房地产企业战略联盟伙伴的选择及其约束

选择合适的联盟伙伴和有效的约束机制是房地产企业战略联盟成功的关键。本文根据房地产企业的特点确定选择战略联盟伙伴准则,在此基础上提出了战略联盟伙伴的约束机制,从而保证成功联盟关系的建立。     

构建战略联盟伙伴的选择机制

战略联盟的伙伴选择是战略联盟组建过程中最重要的选择,大量联盟的失败都可以解释为在这一关键领域缺乏专业能力。本文在确定战略伙伴选择标准的基础上,建立了比较具体的伙伴选择的产生机制,从而保证建立成功的联盟关系。     

战略联盟：跨越发展新思路

战略联盟强调伙伴之间的相容，对相容的要求是部分的、有选择的，根据不同的选择，组建不同类型的战略联盟，具有灵活性、经济等优势，因而受到很多企业的青睐。     

我国饭店企业战略联盟伙伴的选择策略

21世纪,酒店行业的竞争越来越激烈,尤其是随着国外一些知名饭店集团陆续进驻我国,我国的饭店业的竞争压力也越来越大,而战略联盟将成为我国饭店企业赢取竞争优势的更现实选择。联盟伙伴选择是饭店战略联盟建立的首要环节,是战略联盟赖以存在的基础,也是联盟成功的必要条件。     

金蝶:能否借助联盟快速膨胀?

搭台是容易的，把戏唱好却并不容易。联盟伙伴数量庞大，双方又无产权关系，如何管理维系好联盟伙伴，对金蝶来说是这一次战略实施成功的关键。     

经济危机时期企业战略联盟伙伴选择模型

战略联盟伙伴选择模型一般基于AHP法,着眼于长期战略考虑。经济危机时期企业战略联盟以弱化经济萧条冲击为出发点,其伙伴选择模型则应更多的关注于风险、成本和时间等因素。     

创新型大企业的战略联盟伙伴的选择研究

针对创新型大企业选择战略联盟伙伴的实际需要,提出改进的模拟退火遗传算法,引入倒位算子和企业间协同系数矩阵,来增强选择联盟伙伴的科学性。     

如何构建供应链联盟中合作伙伴的战略关系

在经济全球化趋势下，企业间的竞争方式发生了巨大的变化。战略联盟越来越多地被企业所采用。战略联盟能否获得成功，联盟伙伴选择是个关键因素。本文提出一种战略规划框架，并在此基础上结合供应链的网络结构模型分析了供应链联盟中的合作伙伴关系。     

谨慎选择跨国战略联盟伙伴与联盟模式

组建跨国战略联盟是我国企业迅速获取竞争优势,提高国际竞争力的必经之路。企业决定与跨国公司“联姻”要谨慎选择联盟伙伴和联盟模式,这样才能有效地实现企业的战略目标,借助联盟尽快发展自己,最终达到通过战略联盟改善市场环境增强竞争实力的目的。     

供应链联盟伙伴企业战略选择研究

在具有动态的强非线性网络组织结构特征的复杂供应链联盟巨系统环境中,供应链联盟伙伴企业选择什么样的战略,对企业的生存和发展至关重要。运用复杂系统工程的理论和方法从联盟的层次结构、组成成份、联盟的动态性、联盟的开放性、系统的演化、外部环境等方面研究供应链联盟系统的复杂性。利用系统工程的理论和方法,建立复杂供应链联盟系统中企业的战略选择过程模型。     

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。     

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。国有大百货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。     

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。     

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.     

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.     

联合利华的中国战略

“中国是联合利华未来发展战略中最重要的地区,它的重要性使其成为惟一在联合利华全球策略中被明确提到名称的国家。”“在持续高速发展的经济大潮中,联合利华和其合作伙伴将以强有力的姿态拓展其业务,以期在中国这个竞争激烈的广阔市场中永远立于不败之地。”“中国会成为联合利华全球增长的重要发动机,一颗20世纪20年代播下的种子开出了21世纪的花。”上述这些言论,出自全球著名消费品生产企业联合利华总裁之口,从中我们可以看出它的“中国战略”。早在1923年,联合利华的前身利华兄弟公司就在上海建造了肥皂厂,于1986年重返中国后,联合利…     

Strategic Implications of Reverse Auctions

ABSTRACT

A dramatic global power shift from seller to buyer is taking place in the reverse auction environment, with the value of materials purchased online expected to increase to more than $3 trillion in 2003. Techniques, opportunities, and problems associated with reverse auctions are described in the following paper. Special emphasis is given to General Electric Appliances. Companies such as General Electric Appliances have achieved large short-term cost savings and automation of traditionally labor-intensive processes. Reverse procurement auctions have had the effect of introducing information asymmetry in favor of the buyer, producing billions in cost savings. At least some short-run cost reductions may have come from vendors surrendering brand premiums. Further significant cost savings may not be possible; among other issues, long-term benefits to buyers may be mitigated if few vendors survive the migration to the reverse auction procurement environment, thus decreasing vendor competition.