovation in this industry is more focused on improving the patient experience and outcomes. Therefore, companies in the healthcare industry need to leverage their big data capabilities to collect, analyze, and utilize vast amounts of data to identify areas for innovation. They also need to collaborate with healthcare providers to obtain insights into patient needs and feedback on their services.Furthermore, our research found that the role of enterprise network and big data capability in achieving business model innovation growth is notindependent, but complementary. Enterprises with strong enterprise networks are better able to access diverse sources of data, while those with strong big data capabilities are better able to extract insights from these sources. Therefore, it is essential for companies to combine these two factors to achieve effective business model innovation growth.In conclusion, our research suggests that the key to achieving business model innovation growth is to choose the right innovation mechanism based on the characteristics of the industry. Companies need to leverage their enterprise network and big data capabilities to achieve business model innovation growth in different industries. By doing so, they can enhance their competitiveness and drive their business growth in today's rapidly changing business environmentFurthermore, businesses should also prioritize their customers and continuously seek out their feedback to inform their business model innovation strategies. This can be achieved through customer surveys, focus groups, or simply by monitoring social media channels.In addition, businesses should not be afraid to take risks and try out new ideas, even if they may not beguaranteed to succeed. By adopting a culture of innovation and experimentation, companies can create a more agile and adaptable organization, better able to respond to changes in the competitive landscape.Another important factor is the need for strong leadership and vision at the top of the organization. Leaders who can inspire and motivate their teams towards a common goal can help to drive innovation and growth, while also ensuring that the company remains focused on its core values and mission.Finally, it is worth highlighting the importance of collaboration and partnerships in driving business model innovation growth. Companies should look to forge strategic alliances with other organizations or industry players, leveraging each other's strengths and capabilities to innovate together and drive growth in new and exciting ways.In conclusion, achieving business model innovation growth is no easy feat, but it is vital for businesses looking to remain competitive in today's fast-paced and rapidly changing business environment. By prioritizing the customer, leveraging technology and data, taking risks and innovating continuously, and fostering a culture of collaboration and partnership,companies can position themselves for success both now and in the years to comeOne of the key challenges that businesses face today is the need to constantly evolve and adapt to changing market conditions. This means that companies need to be agile, flexible, and dynamic in their approach to business model innovation growth. Here are some additional strategies that businesses can use to achieve this goal:1. Develop a culture of experimentation and learningOne of the most important factors in driving business model innovation growth is the ability to experiment and learn from failures. This means promoting aculture of experimentation and risk-taking, where employees are encouraged to try out new ideas and approaches, even if they may not always succeed. By fostering a culture of open-mindedness and curiosity, businesses can create an environment where innovation can flourish.2. Embrace new technologies and platformsTechnology is an ever-evolving landscape, with new tools and platforms emerging all the time. Companiesthat can stay on the cutting edge of technology will have a significant advantage in driving business model innovation growth. Whether it's adopting new software tools, leveraging and machine learning, or embracing new social media platforms, companies that can adaptto new technologies will be well-positioned to succeed.3. Engage with customers and stakeholdersIn today's business environment, customers and stakeholders have more power and influence than ever before. Companies that can engage with their customers and stakeholders in a meaningful way will be better positioned to understand their needs and preferences, and to develop new products and services that meet those needs. This may involve leveraging social media and digital marketing channels, or it may involve more traditional methods of gathering customer feedback and insights.4. Foster collaboration and partnershipsNo company can succeed in isolation, and partnerships and collaborations can be a powerful driver ofbusiness model innovation growth. By working withother companies, entrepreneurs, and stakeholders, businesses can tap into new ideas and perspectives, aswell as leverage complementary skills, expertise, and resources. This may involve forming strategic partnerships, engaging in joint ventures, or collaborating with startups or other businesses that share similar values or goals.Overall, achieving business model innovation growth requires a combination of strategic thinking, agility, creativity, and a willingness to take risks and experiment. Whether it's prioritizing the customer, leveraging technology and data, fostering a culture of innovation, or engaging with customers and stakeholders, companies that can stay ahead of the curve and adapt to changing market conditions will be well-positioned to succeed now and in the futureIn conclusion, achieving business model innovation growth is crucial for companies to succeed in today's rapidly evolving marketplace. It requires a combination of strategic thinking, agility, creativity, and risk-taking. This can be achieved by prioritizing the customer, leveraging technology and data,fostering a culture of innovation, and engaging with customers and stakeholders. Companies that can adaptto changing market conditions and stay ahead of the curve will have a better chance to succeed both nowand in the future。
基于价值链视角的OPM战略营运资金管理研究——以海天味业为例
摘要当前，在新的经济背景下一些企业逐步运用新型的营运资金管理战略即OPM 战略来缓解资金压力，减少对自身营运资金的占用，运用外部资源完成自身营运。
然而，并非每个实施OPM战略的企业都能利用OPM战略实现规模扩张，OPM 战略运用不当不仅会挤占上下游企业的生存空间，不利于提高整个价值链的竞争力，还会因为过度依赖供应商及客户来获得自身发展所需资金而造成企业资金链脆弱。
由于OPM战略的运用会对营运资金的流动性及安全性产生影响，与上下游企业密切相关，因此对于实施OPM战略的企业而言不仅应当关注内部价值链管理，还应当关注外部价值链管理，注重维护与上下游企业间的关系。
目前基于价值链视角的营运资金管理理论尚未形成完整的体系，同时对OPM 战略的研究主要集中于单一要素视角，而单一要素视角的营运资金管理，忽视企业与内部外部之间的联系，脱离企业业务流程，无法适应现阶段的企业营运资金管理。
因此基于价值链视角的营运资金管理理论便应运而生，其根据营运资金在企业生产运营中所处的不同渠道，具体地分析出某个渠道是否存在对营运资金过度占用而导致营运资金周转效率下降的问题，在保障营运资金安全性与流动性的基础上，基于战略视角，有助于提升价值链整体利益，是一种较为科学有效的营运资金管理理论。
因此，本文基于价值链视角，探讨国内调味品企业运用OPM战略对营运资金管理的影响以及意义，研究新的营运资金管理发展思路。
本文主要采用文献研究法和案例分析法，借鉴营运资金管理、OPM战略以及价值链管理等相关理论，结合内部及外部价值链，综合财务与非财务指标，基于价值链视角对海天味业利用OPM战略进行营运资金管理进行分析。
首先，对调味品行业进行概述，总结调味品企业价值链结构，分析海天味业企业概况；其次，对其OPM战略的运用从以下四个方面展开：OPM战略实施条件、运作模式、资金应用方式、影响其选择运作模式的因素；再次，在此基础上分别从内部价值链与外部价值链两个方面对海天味业运用OPM战略进行营运资金管理进行分析评价，在对海天味业内部价值链分析时从流动性、安全性两方面出发,外部价值链分析则从上游供应商环节与下游客户环节展开，其中上游供应商环节从采购模式、和供应商关系两个方面进行分析，下游客户环节从渠道结构、客户集中度展开。
连锁餐饮企业顾客满意度研究及评价--以石家庄市德克士为例
目录摘要 (1)Abstract (1)第一章绪论 (1)1.1 选题背景与意义 (1)1.1.1 选题背景 (1)1.1.2 选题意义 (2)1.2 本文研究思路及研究方法 (2)1.2.1 本文的研究思路 (2)1.2.2 本文的研究方法 (3)第二章顾客满意度相关概念及理论基础 (4)2.1 顾客满意度概念 (4)2.2 顾客满意度影响因素 (4)2.2.1 企业总体形象 (4)2.2.2 产品特性 (5)2.2.3 服务质量 (5)2.2.4 就餐环境 (5)2.3 国内外顾客满意度相关研究 (5)2.3.1 国外顾客满意度相关研究 (5)2.3.2 国内顾客满意度相关研究 (6)第三章连锁餐饮企业顾客满意度指标体系的构建 (7)3.1 连锁餐饮企业行业现状分析 (7)3.2 连锁餐饮企业顾客满意度测评指标体系的设计 (7)3.2.1 连锁餐饮企业顾客满意度测评指标体系建立的目的 (7)3.2.2 连锁餐饮企业顾客满意度测评指标体系的设计原则 (8)3.2.3 连锁餐饮企业顾客满意度测评指标体系的建立 (8)第四章案例分析及评价-以石家庄市德克士为例 (10)4.1 德克士背景简介 (10)4.2 案例调查分析 (10)4.2.1 调查问卷原则 (10)4.2.2 问卷的设计 (11)4.2.3 问卷统计结果 (11)4.3 数据的统计分析与评价 (12)4.3.1 专家打分法步骤 (12)4.3.2 指标权重的确定 (13)4.3.3 基于模糊综合评判的顾客满意度评价 (14)第五章石家庄德克士提升顾客满意度的对策建议 (19)5.1 石家庄德克士餐饮企业顾客满意度实施中存在的问题 (19)5.1.1 对餐厅的总体形象不够重视 (19)5.1.2 服务质量有待提高 (19)5.1.3 不注重产品创新 (19)5.2 石家庄德克士餐饮企业顾客满意度提升策略 (19)5.2.1 结合企业特点，改善企业形象 (20)5.2.2 顺应时代潮流，优化服务质量 (20)5.2.3 掌握顾客需求，注重产品创新 (20)第六章结论 (21)参考文献 (22)致谢 (23)附录 (24)摘要本文着重研究连锁餐饮企业顾客满意度，在研究顾客满意度时，以石家庄市德克士企业为例，通过对案例的分析，得出相应的结果。