跨越绿色—企业未来战略

在环境问题越来越受到关注的趋势下，基于绿色战略的可持续发展将成为企业发展的必然选择。绿色战略分为污染防治、产品责任／清洁生产和清洁技术三个阶段。企业实施绿色战略有三个步骤，即建立可持续发展的愿景、明确绿色战略所处的阶段和战略的具体实施。     

中国绿色金融体系：构建与发展战略

构建绿色金融体系是中国转变经济发展方式,推进绿色发展与可持续发展战略的必由之路。中国绿色金融体系的基本框架包括健全绿色金融制度、发展绿色金融市场、创新绿色金融工具、培育绿色金融机构和完善绿色金融监管。构建绿色金融体系的具体实施步骤,可分为探索期、过渡期和成熟期三个阶段。构建中国绿色金融体系是一个庞大而复杂的系统工程,从近期来看,需要把握的重点是优化宏观政策环境和构造微观经济基础。     

现代企业需要绿色营销

实行可持续发展战略,是国家、企业生存与发展的必然选择．从绿色营销概念及其特点出发,制定正确的绿色营销战略、加强绿色组织设计与管理、培养绿色企业文化、实施绿色Ｒ＆Ｄ,制定绿色营销组合等对企业走可持续发展的道路具有重要意义。     

探析循环经济与企业经营管理的绿色变革

循环经济在企业中的发展途径主要有三个：企业进行清洁生产、各个企业间形成生态生产链以及产品在消费以后的回收利用。企业要真正的贯彻循环经济就必须从管理战略、管理技术、经营目标等各个方面进行绿色变革,只有这样才能促进企业的健康可持续发展。     

企业是实施可持续发展战略的主体

走可持续发展之路是企业的必然选择，引导企业参与可持续发展是我国实现整个可持续发展战略目标的一个关键．政府应大力扶持绿色产业，使企业在生产、经营各方面充分采用绿色战略，确保可持续发展战略的顺利实施．     

建筑项目施工企业绿色施工技术探析

我国建筑业对国民经济的发展起到了重要作用,但它是一个高能耗、高污染的产业.实现建筑可持续发展,必须在建筑的全寿命周期内即决策、设计、施工、运营等阶段,全面贯彻可持续发展战略,而建筑施工阶段对环境的破坏最为直接和严重.本文立足于绿色施工技术,从节材、节能、节水、节地和保护环境五方面出发进行分析,明确绿色施工的要求,进而提高人们的绿色施工意识,推动绿色施工的实施.本文针对建筑项目施工企业绿色施工技术进行分析探讨.     

基于平衡计分卡的绿色供应链绩效评价研究

实施绿色供应链管理是企业实现生产经营与生态环境的可持续发展的重要战略,科学合理地评价企业绿色供应链绩效是推动绿色供应链管理的有效保障,对绿色供应链绩效进行研究评价可以洞察企业供应链运行存在的问题与弊端,为企业供应链的绿色调整提供参考依据,进而实现可持续的战略发展方针。从绿色供应链和平衡计分卡相关概念入手,将财务、客户、流程以及可持续发展四个要素作为绿色供应链绩效评价指标,并使用模糊层次方法解析企业绿色供应链的绩效考核评价分析方法,通过运用平衡积分卡构建科学完善的绿色供应链绩效考核体系,实现企业发展与环境保护兼得的目标。以期为我国绿色供应链的绩效考核研究提供有力的参考。     

论实现企业绿色营销管理的策略

绿色营销管理战略是一种以环境保护为经营理念,以绿色文化为价值取向,以消除或减少对生态破坏为核心,以满足绿色消费为出发点的新型的营销管理和营销策略。企业实施绿色营销管理战略适应了消费者的绿色需求和绿色消费,增强了企业竞争力,是实现经济社会可持续发展战略的必然选择。企业通过加强宏观管理、运用营销组合、建设绿色企业文化以及健全绿色管理制度等途径实施其绿色营销管理战略。     

基于绿色营销的企业可持续发展之路

中国是发展中国家,我国的基本国情决定了我国经济的发展不能只注重数量增长,忽略对资源持续利用的发展模式和生活方式的研究,必须以可持续发展思想为指导,制定企业的发展战略和相应政策.企业可持续发展的重要内容之一就是实施绿色营销.绿色营销是企业营销步八了集企业责任与社会责任为一体的理性化的高级阶段,因此,企业绿色营销战略的实施显得尤为重要.本文基于循环经济企业,探讨企业如何实施绿色营销战略,走一条可持续发展的道路.     

现代绿色物流管理及其策略研究

在物流作业过程中实现绿色物流的构想,可以降低物流企业的经营成本,大幅度提升物流企业在行业中的地位,最重要的是可以有效降低对环境的污染。我国实现绿色物流的理论基础有三方面,即可持续发展理论、生态经济理论和生态伦理理论基础。虽然我国物流行业整体发展较快,但绿色物流尚处在起步阶段。物流行业在运输、包装、储存以及装卸各个环节都存在资源浪费与环境污染的问题。因此,提出现代绿色物流管理的策略:增强环保意识,提高人才培养力度;制定统一的合作管理战略标准;政府部门要制定规范的绿色物流管理制度条款,对绿色物流企业提供鼓励和奖励政策。     

知识管理战略类型理论评述

知识管理战略类型理论是管理学研究的前沿领域,本文将近年来国内外知识管理战略类型的研究分为战略层、战术层和业务层三个层次,并对每个层次上具有代表性的战略类型进行了系统的阐述和评述。     

Strategy Standardization in International Marketing:

The author examines the degree of marketing strategy standardization by U.S. firms with overseas operations and firm and country factors that underlie the degree of strategy standardization. The results indicate the degree of strategy standardization to be low. The results also suggest three factors—consumer characteristics and behavior, nature of ownership, and corporate orientation—as underlying the degree of strategy standardization.     

复杂环境下的战略演化趋势试析

战略构成的环境、使命与实力三维中 ,环境是重要一维。近十几年来 ,环境发生了重大变化 ,日益复杂、动态与不可预测。在这种情况下 ,为了对环境作出更好的适就 ,更具灵活性和可调性 ,战略有演化为简单准则的趋势 ,它更便于实施和调整     

品牌内涵的深层思考

品牌战略是企业战略的重要组成部分,如何全面认识品牌的内涵是企业制定品牌战略的前提。品牌是一个完整的动态实体,包括企业、消费者和时间三个维度,这三者之间相互联系,共同构成完整统一的品牌。     

Adapting a book to make a film: how strategy is adapted through professional practices of marketing middle managers

Abstract

For an organisation to be competitive its strategy must be highly responsive to both environmental challenges and customers continuously shifting demands. Yet many organisations treat strategy making as an exclusively top management concern, even though the top management team is often remote from the daily interactions and communications taking place at the organisation, market, and customer interface. We challenge the assumption that strategy making ‘belongs’ to top managers and argue that marketing middle managers, possessing expert market and customer knowledge and insights, adapt top manager’s strategy to shifting customer demands in a changing environment. We explore this argument by adopting a strategy-as-practice perspective and analysing marketing middle manager’s practices across three case companies operating in a dynamic retail environment. Our research enables two key contributions. Our primary confirmation is to demonstrate that marketers are not passive implementers, but active adapters of top management strategy through three critical practices of sensing, challenging, and transmitting. We use the novel analogy of how adapting a book to make a film involves minor changes to the story line and characters to suit the new medium and to illustrate the strategically relevant and influential role marketing plays in adapting the strategy developed by the top management team for implementation. By demonstrating the value of the strategic practices of functional middle managers we also contribute to the growing debate of the need for greater inclusion and transparency in strategy making.     

Knowledge is not Enough: Organisational Attention and Replication Strategies

The replication strategy – sometimes called the ‘McDonald's strategy’ – requires efficient transfer of massive amounts of knowledge to be successful. While it is generally agreed that knowledge is a crucial organisational resource, less is understood about how an organisation may use its knowledge for strategic success. We propose a model that uses ‘organisational attention’ as an explanatory factor of knowledge transfer and exploitation in chain-store organisations implementing a replication strategy. The proposed model examines the influence of organisational attention on exploiting knowledge as a strategic resource; and specifically on three indications of the success of the replication strategy, namely accuracy, uniformity, and distinctiveness. These three variables help us understand the nature of templates and the processes involved in transferring the explicit and tacit knowledge contained therein. Based on the model we then develop several research propositions, and conclude with some thoughts on implications and limitations of this work.     

Strategic Outsourcing: Lessons from a Systems Integrator

This article explores the question of how outsourcing works in practice. 'Telequip', a telecoms equipment supplier, adopted a core competency strategy under which activities outside its 'core business' of order fulfilment were to be outsourced. Detailed research on three of the outsourcing decisions which flowed from this strategy, including attending meetings between Telequip and its suppliers, led the author to conclude that in practice it wasn't all as neat as that. He argues that Telequip used its core competency strategy to get rid of problem-ridden business activities and that outsourcing risks loss of key skills.     

中国环境下的跨国企业市场与非市场战略、策略以及战术间的关系

许多管理者认为,在中国市场上非市场环境应该与市场环境受到同样的高度关注,跨国企业经营战略应该由市场(或竞争)部分和非市场两部分组成。因此,本文提出了一个市场与非市场战略、策略以及战术之间关系的概念性理论模型。该模型反映了跨国企业在中国市场上是如何进行贸易或投资选择、策略选择和制定实施战略的。     

Advertising Message Congruency and Life Style

A sample of Canadian housewives was exposed to three levels of life style advertising message congruency. On the basis of inferred product attributes, the results indicate that message-receiver congruence may be a valid marketing communications strategy.     

在国际化道路上不断迈进的TCL

国内企业进行国际化有一定的规律可循,TCL创业初期即为日后的国际化道路打下了坚实的基础．经过多年的发展,TCL在国际化上积累了相当多的经验。本文论述了TCL从产品国际化到生产国际化,最后到资本国际化的过程,并且分析了国际化每一阶段的动机、策略以及取得的成效,为国内企业进行国际化提供了经验借鉴。