基于企业成长的企业生命周期模型研究

企业生命周期的研究是企业管理研究的重要课题之一，国内外学者从不同的角度提出了许多具有代表性的生命周期模型。随着时代的发展，这些理论模型的缺陷日益暴露，越来越难以满足企业的发展。因此，在充分借鉴国内外理论的基础上，本文基于企业成长的观点提出新的企业生命周期模型，希望能够为企业理论的研究提供新的思路和看法。     

产品生命周期成本的演进及其对成本管理的启示

本文重点分析了产品生命周期成本概念的演进过程，提出了产品的企业生命周期成本、用户生命周期成本和社会生命周期成本，并在此基础上分析了这三者之间的关系及其对企业成本管理的启示。     

现代电信企业产品生命周期的成本管理探索——SD移动公司的大众卡成本管理探索

随着企业战略成本管理（SCM）的兴起,结合产品生命周期特点研究成本投入的方法开始被广泛的关注。目前在国内电信行业,产品生命周期的成本法还在探索阶段,没有成熟的行业应用模板可以借鉴。本文通过对SD移动公司大众卡的成本投入案例研究,探索中国现代电信企业的产品生命周期理论在成本管理中的成功应运经验。     

熵视角下的企业生命周期演化规律分析

该文以熵为研究视角，结合企业生命周期理论来共同探讨企业生命周期演化规律。在论证企业系统是典型的耗散结构系统的前提下，以熵视角下为切入点，探讨管理熵、管理耗散规律与企业生命周期演化的基本规律，文章的最后总结熵对企业生命周期演化规律的启示。     

基于PLM访问控制模型研究

产品全生命周期管理系统PLM是以软件为基础,管理与产品相关的信息和所有与产品相关的过程的技术。因此,一个具有支持可定制的、开放的、易扩展的访问控制模型是实现企业信息化的首要任务。通过对目前常用的基于PLM访问控制模型进行了简要的分析和评价。     

信息生命周期管理

信息生命周期管理是一种信息管理模型,它是根据用户应用的要求,从数据创建、保护、访问、迁移、归档到信息销毁空间回收的全过程。信息生命周期管理通过一系列的硬件、软件与服务来完成。美国 EMC 公司中国区市场总监杜国强通俗地解释信息生命周期管理就是提供一个数据价值的分     

基于企业危机生命周期的动态管理

企业危机管理是为了减少危机对企业的损失而开展的危机预防、处理等系统活动。掌握企业生命周期和企业危机动态特性是解决企业危机管理关键要素之一。企业危机生命周期与企业生命周期之间存在着相互作用的密切关系。本文在研究企业危机的动态特征的基础上,强调对企业危机进行动态管理,并提出动态管理思路。     

浅议生命阶段理论在分析企业成长中的利弊

生命周期理论出现于20世纪50年代,提出了不同的生命周期模型以研究企业成长经历多少阶段,以及各阶段有何特征,对管理实践有很强的指导意义。在众多的生命周期模型中,格雷纳(Greiner)基于权变理论提出的五阶段模型具有一定的代表性。     

信息生命周期管理对供应链管理优化的效应研究

供应链管理优化的一个重要基础就是以数据为主的信息管理的有效性,而信息又有着其自身的产生与消亡的生命周期,信息生命周期管理的目的就在于帮助企业在信息生命周期的各个阶段以最低的成本获得最大的价值.本文以实施信息生命周期管理(ILM)的惠普为例,说明加速信息生命周期的管理能带给企业供应链管理的竞争优势,并提供相应的实施途径.     

通用汽车网罗中国

在尝到实施产品生命周期管理（Product Lifecycle Management．简称PLM）带来的甜头之后．通用公司决定把中国的供应商请上餐桌，与他们一起分享这道美味。     

新产品全程营销概论

全程营销强调将市场营销理念贯穿于新产品构思、研发、市场化的全过程。为满足顾客需求,实现公司利益和长远发展目标,应弄清新产品全程营销的内涵,详细分析其全生命周期营销和整合营销的特点,以此为新产品开发管理提供新的思路和方法。     

利用需求分析三阶段实施中小型企业电子商务项目运作管理

目前,中小型企业对电子商务的需求越来越迫切,但由于种种原因,电子商务在实际中却未充分利用,究其原因主要是对电子商务项目管理的需求分析不足,从中小企业生命周期入手,以不同生命周期阶段对电子商务项目需求不同,提供一些可操作性的理论基础———掌握电子商务项目需求分析三阶段方法,正确实施中小企业电子商务项目管理。     

Management Accounting Systems and Organisational Structure

In this paper we present an empirical analysis to test whether organisation configurations and management accounting systems change simultaneously. Using the original application of the fuzzy logic methodology, we analyse the level of development and implementation of the management accounting system and the organisational configuration on a sample of 501 Italian firms. Even though we employ a cross-sectional approach, the results may be interpreted according to the life cycle model. Our findings show that the evolution of the organisational configurations is not always coherent with the relevance assumed by management accounting systems. In particular, we find a large group of companies with a simple organisational configuration and a well-developed management accounting system. We interpret the presence of this cluster dynamically as an intermediate stage of growth towards more complex forms of organisation.     

Achieving strategic benefits from project investments: Appoint a project owner

Even though we have gotten better at meeting the iron triangle of cost, time, and scope, many projects still do not achieve the strategic benefits—especially those that are nonmonetary—desired in most contemporary projects. Given that no one is specifically accountable for delivering these benefits, it should be no surprise that these projects are largely unsuccessful. We consider multiple possible candidates for this role of accountability—the CEO, the project manager, the sponsor, and the program manager—and find none of them acceptable, thereby necessitating the formalization of a new role: a project owner. The project owner would be accountable for delivering the strategic benefits desired from each project. In this article, we describe the responsibilities of the project owner at each phase of the project, the sources for candidates to fulfill this role, and the training needed for project owners to find success. We conclude with a case study of an organization that has taken this route and discuss the advantages and challenges that resulted from its strategic organizational change initiative.     

A Measure for Companies' Customer Portfolio Management

Purpose/Contribution: Customer portfolio management (CPM) is one of the key areas of customer-relationship and network management in business markets. However, there is scant research about the implementation of this concept in business. This article contributes to this conceptually rich but empirically nascent field of CPM research by (1) conceptualizing customer portfolio management, (2) forming a measure for it, (3) validating the suggested measure, and (4) suggesting implications for future research and management.

Methodology: A CPM construct is proposed based on the synthesizing of the theory and the findings from a qualitative field study of companies' management practices. The suggested construct is formative and consists of the following four dimensions: analysis efforts, analysis design, responsiveness efforts, and responsiveness design. Hence, this conceptualization takes into account both the strength and style of companies' CPM practices. The measure is validated following Diamantopoulos and Winklhofer's (2001) Diamantopoulos, A. and Winklhofer, H. 2001. Index construction with formative indicators: An alternative to scale development. Journal of Marketing Research, 38(2): 269–277. [Crossref], [Web of Science ®] , [Google Scholar] guidelines for developing formative measures. Together with the content validity established in the conceptual phase of the research, the results from a cross-industry survey of 212 companies give support to the construct validity of the suggested CPM measure. Partial least squares modeling is applied in validating the measure.

Implications: This study gives an extensive, up-to-date review of customer portfolio management and provides measures for future research on companies' CPM practices and performance. Further, the theory and the field study highlighted several central topics that should be addressed in future CPM studies. The resulting managerial implications derive from the discussion on the key aspects of developing CPM practices in business.     

CRM与ERP整合的研究与实现

(企业资源计划)ERP和(客户关系管理)CRM是重要的企业应用软件,分别侧重于企业内部和客户,有效的集成这两个系统,全方位地构建企业业务支持体系是很多企业的目标,从目前存在的主要的整合方法以及采取的技术出发,分析其特点找出一个新的整合方法。     

MBO在我国运用的问题与建议

MBO(管理者收购)在降低代理成本、改善企业产权结构、激励内部人积极性等方面起列了积极作用。但从我国现实条件看,运用MBO仍然面临着难题,从而导致收购过程不公开、交易价格不公平、资金来源和支付方式朦胧,无法达到预期效果。由此,目前在我国运用MBO时要慎行,只有在规范的收购程序、完善的监督管理机制和强化的信息披露制度下,才真正能够实现MBO之后公司经营绩效的提高和持续良性发展。     

Case Study of Customer Relationship Management (CRM) in the On-Line Affluent Financial Services Market

ABSTRACT

In the current period of constrained economic conditions, this study initiates an analysis of customer relationship management (CRM) on the Web sites of financial service businesses. Customer relationship management is a critical differential that enables competitive edge for businesses focused on the affluent customer market. Though investment in marketing, sales and service innovation is limited under existing conditions, the analysis of the study on large financial businesses indicates that the businesses enable higher commerce, content and context, but lower and generally inadequate communication, community, connection and customization design on their Web sites. The analysis, conducted as an assignment by adult graduate students in an information systems course, contributes important insight into the competitive dynamics of customer relationship management for Web empowered financial service businesses striving to service the demanding affluent market. This study furnishes an expanded framework to research customer relationship management of financial service businesses competing in the paradigm of the Web.     

基于风险调整收益方法的企业信用风险管理研究

文章根据风险调整收益（RAROC）的原理,借鉴J.P.摩根的信用计量CreditMetrics模型中信用等级转移的思想,构建了应收账款回收期内受信企业信用状况转移矩阵,并据此计算出企业信用VaR值和经济资本CaR值,进而计算RAROC比值,可为企业信用销售决策提供依据。通过将RAROC方法引入企业信用风险管理体系,可以对企业经营活动进行基于风险的绩效考核和业绩评价,以期提高企业信用风险管理水平。     

From talent management to talent optimization

The term ‘talent management’ has been around for quite some time, but definitions abound around the globe, applications are varied and a plethora of measures—mostly tactical—are currently being used. This article addresses how the concept of talent management is of both theoretical and practical value in any industry or geography. How can we know when talent investments have been optimized? What is the talent lifecycle and why is it important? Additionally, the article presents and illustrates the People Equity framework that serves as a global bridge between important individual and business outcomes such as turnover, financial performance, quality, productivity, customer retention, and organizational processes and policies that drive high or low talent optimization.