刍议我国企业的网络营销战略

本文从网络营销战略规划的含义、网络营销战略规划的作用、网络营销战略规划的过程、网络营销规划的制定四个方面论述了我国企业网络营销战略。     

“一带一路”战略规划探究

文章旨在从"一带一路"战略规划的产生背景及内涵出发,探究其实施的初步效应,从而发现国家在实施"一带一路"战略过程中面临的种种问题,据此提出优化建议。"一带一路"是由发改委、商务部和外交部领头协调的国家高层次的战略规划,作为国家中长期的战略规划,其在推进过程中需要结合中国特色,适时制定合适的阶段目标并不断地完善和优化。     

企业预算管理的困境及对策探讨

企业预算管理作为现代企业重要的企业管理模式,它将企业战略规划、经营目标和企业的经营活动很好地融于同一管理体系,通过将企业战略规划分解为长短目标,制定企业的年度经营计划,以此来指导、控制企业的经营活动,使企业的经营目标得以落实,从而有效实现企业的战略规划。越来越多的企业已经意识到企业预算管理对企业持续良性发展的重要性,将企业预算管理作为一种重要的管理控制手段。但企业在预算管理推进过程中尚面临着一些问题,使预算管理并未得到充分而有效的实施。本文分析了企业在预算管理中面临的困境和问题,并针对加强和完善企业预算管理的相关对策进行了探讨。     

简析物流贸易企业发展的战略规划

本文主要简单的介绍了物流贸易企业发展战略规划的重要性,通过对现阶段物流贸易企业发展战略规划中存在的问题进行分析,来研究制定科学的物流贸易企业发展战略规划的有效措施,以此促进物流贸易企业的稳定发展。据此,可优化产业结构,拉动消费,提高物流服务质量,有利于提高物流贸易企业的综合实力,从而实现物流贸易企业经济效益的最大化。     

透过“超级女声”看企业战略有效运作

本文透过“超级女声”活动,反思企业战略规划的重要性,分别在战略展望、战略制定、战略竞争优势、战略联盟构建等方面与之相结合分析,并讨论了企业为获取竞争优势该如何有效运作战略。     

城市物流战略规划之我见

城市物流战略规划是一项庞杂的系统工程,与社会经济的方方面面有着密不可分的联系。鉴于此,本文将自身对于城市物流战略规划的理解,就城市物流战略规划的重要性,及在城市物流规划过程中应该注意的问题谈一谈自身的看法。     

欧盟迎战新经济时代

自20世纪90年代起,新经济在全球范围内蓬勃发展。作为世界重要一极的欧盟,其新经济发展情况落后于美国。为适应新经济历史发展潮流、赶超美国,欧盟制定了《里斯本战略规划》,该规划通过普及网络教育和人员培训、加大科研的投入来提高欧盟的劳动就业率,发展欧盟经济。2001年3月欧盟15国首脑在瑞典的斯德哥尔摩举行会议,以促进《里斯本战略规划》的落实。2004年5月欧盟从15个成员国扩大到25个成员国,东扩后的欧盟在新经济发展的过程中面临着更大的挑战,为此,欧盟各国定期举行首脑峰会,制定新经济发展战略,确保《里斯本战略规划》目标的实现。     

浅析企业战略管理制度面临的问题及对策研究

为促进企业持续、稳定、健康发展,企业战略规划的制定必须具备前瞻性和长远性,必需做到科学合理。结合国内企业战略规划实践工作看,与发达国家依然存在不小差距,文章在分析相关问题和不足的基础上,从战略规划的制定、实施和保障三个层面提出一些发展建议．旨在抛砖引玉,促进相关工作的更好开展。     

战略规划对企业持续发展的意义及落地支持机制探讨

战略规划决定企业的发展方向和中长期目标,同时指导企业年度经营目标的制定并付诸实施,在当前竞争日益激烈的市场环境中,企业若想实现更加稳定持续的发展,就必须要充分结合自身实际情况、根据现阶段的运营发展状况,制定具有针对性且合理可行的战略规划方案,并保证战略规划方案的有效落地实施。本文针对战略规划对企业持续发展的意义及落地支持机制进行了探讨,希望有助于促进相关企业战略规划水平的提升。     

新经济形式下的市场战略管理

面对经济的发展,市场竞争的日趋激烈,在新的经济形势下,企业的生存和发展已经成为亟待解决的重要问题.本文从市场战略入手,从市场战略规划和市场营销管理两个方面阐述了企业如何制定战略规划,并以其为指导合理的发展企业,增强企业的经济效益.     

A Multi-Agent View of Strategic Planning Using Group Support Systems and Artificial Intelligence

The strategic planning process is dynamic and complex. Including a Group Support System (GSS) in the problem-solving process can improve the content quality of the strategic plan by allowing increased participation by more members of the organization. However, it can also add to the complexity of the problem by increasing the quantity of textual information that can result from group activity. Added complexity increases cognitive overload and frustrations of those participants negotiating the contents of the strategic plan. This article takes a multi-agent view of the strategic planning process. It considers group participants as multiple agents concerned with the content quality of the strategic plan. The facilitator agent is responsible for guiding groups in the strategic plan construction process as well as for solving process problems such as cognitive overload. We introduce an AI Concept Categorizer agent, a software tool that supports the facilitator in addressing the process problem of cognitive overload associated with convergent group activities by synthesizing group textual output into conceptual clusters. The implementation of this tool reduces frustrations which groups encounter in the process of classifying textual output and provides more time for discussion of the concepts themselves. Because of the large amount of convergent activity necessary for strategic planning, the addition of the AI Concept Categorizer to the strategic planning process should increase the quality of the strategic plan and the buy-in of the participants in the strategic planning process.     

Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

This paper examines the process of strategic marketing planning for heritage tourism, an inherently complex and fragmented system, requiring a coordinated approach among a range of stakeholders. A conceptual model, detailing key stakeholders and specific strategic functions, as well as a prescribed method of coordination, is presented. Two regions were investigated using a qualitative methodology, which examined five strategic documents and consisted of in-depth interviews with 11 key informants from the tourism industry. Key findings indicate that weak coordination, in terms of strategic marketing planning, has negative implications for heritage tourism marketing concerning four key strategic functions, strategic orientation, resource allocation, product service development and destination promotion. The paper emphasises the importance of strategic marketing planning for each function and considers the role of the public sector in terms of providing strategic direction. Furthermore, the paper highlights the potential difficulties of engaging in heritage tourism development in a non-traditional destination.     

人口环境建设在西部大开发中的战略地位

以人口数量、人口素质、人口结构和人口分布为内容的人口环境属于社会性基础结构 ,是基础结构的重要组成部分之一。营造良好的人口环境能为西部大开发创造有利的软环境。计划生育是构筑人口环境的基础 ,加大计划生育投资力度对开发大西北具有重大的战略意义和现实意义。     

Strategic conversation quality and engagement: assessment of a new measure

When considering organization strategy‐making and execution from a learning perspective, the role of conversation and engagement is of critical importance, yet little research has been conducted in this area. Recent publications have suggested an increasing role for conversation and dialogue in strategic planning processes. The present study provides initial validity and reliability scores of an instrument for measuring individual conversation quality and engagement skills in a strategic planning context. Participants were managers (n = 204) from four organizations. Results indicate an instrument with highly accurate and consistent measurement scores. Implications for practice and future research are briefly discussed.     

Strategic planning for marketers.

The merits of strategic planning as a marketing tool are discussed in this article which takes the view that although marketers claim to be future-oriented, they focus too little attention on long-term planning and forecasting. Strategic planning, as defined by these authors, usually encompasses periods of between five and twenty-five years and places less emphasis on the past as an absolute predictor of the future. It takes a more probabilistic view of the future than conventional marketing strategy and looks at the corporation as but one component interacting with the total environment. Inputs are examined in terms of environmental, social, political, technological and economic importance. Because of its futuristic orientation, an important tenant of strategic planning is the preparation of several alternative scenarios ranging from most to least likely. By planning for a wide-range of future market conditions, a corporation is more able to be flexible by anticipating the course of future events, and is less likely to become a captive reactor--as the authors believe is now the case. An example of strategic planning at General Elecric is cited.     

Strategic planning and performance: Extending the debate

This article extends the debate regarding the relationship between strategic planning and performance. It addresses criticism of previous empirical studies that have largely investigated direct and bi-variate relationships, producing equivocal results. The current study investigates the mediating effects of four types of flexibility on the strategic planning and performance relationship. Flexibility is defined as the extent to which new and alternative decisions are generated and considered in strategic planning, allowing for positive organizational change and adaptation to environmental turbulence. Through investigating simultaneous equations in a structural equation model, we find that two types of flexibility mediate the relationship between strategic planning and financial performance, while the other two types mediate the relationship between strategic planning and non-financial performance. The results are new empirical insights that have not been previously reported.     

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.     

Managing the evolution of the strategic planning process

Most strategic planning processes do not facilitate the self-reflective learning that is necessary for organizations to adapt to changing competitive conditions. Instead, they become self-perpetuating bureaucratic mechanisms that limit strategic vision. This article presents guidelines for managing the evolution of the strategic planning process.     

Linking the formal strategic planning process,planning flexibility,and innovativeness to firm performance

This study explores the link between financial performance and the formal strategic planning process, planning flexibility, and innovativeness of 448 firms in a multi-industry sample. The results suggest that firms' formal strategic planning processes and planning flexibility are positively associated, and each is positively related to innovativeness. In addition, innovativeness fully mediates the relationships between firm performance and the formal strategic planning process and planning flexibility.