把战略管理放在战略的位置上--中油集团第二届企业战略管理学习研讨班侧记

企业运行的复杂性,企业运行环境的易变性,使战略管理越来越成为市场经济条件下企业管理的核心,成为决定企业生存与发展的关键。江泽民总书记明确指出:企业要加强发展战略的管理,要根据不断变化的市场要求,制定和实施明确的发展战略、技术创新战略和市场营销战略。国家经贸委李荣融主任在一次会议上也深刻地指出:“战略决策是企业发展中最大的事,一个决策失误就把一个大企业拖入泥潭的教训是很多的,因此大公司和企业集团必须十分重视战略决策管理”。据统计,目前世界上有85％的破产企业是因为决策失误造成的。事实上,在中国向市场经济转轨的过程中,一些企业拍脑袋随意决策导致失败的例子不胜枚举。还     

Strategic Tourism

Madonna H&M and the little Chinese girl:the ideal incarnation ofMass Prestigein conquering China The term Anglo-Saxon Mass prestige comes from the contraction of mass market(mass market)and prestige.The term first appeared in 2003 in the USA,in the serious Harvard Business Review,under the pen of Michael Silverstein.It can be defined as an affordable luxury,although this term may seem     

战略采购

随着市场经济的发展,采购已由单纯的商业买卖发展成为一种职能,上升为企业战略的一部分。采购是企业价值链的源泉,采购对企业竞争力的构筑具有至关重要的作用。因此,现代企业应该建立起一套战略采购与供应管理系统。     

Strategic issue management

The paper presents a systematic approach for early identification and fast response to important trends and events which impact on the firm. Two versions of such an approach are described: a strong signal and a weak signal strategic issue management system. Strategic issue management, which responds to signals in “real time”, is compared to periodic strategic planning, and criteria for choice among the three are proposed.     

金融危机的三个风险和四大机遇并存——中国企业如何在金融危机中把握机遇

今年9月份以来,由美国次贷危机引发的全球金融危机愈演愈烈,华尔街五大投行轰然倒下,全球股市竞相暴跌,世界经济发展开始减速。为了减少和控制金融危机对本国经济的危害,世界主要国家政府紧急出手,一系列救市措施一一注资、降息、减税,接二连三出台。对此,国际货币基金组织总裁卡恩表示,特殊日寸期需要特殊对策。作为世界经济的一部分,中国经济不可避免会受到国际金融危机影响,     

The signalling process in initial public offerings

This study uses a sample of Singapore IPOs to examine the signalling process at the time of a new issue of shares. The multiple regression analysis results support three testable implications of the Grinblatt and Hwang model. We show that (1) the value of the firm is positively related to the fractional holding of the issuer, (2) the degree of underpricing is an increasing function of the variance, and (3) firm value is positively related to the degree of underpricing.     

Strategic Management of Technology

The first step in making sure that R&D spending is productive is to be sure it is going in the same direction as the overall business strategy. Simple enough to say but not always so simple to do. Chris Pappas suggests that the corporate strategy process often focuses on financial factors and market share and neglects technology as a key resource to be planned. With competitive success as well as productivity and profitability becoming more directly tied to technology development, it is time to give technology a more important place in the corporate strategy process. Using the example of an actual firm, Pappas shows that the key to achieving a sustainable competitive advantage lies in formulating the right technology strategy and integrating it into the corporate planning process. His article includes a useful framework for analysis and planning.     

Emerging trends in China's financial sector

This paper reviews the trends which emerged in the financial system in China over the period 1979 to 1987. Economic and social reforms, which began in late 1978, have produced some far-reaching and significant effects on the growth of the Chinese economy. These reforms have prompted changes in the financial system, including banking reforms to handle the flow of funds to finance domestic expansion, international trade, the foreign debt and other domestic and international financial and finance-related transactions. The paper reviews the developments and focuses on some of the problems with respect to balance of payments, imbalances and inflationary pressures.Cecil R. Dipchand is a Professor of Finance in the School of Business Administration, Dalhousie University, Halifax; J. Colin Dodds is a Professor of Finance and Dean of Commerce at Saint Mary's University, Halifax; Patricia McGraw is an Administrator in the Canada-China Management Education Programme, School of Business Administration, Dalhousie University; and Keng Chen is a Lecturer in the Economics College, Xiamen University, Fujian Province, PR China. The financial assistance of the Canadian International Development Agency (CIDA) is greatly appreciated.     

Share recommendations in singapore's financial press

This study compares the returns earned by shares featured in the Company Profile section ofSingapore Business with the results expected in a semi-strong efficient market. Prices in an efficient market reflect known information and recommended shares in the financial press are not expected to outperform the market. The results of this study are mixed but tend to match the outcome that is expected for an efficient market. Although the sixty-eight shares selected between January 1977 and October 1982 increased sharply in value on average during the following year, all of the gain during the first six months can be attributed to market changes. Only at nine and twelve months did the shares appear to outperform the market, but the level of statistical significance for the excess returns was low.The author is with the University of Hawaii and holds a visiting position at the National University of Singapore.     

如何实现财务集中控制

近年来,随着经济全球化的趋势和互联网技术的发展,一些企业集团在财务上越来越趋向于集权管理,对分支机构和子公司进行财务集中控制,在世界范围内出现了一股集权的浪潮。不同的企业集团对于财务集中控制有不同的做法,下面是几种较为常见也较为实用的做法。 一、实现财务集中控制常用方法 1.完善企业集团组织机构进行财务集中控制 企业集团要进行财务集中控制,首先必须要有组织机构上的保证,对     

Issues of financial liberalisation in Taiwan

This paper reviews the financial system of Taiwan and analyses the progress of financial liberalisation of banks (mainly) and non-bank financial institutions. Specifically, it considers the issues in financial liberalisation and the relevant difficulties and contradictions.     

Enabling Innovation through Strategic Synergies

This paper empirically examines the effect that a market orientation (MO) and resource orientation (RO) have on three performance outcomes: financial performance, customer value, and innovation. Individually, the effect each orientation has on performance has been explored but with conflicting results. This study addresses a pertinent gap in the literature by providing insight into a relationship yet unexamined; the role of RO as a moderator of the MO and performance relationship. Although the existing literature considers the role of environmental phenomena as moderators on the MO and performance relationship, the role of alternate orientations has not been studied. While customer value and dynamic resources are needed to succeed, can they each assist the other to perform better? Specifically, does the ability to better develop, deploy, and alter dynamic resources help a firm to better provide customer value to improve performance? This paper is the first to our knowledge to integrate literature from the two paradigms to assess this. Results show that both orientations, when analyzed individually, have a significantly positive effect on all three‐performance outcomes: financial performance, customer value, and innovation. Thus, support for each of the first six hypotheses is provided. The moderated regression provided support for two of the three hypotheses pertaining to this component of the study. It was found that an RO significantly moderates the relationship of an MO with customer value and financial performance but is unable to exert any moderating effect on the MO and innovation relationship because of the dominant role of the RO. Thus, RO appeared superior in delivering innovative outcomes relative to MO. From this, implications, limitations, and recommendations are discussed.     

Strategic segmentation of a market

When competing firms target information towards specific consumers through direct marketing activities, complete segmentation of markets can result. We analyze a two-stage duopoly where, prior to price competition, each firm targets information to specific consumers and only consumers informed by a firm can buy from it. This has the effect of endogenously determining market segments in a model of ‘sales'. In equilibrium, pure local monopoly emerges; firms target and sell to mutually exclusive market segments. When the cost of marketing approaches zero, market shares reflect relative production efficiency (equal shares when firms are symmetric); this may not be the case when marketing cost is high.     

Strategic management in not-for-profit organizations

With many executives spending at least part of their management careers in not-for-profit organizations, the application of viable principles from corporate experience to the not-for-profit situation is important if these managers are to transfer their talents between organizational forms effectively. Strategy identification, evaluation, and reformulation for the not-for-profit organization are discussed in this paper, as an adaptation of the principles developed for corporate strategic management.     

Strategic planning for technology products

A DELPHI Questionnaire study was completed that evaluates the relative importance of management of technology (MOT) problems and ranks 24 problems in order of importance, as perceived by MOT expert participants in industry and academia. The problem of 'Strategic Planning for Technology Products' ranked well above all others in terms of its evaluated importance. A follow‐up DELPHI study was completed to clarify the nature and dimensions of the top problem. This second study identifies the 21 top ranked sub‐problems within the Strategic Planning for Technology Products general problem and ranks these sub‐problems in order of importance. The two most important of these sub‐problems are 'Linking Technology Strategic Planning to Corporate Strategic Planning', and 'Linking R&D Strategic Planning to Business Unit Product Development Planning'. Seen as closely related, these two problems are discussed in this article as 'the linkage problem'. The 11 highest ranked problems of this second study are considered individually in this article. This follow‐up study has important implications for both academic researchers and company managers. For researchers the results suggest specific avenues of research that can fruitfully be followed. For technology managers as well as corporate managers the study offers strong indications of areas where company planning performance may be weak, as well as steps that can be taken to deal with any planning weaknesses perceived.     

提高竞争力的战略选择

背景链接:广东省粤电集团有限公司是广东省特大型的发电企业,2005年底装机容量1171万千瓦,年发电量643.95亿千瓦时。至2006年5月底,粤电集团资产总量超过1000亿元人民币,约占广东省属国有企业资产总量的28.7%,约占全省省属国有企业销售收入总量的14.9%,约占全省省属国有企业净利润总量的32.5%。粤电集团概况广东省粤电集团有限公司是电力体制改革的产物。根据“厂网分开”的要求,2001年8月,原广东省电力集团公司分立为广电集团有限公司和粤电资产经营有限公司,分别承继电网和发电业务。2003年5月,粤电资产经营有限公司变更为广东省粤电集团…