小屏笔记本 热浪渐起

<正>笔记本电脑与生俱来的移动性特质使得产品的尺寸成为用户关注的重要指标之一,随着配件支持能力的提高,笔记本产品的小屏化在技术上已经完全可以实现,用户多样化对功能的需求也使得小屏幕笔记本电脑有了发展的必要,继而也就催生了缤纷的小屏笔记本电脑市场。     

浅析企业市场营销战略文化创新

作为企业营销的基石,营销战略在企业发展过程中占有重要地位。市场营销要确立产品归属感,发掘潜在需求、明确市场分类目标并制定出企业发展战略。企业生产的产品能够满足市场和消费者需要,产品的数量直接和企业的利润和市场效应挂钩,同时产品的质量、数量和销量将直接制约着企业的生存周期和发展空间。所以提高产品质量,掌握消费者消费心理,整合营销资源,丰富营销理念,建立营销体系,转变营销方法,实现产品利润最大化,是企业文化创新、市场营销的主要途径。     

顾客资源营销——“顾客资源中心”时代的营销革命

顾客资源中心时代已经来临,企业之间的竞争已经不再是基于产品的竞争,而是基于顾客资源的竞争。如何占有和优化顾客资源,充分挖掘顾客资源的潜在价值,实现顾客价值持续贡献,已成为企业营销的核心问题,也是企业成败的关键。鉴于顾客需求的层次性和多项性导致顾客资源价值具有多样性特征,及顾客资源的自然转移和共享。本文认为,顾客资产管理必须有效整合顾客资源获取与顾客资源开发,并通过顾客资源共享战略实现内(外)部资源的整合,从而提升企业的盈利能力。根据这一思路,本文提出基于顾客资产理论的顾客资源营销框架,并进一步阐述了顾客资源营销的思维逻辑与战略逻辑,及实践中如何实施顾客资源营销战略的问题。     

基于心理营销的顾客资源建设策略浅析

心理营销是市场营销竞争的重要战略。心理营销中的观念竞争这种软件性质的竞争比硬件的竞争更为隐蔽、激烈和关键,基于心理营销的顾客资产思想的提出,使企业的经营战略真正从企业内部资源与外部环境的连结点——顾客出发,来考察竞争优势的获取与巩固。根据顾客的特殊要求来进行产品和服务生产的定制营销是解决顾客多样化需求与企业供给之间矛盾的一种营销方式。     

企业如何避开战略性错误?

每个企业都有自己的发展方向和目标,即战略,但在追求利益的过程中,往往会忽略一些问题,误入歧途。避开一些战略性错误,对企业而言至关重要。以下列举企业比较容易出现的几个战略性错误,以供鉴戒。错误一:混淆市场营销和战略【纠正】:营销与战略不是一回事。深刻了解客户需求很重要,但不能把营销和战略搞混淆;营销是具体的,而战略是宏观的,营销是在战略的指导下开展的。企业想要赢得市场,仅有营销是远远不足的,必须有稳定的价值链和有效传达产品价值的独特的活动,即可行的战略。如果你的产品     

产品生命周期各阶段企业物流战略比较分析

产品生命周期理论是市场营销中非常重要的理论,但以往很少有将产品生命周期理论与企业的物流战略结合起来考察,本文想就此问题作初步探索。分析产品生命周期各阶段企业物流战略必须首先分析各阶段营销战略和渠道战略,因为企业的物流战略是服务和服从于企业的营销战略和渠道战略     

基于绿色营销的企业STP战略研究

随着消费者的绿色意识逐渐增强,我国一些企业开始主动运用绿色营销观念来指导企业的生产经营活动。在此背景下,企业能否制定合适的STP战略显得尤为重要,它关系到企业能否顺利打开并占领绿色市场。本文结合我国消费者的绿色需求状况,分析了企业应选用哪些标准对绿色市场进行细分,在此基础上进一步阐明企业应根据自身战略目标和资源状况,合理选择目标市场和目标市场进入战略,并对企业如何为绿色产品准确定位,将产品形象传递给消费者展开了研究。     

浅谈职工培训如何促进烟草企业发展

人力资源作为企业的核心资源,在企业发展战略中起着重要的资源支撑作用。因此,对企业各类专业人才进行岗位培训、职业能力提升培训是知识经济时代员工持续提升业务能力、促进企业创新发展的必然需求。本文结合云南烟草企业实践,指出目前烟草企业在培训过程中存在的问题及解决的对策措施。     

低空空域VHF动态接入移动性管理

低空空域超短波（VHF）动态接入移动性管理技术是保障低空飞行不间断、跨区域通信的关键。根据低空空管通信网络框架,设计了低空空管二级移动性管理模型;借鉴GSM经典移动性管理模型,引入访问/归属位置寄存器机制,解决了地面通信网有效管理低空飞行器位置信息的问题。详细阐述了登记注册、入网/退网、站内移动性管理和站间移动性管理等流程。最后,分析了移动性管理时延,并给出了系统演示和仿真,为进一步研究打下了基础。     

市场细分在市场机会发现中的作用探讨

由于企业自身资源的有限性和稀缺性,任何规模的企业都不可能以有限的资源服务需求无限的市场。市场细分是一种能够为企业提供此类问题帮助和参考的一种重要方法,市场细分依据不同的消费者需求特征和购买行为,把整体市场划分成具有相同购买特征和购买行为的若干细分市场或子市场。企业根据市场细分的结果,结合企业自身的资源和优势,来决定向哪一细分市场提供产品和服务以及如何更好地来提供这种产品和服务,从而发现市场机会,在激烈的市场竞争中取得局部优势。由此可见,市场细分对于帮助企业发现市场机会十分重要而且有着深远意义,本文对目前国内企业在市场细分中存在的问题进行了归纳和概括,并提出了具有针对性的建议。     

Strategic Corporate Philanthropy: Addressing Frontline Talent Needs Through an Educational Giving Program

Corporate philanthropy describes the action when a corporation voluntarily donates a portion of its resources to a societal cause. Although the thought of philanthropy invokes feelings of altruism, there are many objectives for corporate giving beyond altruism. Meeting strategic corporate objectives can be an important if not primary goal of philanthropy. The purpose of this paper is to share insights from a strategic corporate philanthropic initiative aimed at increasing the pool of frontline customer contact employees who are performance-ready, while supporting curriculum development and infrastructure improvement for selected university business programs, creating a win-win situation for the company and the universities. This paper will address three objectives. First, we will examine the evolution of strategic philanthropy from the traditional view to its current position as a strategic option. Second, we will address the recruitment of front line talent needs (customer facing jobs in sales, customer service, and marketing) based on the profit maximization model of strategic philanthropy. Finally, we will offer conclusions and issues for future research.     

中小建筑企业战略管理研究——以武汉华艺建筑工程有限公司为例

通过对企业战略管理理论的深入研究,利用PEST分析模型对武汉华艺建筑工程有限公司的外部环境进行了深入的分析,又对企业的财务、经营管理、质量管理、安全文明、招投标等多方面剖析,选择了适合的战略管理途径,最后通过公司战略管理模型的建立找到了未来公司战略发展的前景及方向。推广研究,良好模式的建立对于我国中小建筑企业核心竞争力的识别和如何落实战略规划的完整实施和有效控制这两个关键问题有非常重要的作用。     

Organizational politics and the strategic process

In this paper the relationship between organizational politics (OP), and company strategy and performance was explored. Data were collected from 55 manufacturing firms. Controlling for company assets and industry type, OP intensity was associated with various stages of the strategic process. In addition, it was negatively associated with overall company performance. These results were corroborated by canonical analysis. Another important finding was that the stage of company evolution moderates the OP-strategic process relationship. Finally, future research directions and implications for managerial behavior and ethics have been clarified.Dr. Shaker A. Zahra is Associate Professor of Strategic Management, Department of Management, George Mason University, Fairfax, Virginia 22030. His research centers on the role of board of directors in the strategic process, determinants of innovation in large corporations, and ethical issues associated with strategic choices.     

Product life-cycle considerations and the nature of strategic activities in entrepreneurial firms

This article reports on the nature of strategic activities and concerns reported by the CEOs of 77 entrepreneurial manufacturing firms once initial success in their marketplace had been achieved. Once the entrepreneurial firm achieves initial market success, the rate and number of strategic decisions faced by the entrepreneurs rapidly expand. A product becomes a product line. Product lines are added. Facilities and equipment are expanded. Personnel are added. A more formal and interpersonally complex organization becomes necessary. Markets and distribution channels expand, adding uncertainty to key market-related decisions. New financial risks arise, often as the result of undercapitalized cash flows. All of these factors combine to dramatically increase the pressure on the entrepreneur's strategic decision making.A major factor underlying the complicity inherent in this scenario is the product/market life cycle: the entrepreneurs must now organize and make decisions regarding several product lines that span several life-cycle stages with different strategic concerns, rather than regarding the narrow product range and limited life-cycle position that provided their initial success. The research reported in this article examined the relative importance of ten strategic activities and concerns reported by the 77 CEOs across products at different life-cycle stages.Initial interviews with selected CEOs and a review of the strategic-management literature identified ten key factors shaping the firm's evolving decision-making practices. These ten factors were divided into three groups:

• 1.1. Operational concerns that necessitate strategic attention: 1) changes in product design; 2) changes in process design; 3) risk of producing a product; and 4) emphasis on creativity.
• 2.2. Dimensions influencing a firm's strategic-management activities: 5) demand on the strategic manager's time: 6) speed of decision making; 7) problems of internal politics; and 8) environmental uncertainty.
• 3.3. Fundamental assumptions underlying a firm's decision-making practices: 9) annual-profit potential; and 10) value of strategic planning.

There are two main sets of results: First, four process-related factors (value of strategic planning, demand on CEO's time, speed of decision making and annual-profit potential) were consistently the most important factors affecting performance within eact stage. Regardless of the life cycle of a particular product line, the manner or process by which decisions were made (strategic planning, CEO's time, and speed of decision making) and one key assumption or objective-annual-profit potential-were seen as factors more important in affecting performance than were operating concerns that necessitated strategic attention. Second, strategic issues associated with product lines at the development and growth stages of their life cycle are reported to be significantly more important to CEOs in entrepreneurial manufacturing firms than are strategic issues associated with mature or declining products lines.These results suggest that CEOs in entrepreneurial manufacturing firms should re-examine their strategies and practices to be sure that sufficient “strategic attention” is being given to decisions regarding mature product lines. In addition, these CEO's need to ensure, in the face of constant demands for their time and decisions, that operating concerns requiring strategic attention get appropriate consideration.     

Dynamics of Islamic Financing in Malaysia: Causality and Innovation Accounting

This article addresses the underresearched issues of marketing challenges and business strategies/models for emerging markets. It suggests that firms need to fundamentally rethink their business models and marketing policies for emerging markets. Although strategies focusing on product affordability and availability are necessary, identification of niche market segments and making clear choices about which segments to pursue, with what value propositions will promote great success. Moreover, strategic flexibility, local sourcing, engagement of nontraditional partners, and local entrepreneurship will be important factors for successful pursuit of the emerging markets.     

Activity-based Costing (ABC) and the Life Insurance Industry

This paper describes the concept of activity-based costing (ABC) and examines its relevance to the life insurance industry. The paper contends that the high overheads and diversified product lines of many life insurance companies makes them appropriate environments within which to apply ABC. It is considered that ABC can provide at least three important benefits to a life insurance company, namely: more accurate cost information, closer insights into the costs of production and better information concerning the strategic consequences of business decisions. These attributes can help a life insurance company to achieve important business objectives, such as the management of expenses and the continuous improvement in the quality of its products and services. However; the transition to ABC is not easy and it cannot be seen as a panacea for all corporate woes. Nevertheless, the paper concludes that with sound project management, an ABC system can provide life insurance companies with much better information for activity management and the achievement of longer term strategic goals.     

The company, product and market dimensions of new product decision scenarios

Studies show that managers synthesize information and make strategic decisions in a situation-specific mode. Making effective new product decisions is a critical problem and managers are urged to improve their performance by adjusting their decision approach to fit the type of situation. Identifying situation-specific new product scenarios is, therefore, an important prerequisite. This article identifies five basic new product decision scenarios using a cluster analysis of factor scored company, product and market data. These provide insights about the situations managers typically face when evaluating new products.     

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。     

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, as reflected in the size of the company, and on strategic decision-making in small firms related to the owner’s expertise and attitudes. In our research, a total of 211 employees from 45 small organisations were asked to rate the presence of HPWPs in their organisation. These averaged perceptions were linked to information provided by the owner–managers on the size of their firm and their own expertise and attitudes. The findings support that smaller but coherent bundles of HPWPs can be found in small organisations and that the implementation of these bundles depends on available resources, strategic decision-making and the combination of the two. These findings highlight the need to integrate the notions of resource poverty and strategic decision-making to understand the uptake of bundles of HPWPs within small firms.