反思失败——从企业战略管理角度看爱多公司的经营失败

爱多公司是一家典型的抛物线式发展的民营企业。本文从 企业战略管理角度出发,详细分析并论述爱多经营失败是由于战略管理 理念、经营战略、企业结构和企业文化等方面的原因。     

试论市场经济条件下商业企业的战略观念

试论市场经济条件下商业企业的战略观念徐志伟战略观念是现代商业企业经营思想的重要内容，它决定了企业经营活动的方向、目标和未来发展规划。过去，许多企业的战略观念不明确，有些企业几乎没有什么战略观念。这是因为长期以来企业经营活动的决策权，大部分掌握在上级机...     

谨防“相关多元化”陷阱

在经历了不相关多元化经营失败的教训后 ,“相关多元化”正成为指导我国企业多元化经营的基本观念 ,但由于理论的不成熟 ,“相关多元化”中隐藏着极大的陷阱。只有正确认识基于核心能力和战略相关性资源的多元化经营的重要逻辑 ,采取积极的态度实施相关多元化经营的策略 ,才能避免“相关多元化”陷阱 ,真正使企业健康发展     

中国企业多元化经营战略

通过对多元化经营战略进行深入分析,找到实施多元化经营战略的有利条件,指出导致多元化战略实施成功或失败的深层因素,对我国企业多元化经营提出几点建议,以使我国企业实施多元化经营时更为有效。     

哈慈多元化道路失败原因探讨

多元化经营是企业进行规模扩张,实现企业成长的重要路径,但一些企业却因为实施多元化战略而失败。用实证分析的方法,对哈慈集团实施多元化战略失败的原因进行了分析,以期为拟实施多元化战略的企业实现可持续发展提供有益的借鉴。     

企业实施多元化经营战略对策

企业多元化经营战略是企业经营战略的一种，它具有不同的类型和形式，也具有自己的优缺点。使用得好，就可以成功；使用得不好就要失败。本文就企业多元化经营战略对策谈了自己的看法。     

多元化经营战略分析——基于巨人集团和海尔集团的比较研究

当前企业竞争愈加激烈,专业化经营战略已不能满足企业发展的要求,因此,多元化经营战略自被引入我国企业管理以来,备受管理者青睐,但实践者不计其数,成功者屈指可数。借鉴海尔集团多元化经营战略的成功运用和巨人集团的失败教训,总结影响多元化经营成败的因素。     

“贪财好色”的刘邦为什么能打败项羽?

缺乏灵活性是造成战略失败的重要原因。企业必须摒弃旧有的观念——即战略结果是能够预设的,企业可以通过某项战略的实施获得持久的竞争优势     

企业财务战略边界

我们知道,财务战略的核心立足点是支撑企业战略落地的资金运动的动态平衡。财务战略以企业一定时期所处的发展阶段、资源条件、经营能力、内外环境等战略协同下资金动态平衡客观范围所及所能提供的"支撑",借用黑洞边界"事件视界",姑且称为"财务战略边界"。财务战略边界是财务战略风险可能引致企业战略失败的最大势力范围。企业战略再宏大,离开或突破了财务战略的客观势力范围,必然触发财务风险的资金红线,而引发企业战略失败的风险。     

如何防止企业经营战略的失误

现代企业的发展，离不开企业经营战略的实施。每个企业在发展过程中，或多或少都有自己的战略目标。企业经营战略的制定与实施是整个企业管理的纲，是对企业长远发展的全局性谋划，它决定企业发展的方向和主要的经营路线。企业的成功与否，取决于战略的成功与否。正确的战略，会促使企业的发展，而错误的战略，则很有可能导致企业的失败。本文从三个方面分析了经营战略的失误。     

美国网上证券经纪公司发展路径研究

本文认为,网上证券经纪公司会随着企业生存环境的改变,依据自身的内生竞争实力及外生获得性能力不断地在发展过程中进行业务转型和策略调整,以获取其他企业的优势基因,整合企业自有资源,增强企业抗风险能力,从而适应环境的变化,保持企业的长期生存和持久的竞争实力。文章指出,企业的策略选择具有路径依赖的惯性,不同的网上经纪公司会采取不同的策略切入点,同一个企业在不同的发展阶段也会采取不同的策略,选择不同的路径以求得发展和提高。     

浅析电子商务与金融业务

当今世界 ,网络、通信和信息技术飞速发展 ,因特网 (Internet)在全球迅速普及 ,使得商业空间发展到全球的规模。并且使任何一个商业组织都必须改变自己的组织结构和运行方式来适应这种全球性的发展和变化。电子商务不仅引起了商业的革命 ,具有经济特征 ,而且也为以信息为基础的金融业带来了机遇和影响。使得金融业不仅在业务内容上扩展范围 ,提高运作效率 ,而且在金融业务手段上创造出了多元化、品牌化的竞争优势。     

Lessons from Japan: American and Japanese strategies and goals in the 1990s

This article recounts various Japanese business approaches touted in the 1980s as “Lessons from Japan” for U.S. managers. The logical expectation, given the sheer bulk of the literature, was that U.S. managers would become more “Japanese” in their business strategies and goals while the Japanese would have become more entrenched in their approaches. Questionnaire responses from 95 Japanese and 70 American firms suggest, however, that U.S. managers tend to make few shifts from the strategies and goals they emphasized in the 1980s. Meanwhile Japanese managers report that they expect to move toward more “American” business practices. © 1993 John Wiley & Sons, Inc.     

Launching a new venture

With the current economic storm raging, can a better understanding of business models make for smoother sailing for today's entrepreneur? What strategies can entrepreneurs adopt to help them weather this storm? John Mullins has researched entrepreneurial ventures and offers some valuable insights.     

Internationalizing the Assessment Criteria to Build Cross-Cultural Competency

ABSTRACT

International business programs, universities with international students, and educators who seek to internationalize their teaching need to make informed decisions about teaching, testing, and assessment criteria. The infusion of American business curricula throughout the world as well as the need to train American business students for leadership roles in global contexts calls for teaching and assessment practices which explore a plurality of cognitive, affective and behavioral pedagogical strategies. This article considers traditional education and assessment in China in light of American educational practices currently used for assessment in business training. It explores how an understanding of modern Confucianist values can shape assessment choices in both American and overseas programs as an example of developing cross-cultural awareness. The authors call for an assessment process in business education which draws from a plurality of methods adapted to teaching, learning and testing for global awareness.     

Business Marketing Education: A Distinctive Role in the Undergraduate Curriculum

ABSTRACT

By extending their knowledge of markets beyond the consumer-goods domain, by deepening their understanding of how organizations make buying decisions, by strengthening their grasp of cross-functional processes, and by providing them with decision-making skills in this important area of marketing, the business marketing course makes a special contribution to undergraduates and the undergraduate marketing curriculum. Moreover, the content and focus of the business marketing course are closely tied to important themes that are transforming business practice. This article isolates the distinct contribution of business marketing education and examines important trends that are reshaping this domain. The central knowledge areas that comprise the undergraduate business marketing course are detailed and linked to specific course design strategies that can be pursued to strengthen the skill set of marketing students and respond to the needs of important constituents.     

Data mining and automated prediction: A pedagogical primer for classroom discussion

The authors present a pedagogical primer on the highly controversial business strategies of data mining and automated prediction. They provide a summary that allows business professors and students the opportunity to better understand the privacy and ethical issues that arise from high-tech, Internet-based organizations implementing programs to collect and analyze large quantities of personal data from the users of their systems, and then using this data to make assumptions and projections on individual behaviors. The teaching summary also includes a consideration of the role that governments can play in limiting the ability of large tech-based companies to mine personal information for commercial application.     

Are key marketing topics adequately covered in strategic management?

Most business schools have a capstone course called strategic management. Students in these courses are often required to assess organizations’ functional areas of business, including marketing. Students determine marketing strengths and weaknesses of firms, and develop strategic plans for case companies. Students formulate strategies, make recommendations, and determine the expected marketing impact of those recommendations. Although marketing plays an important role in strategic planning, the present research shows that most strategic-management textbooks provide little to no marketing coverage. In study 1, a content analysis of six leading strategic-management textbooks reveals 10 marketing topics being discussed, although scantly. In study 2, a survey of 167 business students nearing graduation examines the relative importance of the identified topics in strategic planning. Findings of this research suggest that the capstone business course needs to be more integrative. Implications for business courses, faculty, textbook authors, as well as practicing marketers and managers are discussed.     

Logistics Performance,Customer Satisfaction,and Share of Business: A Comparison of Primary and Secondary Suppliers

The linkage between logistics performance and overall firm performance has received attention in the literature for more than 30 years. However, researchers have not investigated if differences in performance between primary and secondary suppliers affect customer satisfaction and the percentage of business allocated to suppliers. In this research, primary suppliers received more than four times as much business as the secondary suppliers. We investigated the impact of the Marketing Mix on customer satisfaction and share of business for primary suppliers and secondary suppliers, and identified differences between the two groups, using multigroup structural equation modeling. The results indicate that perceived performance on logistics attributes significantly affects customer satisfaction and the percentage of business that is allocated to primary and secondary suppliers, which is key information for developing competitive strategies. Our research findings challenge the practice of providing service levels to customers based on current revenue or profitability which does little to convince customers, who are using a company as secondary source, to make it the primary supplier.