freepeople性欧美熟妇, 色戒完整版无删减158分钟hd, 无码精品国产vα在线观看DVD, 丰满少妇伦精品无码专区在线观看,艾栗栗与纹身男宾馆3p50分钟,国产AV片在线观看,黑人与美女高潮,18岁女RAPPERDISSSUBS,国产手机在机看影片

正文內(nèi)容

戰(zhàn)略管理(powerpoint)研究生版本-文庫(kù)吧在線文庫(kù)

  

【正文】 g Strategy Management? What environmental factors are affecting the anization?? Which of these are the most important at present time? In next year?Political/legal? Monopolies legislation? Environmental protection laws? Taxation policy? Foreign trade regulation? Employment law? Government stabilitySociocultural factors? Population demographics? Ine distribution? Social mobility? Lifestyle changes? Attitudes to work and leisure? Consumerism? Levels of educationEconomic factors? Business cycles? GDP trends? Interest rates? Money supply? Inflation? Unemployment? Disposable ine? Energy availability and costTechnological? Government spending on research? Government and industry focus on technological effort? New discoveries/development? Speed of technology transfer? Rates of obsolescence 61Dr. Wei Jiang Strategy Management風(fēng)險(xiǎn)且高收益 風(fēng)險(xiǎn)和低收益穩(wěn)定且高收益 穩(wěn)定且低收益 高 進(jìn)入障礙 低高退出障礙低進(jìn)入障礙:規(guī)模經(jīng)濟(jì)、產(chǎn)品差異性、資本需求、 轉(zhuǎn)移成本、促銷渠道、政府政策退出障礙:資產(chǎn)專一性、內(nèi)部戰(zhàn)略關(guān)系、情感 障礙、政府和社會(huì)制約62Dr. Wei Jiang Strategy ManagementGlobalStrategy? Trade policy? Technical standard? Host government policies? Scale economics? Sourcing efficiency? Country specific cost? High product Development cost? Interdependence? Competitors global? High ex/imports? Similar customer need? Global customers? Transferable mktingGlobal petitionGlobal marketconvergenceGovernment influencesCost advantage63Dr. Wei Jiang Strategy Management64Dr. Wei Jiang Strategy Management Procedures? Identifying the key changes in the anization’s environment (no more than 78 points)? Identifying the key variables in terms of the resource profile and petences of the anization (8 ps)? Illustrating the analysis by keeping to quite specific points, rather than overgenerising analysis ? Providing some useful strategic foresights 65Dr. Wei Jiang Strategy ManagementStrengths WeaknessMain strengthsCapacity for inno. + + ++ + ++ 7 0Good GP links + + + + + 5 0 Committed employees + + + 0 + 4 0Good joint working with social services + 0 + + 3 1Main weaknessesLack of oute measures 0 5Information mea surement systems 0 6Providerdominated agenda 0 ++ 2 6No financial growth + + 2 3+ 5 3 5 3 7 2 5 5 5 4 Key Issues in the EnvironmentPolitics/ New Tech Rising Demo Competitivelegislation nologies public graphic market + expectation trends66Dr. Wei Jiang Strategy Management行業(yè)內(nèi)企業(yè)供應(yīng)商 用戶潛在進(jìn)入者替代品ThreatThreatBargain Bargain67Dr. Wei Jiang Strategy Management資源供方:?jiǎn)T工、社會(huì)、股東—— 企業(yè)運(yùn)行基礎(chǔ)替代品廠商 同行業(yè)廠商 互補(bǔ)品廠商 潛在進(jìn)入者企業(yè)企業(yè)中間買方:企業(yè)外部配送體系最終買方顧客:企業(yè)生存之本買方 買方潛在顧客 企業(yè)品牌顧客 競(jìng)爭(zhēng)品牌顧客 流動(dòng)顧客68Dr. Wei Jiang Strategy Management‘Best in class’? Thinking? Practice? Competitors? Cooperators? Coordinators objectivesExisting level? resources? capabilitiesRoad 2 Road 1 Road 3Road 3: leapfroggingRoad 2: integrationRoad 1: imitation69Dr. Wei Jiang Strategy ManagementLevel of Benchmarking Through Examples of MeasuresResources Resource audit Quantity of resources, . ? revenue/employee ? capital intensity Quality of resources, . ? qualifications of employees ? age of machinery ? uniqueness (. patents)Competences in Analysing ? Sales calls per salespersonseparate activities activities ? Output per employee ? Materials wastageCompetences Analysing overall ? Market sharethrough managing performances ? Profitabilitylinkage ? Productivity70Dr. Wei Jiang Strategy Management71Dr. Wei Jiang Strategy Management 總體要求不管維持原狀、收縮,或擴(kuò)張,企業(yè)都需在業(yè)務(wù)上作戰(zhàn)略性調(diào)整。? 競(jìng)爭(zhēng)優(yōu)勢(shì)源泉:戰(zhàn)略性資產(chǎn) —— 知識(shí)和獨(dú)特資源? 競(jìng)爭(zhēng)優(yōu)勢(shì)約束:制度和社會(huì)認(rèn)同;使命、理念、 社會(huì)責(zé)任的兼顧;? 競(jìng)爭(zhēng)優(yōu)勢(shì)根本:用戶導(dǎo)向的價(jià)值創(chuàng)新和能力激活88Dr. Wei Jiang Strategy Management? Resources/knowledge, capabilities and their relations? Analyzing strategic capability89Dr. Wei Jiang Strategy Management 稀缺性 /不可流動(dòng)性 不可模仿性 緘默性 /潛移默化性 顧客價(jià)值性 延展性 /滲透性無(wú)法學(xué) : 稀缺與專用資源及能力(不可流動(dòng): 無(wú)形、環(huán)境、組合)學(xué)不全: 不可言傳的經(jīng)驗(yàn)、知識(shí)和技能、不 可模仿的活動(dòng)能力不敢學(xué): 戰(zhàn)略性恐嚇和威脅不愿學(xué): 先發(fā)優(yōu)勢(shì)、情理相告、思維惰性難替代: 品牌優(yōu)勢(shì)、技術(shù)優(yōu)勢(shì)、成本領(lǐng)先 90Dr. Wei Jiang Strategy Management知識(shí)資源圣人不積,既以為人已愈有;既以與人己愈多。討論:以個(gè)體為載體的緘默知識(shí)是資源還是能力? 資源與能力概念—— 資源:外顯、靜態(tài)、有形的客觀役使對(duì)象—— 能力:潛在、動(dòng)態(tài)、無(wú)形的主觀能動(dòng)條件96Dr. Wei Jiang Strategy ManagementResource audit Competencies? In separate activities? Through linking activities Assessing balance? Resources? Competences? Busin
點(diǎn)擊復(fù)制文檔內(nèi)容
研究報(bào)告相關(guān)推薦
文庫(kù)吧 www.dybbs8.com
備案圖鄂ICP備17016276號(hào)-1