国有大中型商场脱困出路在于业态调整

国有大中型商场近年来业绩连续下滑，1999年国有零售企业资产负债率高达80.34%，境况令人担忧。国有大百贷之衰落有其主观与客观方方面面的原因，从西方国家商业组织形态发展历程与当前实际情况来看。国有大中型商场脱困出路在于业态调整，根据不同情况发展大型综合超市与品牌专卖综合店。     

而今迈步从头越──江苏盐阜人民商场集团董事长、总经理、党委书记施建石访谈录

按语:当前,由于买方市场、商业微利时代、购买力分流、竞争激烈等诸多因素影响,国有大中型商场普遍出现了销售下降,利润滑坡的情况.     

大中型商场的核心竞争力

文章围绕着大中型商场的生存与发展问题,提出经营时尚类、休闲类商品应成为核心竞争力的观点。对此,分别从大中型商场经营要素的关系、经营要素与基础要素的关系,论述了引动消费潮流作为核心竞争力的必要性和现实性。构建大中型商场核心竞争力,必须处理好大中型商场之间的关系,商场得关系,商场与生产者关系,并建立一支团队意识强、士气高、素养好的服务队伍。     

浙江省供销社系统大中型商场经营情况调查

浙江省供销社系统大中型商场经营情况调查徐志伟（杭州商学院企业管理系）在商品流通体制改革的过程中和激烈的市场竞争环境面前，浙江省供销社系统积极解放思想，革故鼎新，重新构建发展战略，积极调整经营对策，把在中心集镇和大中城市建设与改造大中型商场作为扭转经营...     

关于进一步搞活国有小企业的深层思考

<中共中央关于国有企业改革和发展若干重大问题的决定>再次重申,用三年左右的时间,通过改革、改组、改造和加强管理,使大多数国有大中型亏损企业摆脱困境的目标.国有大中型企业是国民经济的主力军,是改革开放的基石和保证,使其从困境中解放出来,具有非常重大的意义.但对于数以万计的国有小企业怎么办呢?从地位来看,国有小企业是国民经济重要力量;从其困难程度来看,并不比国有大中型企业差.但国有小企业毕竟有着大中型企业无法比拟的优势.所以,对其困难必须采取有别与国有大中型企业的办法来解决.根据目前各地国有小企业改革情况来看,尚有许多问题未有解决,仍须继续按照十五大的精神调整我们的改革思路.     

国有大中型企业金融风险管理相关问题浅析

在经济全球化浪潮下,我国国有大中型企业在发展的过程中也面临了很多新情况新问题,其中金融风险管理就是一个现实难题。这些金融风险主要包括管理体制风险、信用风险、资金运作风险以及利率汇率风险,这些金融风险对我国国有大中型企业进一步做大做强是一个很大的挑战,因此本文在最后也提出了对应的措施,以便我国国有大中型企业能够更好更快的发展。     

浅谈国企经理人激励原则

完善国有大中型企业法人治理结构,建立企业高层经理人员的激励约束机制,是当前企业界关注的重要课题,也是我国国有企业改革的核心问题。现阶段,应结合我国国有大中型企业的实际情况,在明确目标的前提下,兼顾效率与公平,选择合理的业绩考核指标,坚持物质激励与精神激励的有机结合,采取有效措施,保证国有大中型企业高层经理人员激励约束目标的实现。     

Excel表在零售商场专柜资金管理中的应用

需要专柜核算的大中型零售商场,通过在Excel工作表上设计基础表和结算表,反映零售专柜的经营情况和资金占用、结算情况,从而达到管理零售专柜资金的目的。 目前许多大中型零售商场对经营管理进行细分,在商场内设专柜,甚至整个商场都分柜组承包出去。经营风险由专柜或承租人承担,商场一般以出租场地形式,与承租人联营,承租人承包的每个柜组以销售扣点或利润保底形式经营。为了满足这种经营模式,必须探讨一种有效的管理办法。本文介绍怎样设计Excel表管理零售专柜资金,以供读者参考。     

国有大中型企业激励机制的现状及对策

有效激励机制的建立是保证国有大中型企业保值、增值 ,实现其国民经济支柱作用的必要条件。推进企业的体制、技术和管理创新 ,是对国有大中型企业发展提出的新期望。构建多元化的激励机制是国有大中型企业今后发展的必然选择     

武汉市国有大中型零售企业营业员管理的调查与思考

武汉市国有大中型零售企业营业员管理的调查与思考袁声莉毛四方张昭华（湖北商业高等专科学校４３００７０）为了探索国有大中型零售企业营业员管理的理想模式与发展道路，笔者以武汉市国有大中型零售企业为对象，围绕营业员管理的相关制度、措施、方式、营业员工作心态与...     

战略性领导

卓越的领导才能包括诸多因素,其中之一就是能够识别真正的市场机会并通过组织的调整抓住机遇。这一战略才能使得商业活动不断产生并相互关联。最近,我在蒙大拿州待了几个星期,在那里我继续对飞钓进行探索,并试图弄明白人们为何对其如此狂热。可以毫不夸张地说,一个优秀的飞钓者就是一个战略家。他们对这项运动的热爱与我对获取战略机遇的热情难分高下,下面就是我从这些垂钓大师身上学到的。1.这些人是狂热的垂钓者:飞钓者们会整日整夜地钓鱼。他们通过因特网获取河流中的信息。从河流的流量(流速)到水温,他们努力获取所有的细节,一杯啤酒过后他们会侃侃而谈水温下降了10度的各种原因。他们每个人不只有一根钓竿,而是有很多根。他们不仅有一些鱼饵,而是有数百个。     

基于战略协同的子公司战略研究方法

处于子公司地位的企业如何制定战略是战略研究中经常遇到的问题。结合一个集团公司内部子公司战略制定的实例,提出了一套基于母子公司战略协同的子公司战略制定的思路与方法,并给出了一种功能与业务组合的关系矩阵作为确定子公司业务组合的方法,把子公司的功能划分为两个方面。通过明确子公司应具备的功能,确定其相应的业务组合。     

International Strategic Alliances

Abstract

This paper reports the findings of an empirical investigation of strategic alliance agreements between UK firms and their European, Japanese and US partners. The aim of this paper is to shed some light on the international strategic alliance activity of UK firms and ascertain the objectives and motives of international strategic alliances. In addition, the perceived performance of the strategic alliance is considered together with the perceived level of satisfaction of a range of alliance activities. The findings should prove to be a useful guideline for researchers and practitioners engaged in understanding international strategic alliances. The analysis should allow managers to examine the important issues in the formation of international strategic alliances and allow them to understand the assessment of performance and satisfaction of the alliances formed.

Key Results: The findings have shown a definite pattern in UK international strategic alliance activity. The results of the study indicate that the majority of UK firms engage in international partnerships for marketing-related activities and are essentially driven by the financial cost and risk of entering a foreign market; access to overseas market and improving market share. The findings have also indicated that the majority of UK managers are satisfied with the overall performance of the international strategic alliance.     

Strategic planning unbound

The strategic planner's role has not kept up with the demands of today's complex business environment. But catching up is the planner's responsibility. Become participative, missionary, and aggressively iconoclastic, and you can be a catalyst of positive change. Stay rooted in the past, and you're just an impediment.     

Strategic market environments

The marketing strategy literature stresses the need to find an optimum “fit” between the firm and its environment. Utilising a relatively novel clustering technique, five distinct environments facing marketing managers in the United Kingdom were identified and the marketing strategies adopted in each environment examined. Marketing objectives and strategic focii were found to differ markedly by strategic environments, while competitive advantages created and pursued did not. The latter were found to be company, rather than environment, specific.     

战略联盟的稳定与战略联盟合作伙伴的选择

战略联盟高失败率存在的现实，对联盟的成功实施和稳定持续发展构成了巨大的威胁，通过对传统战略联盟伙伴选择机制的不足、缺陷、及其对战略联盟稳定的危害的深入分析，提出一个战略联盟伙伴选择的新机制，以期推动战略联盟能够成功实施并且稳定持续发展。     

Strategic compliments in sales

Salespersons often spend time and money giving prospective buyers compliments such as kind words, meals and gifts. Though prior research has shown that compliments will influence a prospective buyer’s decision, it is unknown the extent to which salespersons should make these investments. In this paper, we develop an analytical model to examine how seller and buyer characteristics affect the equilibrium provision of compliments by the seller. We establish that the optimal magnitude of compliments is non-monotonic in the buyer’s sensitivity to compliments. We identify conditions for when a seller of a high-quality product will offer greater (or lesser) compliments than a seller of a lower quality product. We show that, under certain conditions, an uninformed buyer earns greater utility than a buyer who knows the quality of the seller’s product. The findings have implications for sellers in their choice of compliments and buyers in the inferences they draw from the compliments received.     

美国市场营销中的"盯人"策略

赊欠经营术--盯住拮据消费者纽约安科电器公司决策者分析了销售上不去与居民的经济收入偏低、购买能力不足的关系后,果断采取赊欠销售的举措,以此吸引周围的消费者.人们纷纷前去购买彩电、冰箱、录相机、摄像机、家用电脑等高档电器产品,使安科电器公司生意大为红火.     

Strategic Positioning of Alliances

In this paper we use a simple linear demand structure to analyze firms’ and alliances’ strategic positioning with regard to cost reduction and product differentiation. In particular, we compare investment decisions under competition and in alliances and analyze comparative static properties concerning changes in market size. In contrast to Porter (1980 Porter, M.E. 1980. Competitive Strategy, New York: The Free Press. [Crossref] [Google Scholar]), this model explicitly allows firms to allocate their budget between the two strategies. The analysis reveals that the optimal allocation of resources for strategic positioning changes markedly when a firm enters an alliance: the general investment level decreases with a shift towards more cost reduction and less product differentiation. Another finding is that alliances (as well as independent firms) in larger markets invest more in both strategies and investment is driven towards product differentiation. These results are in line with Klepper’s (1996 Klepper, S. 1996. Entry, exit, and innovation over the product life cycle. American Economic Review, 86(3): 562–83.  [Google Scholar]) findings as they show that the attractiveness of following cost leadership or differentiation strategies changes through industry evolution.