businessstrategy企业战略管理英文版(上海财经大学董
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。
企业战略管理英文版
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战略管理英文版最新版教学ppt课件第1章
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
战略管理英文版最新版教学课件第6章
LO 6-5 Explain why it is difficult to succeed at an integration strategy. LO 6-6 Evaluate value and cost drivers that may allow a firm to pursue an
6-12
LO 6-1 Define business-level strategy and describe how it determines a firm’s strategic position.
LO 6-2 LO 6-3
Examine the relationship between value drivers and differentiation strategy.
Examine the relationship between cost drivers and costleadership strategy.
LO 6-4 Assess the benefits and risks of cost-leadership and differentiation business strategies vis-à-vis the five forces that shape competition.
of healthy living
❖ New differentiation appeal
战略管理英文版最新版教学ppt课件第2章
➢ U.S. Railroads: "Safest… N. American railroad”
❖ Missed the chance to move into delivery before UPS & Federal Express
➢ Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live
LO 2-4 Critically evaluate the relationship between mission statements and competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.
LO 2-6 Compare and contrast strategic planning, scenario planning, and strategy as planned emergence, and discuss strategic implications.
2-3
ChapterCase 2 Teach For America: Inspiring Future Leaders • TFA Mission: Eliminate educational inequality
企业战略管理外文翻译文献
企业战略管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)企业战略管理与战略管理会计探析中英文翻译Strategic management and strategic management accounting literature translation in both Chinese and English[论文关键词]战略管理会计企业战略内容方法[key words] strategic management accounting strategy content method [论文摘要]战略管理会计是当今企业经营环境更加复杂多变、全球性市场竞争空前广泛激烈的情况下，为满足现代企业实施战略管理的特定信息需要而建立的新的管理会计信息系统。
本文从战略管理会计的内涵、目标及特点阐述到战略管理会计的主要内容和方法对战略管理会计进行论述。
/ paper pick to strategic management accounting is the enterprise management environment is more complex, an unprecedented high competitive global market, to meet the modern enterprise to implement strategic management specific information need and establish a new management accounting information system. This article from connotation, goals and characteristics of strategic management accounting to the main content of strategic management accounting and methods of strategic management accounting in this paper.一、从企业战略的高度来看战略管理会计One, from the perspective of the height of business strategy, strategic management accounting1981年，英国学者西蒙斯最早将管理会计与战略管理相结合，提出战略管理会计之说。
企业战略管理Chapter 1(中英)
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战略管理过程
确定企业使命
反 馈
战略分析
战略选择及评价
反 馈 反馈
战略实施及控制
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Chapter 1: Strategic Management and Strategic Competitiveness
Overview: Eight content areas
Nature of Competition The 21st Century Competitive Landscape I/O Model of Above-Average Returns (AAR) Resource-Based Model of AAR Strategic Vision and Mission Stakeholders Strategic Leaders The Strategic Management Process
Strategy Integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage
一种统一的、综合的、一体化的计划，为获得企业的核心竞争 力及竞争优势
一项投资的利润超过投资者预期能从其他相同风险的投资项目获得 的利润 9
Nature of Competition: Basic concepts
Risk Investor’s uncertainty about economic gains/losses resulting from a particular investment
Hypercompetition – extremely intense rivalry among
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.
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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.
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• 中国期刊网 • Proquest • Ebscon • 国研网 • 中经网 • Google and others
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Session One
History, Concept, and Process
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• After your graduation, …… • Suitable for individuals, family, company, government and
– Typical – failure or success – Action of one company or relation among
several companies – In english
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Course Grading
• Final exam
50％
• Presentation and report 40%
3. Assessment of cases
– Content – Format – Effect
4. Deadline: the 8th week
3
• Examples
– 盛大网络 – Canon – DELL – 网络游戏产业 – Textile industry – Others
• Should be
4. Business portfolio and choosing strategies
5. Corporate strategies
6. Competitive strategy (and game theory)
7. Balanced scorecard and emergency management
• 迈克尔·波特：《竞争战略》，华夏出版社
• 迈克尔·波特：《竞争优势》，华夏出版社
• 迈克尔·波特：《国家竞争优势》，华夏出版社
• 罗伯特·伯格曼：《技术与创新的战略管理》，机械工业出版社
• 加里·哈默：《战略柔性》，机械工业出版社
• 安德鲁·坎贝尔：《战略协同》，机械工业出版社
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• Harvard Business Review • Strategic Management Journal • Sloan Management Review • California Management Review • Management Science • Journal of Management • Academy of Management Journal • RAND Journal of Economics • McKinsey Quarterly
• Class participation
10％
5
References
• Arthur A. Thompson and A.J. Strickland. Strategic Management: Concepts and Cases. McGraw-Hill companies, Inc. 2001
8. Critical mass
9. Competitive advantage of nations
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10. Case study
11. Case study
2
• Module Two: cases
1. Team work: case report 2. Requirement
– Select one company or one industry – Clear description of its strategy or practice – Data – Questions
– 1820s to the beginning of 20th century – No competitive concept? – Car and carriage – Electric light and gas light
• Phase 2: scientific management
– Before 1930s – Sellers market, production-dominated – Focusing on cost, efficiency, and product – The theory of Taylor
businessstrategy企业战略管理 英文版(上海财经大学董
1
Structure and Schedule
• Module One: Lectures
1. History, Concept, and Process
2. External environment
3. Capability and resources
• David Besanko, David Dranove, and Mark Shanley. Economics of Strategy. John Wiley & Sons, Inc. 1996 戴维·贝赞可（等）： 《公司战略经济学》，北京大学出版社
• 王玉：《企业战略管理教程》
• 亨利·明茨伯格：《战略历程》，机械工业出版社
– After 1960s – Post-industrial society (France) – Value oriented, create market
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Strategy：basic concept
•In order to adapt to the external environment, the current and future business activities are strategically decided, covering which kind of business to enter, how to compete and operate and so on.
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• Phase 3：Marketing management
– 1930s to 1950s – Diversified demand, buyer’s market, competition – Market and customer oriented
• Phase 4：strategic management
other organizations • 乾隆 • Tacit or clear strategy (华硕与一江阴民企) • Is strategy useful?
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Emerge and development of business strategy
• Phase 1: the formation of modern enterprises