跨国公司在中国的战略调整及中国企业的应对策略

在经济全球化程度和中国市场开放程度不断提高的背景下,为进一步渗透并巩固在中国市场的地位,跨国公司在细分市场、产品定位、本土化战略、组织结构及目标市场等方面,进行了战略性调整。提高品牌意识、组建战略联盟、进行联合营销和提高产品研发能力是中国本土企业应对跨国公司挑战的关键策略。     

新产品开发策略组合的协调分析

论述了在产生的策略组合的基础上，如何通过协调分析选取协调的分策略组合的方法。首先提出了策略组合的协调假设，论述了不同开发策略的选用条件；然后确定了新产品开发成功指标；最后给出了寻找协调的分策略组合的方法。     

跨国公司在华策略变调

越来越多的跨国公司已意识到中国低层级市场的重要性，正在从一线城市向低层级市场渗透     

中国聚酯工业原料PTA/EG的现状及发展对策

由于市场需求和高额利润的驱动以及国内聚酯工程技术的进步,近几年来,中国的聚酯工业呈现了超高速的发展。而2001年是聚酯产能增长最快的一年,产能增幅高达48.13％,聚酯工业的长足发展,为解决中国纺织工业     

跨国公司的绿色营销传播策略

灼热的地球表面,像是千万个活火山口一起喷发,滚滚的岩浆喷流而出,肆虐着大地,山野在着火。突然间,一汪新绿从焦土的中央迸生出来,枝叶蓬勃的生长力,令人叹为观止,而一夜间绿色的植物似乎被赋予了神的召唤,要来拯救地球,拯救世界,拯救生灵。这一幕影像,是那么熟悉,又那么让人震撼,似乎让人们的思绪一下子被连接到了千里之外的海岛。     

新产品开发策略及策略组合研究（上）

首先介绍了新产品开发总策略的４种类型：领先者策略、紧随领先者策略、仿制或最低成本策略、部分市场策略；然后介绍了技术、生产、销售三部门分系统的构成及各种子系统的多种选择；最后对策略组合进行了分析。     

新产品开发策略

新产品开发策略可以有三种选择;第一,“闭关、自封”策略;第二,“照抄、赶超”策略;第三,“改造、创新”策略。第三种策略是新产品开发必由之路。发展高新技术及开发新产品必须遵循的原则:先进性原则;适用性原则;经济性原则;相容性原则等。新产品设计要着力搞好产品总体方案设计、设计与制造中的并行工程。     

跨国公司R&D全球化趋势下中国的对策研究

本文从跨国公司R&D全球化背景入手,采用SWOT分析法全面分析了我国利用跨国公司R&D投资的优势、劣势、机会和威胁,并提出开拓进取型、克服加强型、支持引导型和防御完善型四大类对策建议.     

一家跨国公司的中国窘境

小杰最近郁闷极了,这份工作让他感到自己的尊严正在逐渐流失。 最近有个叫做《在云端》的电影让小杰找到了共鸣,乔治·克鲁尼于这部影片里饰演了一位员工矛盾解决大师,由于工作的原因,频繁出差的他,生活空间被压缩到飞机之上。这和小杰有颇多相似,一年365天中小杰有270多天在出差。     

新产品开发策略及策略组合研究（下）：寻找协调的分策略组合案例

以１９９０年武钢实业公司新产品开发项目的调查数据为依据，就寻找协调的分策略组合问题进行了案例论证。     

非纤聚酯生产技术和产品开发

综述了国内外非纤聚酯发展现状、非纤聚酯主要生产技术和特点。介绍了国内外非纤聚酯产品的应用现状,对中国石化上海石油化工股份有限公司非纤聚酯技术和产品开发提出了建议。     

生物基聚酯产品开发

随着环境友好型社会的建设和石油资源的减少,生物基聚酯产品得到了开发和应用.文章从技术、市场、竞争力等角度分析了生物基聚酯产品开发的可行性,认为生物基聚酯产品开发是聚酯产品结构调整的重要方向和出路,技术可行,市场前景广阔,开发价值和意义深远.     

涤纶短纤维新产品的市场前景

根据涤纶短纤维市场发展变化的趋势，在今后几年中，短纤维新产品的发展方向为；适合纺织业技术发展的产品升级换代、增加短纤维附加功能和在工业用，产业用领域的开拓发展。     

跨国石油公司应对油价波动策略分析

原油价格的波动影响着跨国石油公司的利润、资产收益率、资本结构以及公司的投资支出,给跨国石油公司的生产和经营带来巨大的风险。为应对油价波动带来的影响,跨国石油公司凭借丰富的经营管理经验,采取积极的应对策略,规避油价波动带来的风险。     

Changing Strategies and Tactics for New Product Development

There has been a considerable amount of effort and writing devoted to improving the new product development process during the last two decades. Although there have been some surprises in this literature and in reports from the field on how to manage this complex business process, we now have a good view of the state-of-the-art practices that work and do not work to accelerate commercial success of new ventures. We know much less about how firms change their strategies for new product development.
In this article, we report on a study to investigate how companies change the way they originate and develop new products in manufacturing. We made no prior assumptions about what best practices might be for changing the direction of the new product development process, but we reasonably were sure there would be trends in how companies were attempting to create this strategic change. Even though one size does not fit all, there were significant trends in our findings.
We studied eight manufacturing firms using in-depth, open-ended interviews and were surprised to find that most of these companies are beginning to develop products that are new to the firm, industry, and the world (nearly half, or 10 of 21 new product projects), where they had not been eager for radical change in the past. These newer products likely are to be driven by a combination of market and technology forces, with general requirements being directed by internal forces: middle and top management. Results also indicate significantly that being able to marshal resources and capabilities is easier if change is less demanding and less radical, but when middle managers are driving the conversion of general requirements into specifications, resource issues have yet to be resolved. Implications of these findings are discussed for companies aspiring to change the entire process of new product development in their firms based on these significant results.     

浅议新经济环境下企业的会计监督

本文从会计监督与现代企业制度的关系,目前存在的问题及解决思路等几个方面阐述了会计监督与现代化企业的关系,从而使会计监督能更好地为现代企业制度下的公司发挥更大的作用。     

战略和流程是新产品开发成功的基础

自20世纪90年代以来,随着经济全球化的加快、市场经济的日趋成熟、高新技术产业的迅猛发展,特别是互联网技术所引发的信息技术革命,企业的生存环境和发展模式正在发生前所未有的变革。新产品开发作为企业经营过程中具有重要意义的一环,在现代商业竞争中扮演着越来越重要的作用,成为企业竞争力的源泉。     

Development Resource Planning: Complexity of Product Development and the Capacity to Launch New Products

Overcommitment of development capacity or development resource deficiencies are important problems in new product development (NPD). Existing approaches to development resource planning have largely neglected the issue of resource magnitude required for NPD. This research aims to fill the void by developing a simple higher‐level aggregate model based on an intuitive idea: The number of new product families that a firm can effectively undertake is bound by the complexity of its products or systems and the total amount of resources allocated to NPD. This study examines three manufacturing companies to verify the proposed model. The empirical results confirm the study's initial hypothesis: The more complex the product family, the smaller the number of product families that are launched per unit of revenue. Several suggestions and implications for managing NPD resources are discussed, such as how this study's model can establish an upper limit for the capacity to develop and launch new product families.     

我国腈纶新产品的开发与市场

介绍了我国腈纶差别化产品和功能化产品的开发现状以及市场应用情况。着重介绍了中国石化上海石油化工股份有限公司腈纶新产品的开发情况,并对我国腈纶新产品的开发提出了建议。     

浅析矿用产品安全标志认证体系信息化规划方略

文章基于IT-CMM模型,简要分析了矿用产品安全标志体系信息化建设的现状,从网络、数据、应用系统3个方面研究了安标体系信息化规划的主要内容,阐述了安标体系信息化规划的原则,探讨了安标体系信息化规划的保障措施和条件。