【文章內(nèi)容簡介】 does not tie up cash in buildings and manufacturing makes a very lean is strong at research and development, as is evidenced by its evolving and innovative product then manufacture wherever they can produce high quality product at the lowest possible prices rise, and products can be made more cheaply elsewhere(to the same or better specification), Nike will move production.耐克沒有工廠。它不愿將資金套在廠房和生產(chǎn)工人身上。這使得它能夠?qū)Ｗ⒂谠O(shè)計。強大的研發(fā)部門為耐克開發(fā)了大量革命性的創(chuàng)新產(chǎn)品。而他們則拿著設(shè)計圖找那些質(zhì)優(yōu)價廉的生產(chǎn)商家代工。如果價格上漲，它能夠很輕松地將生產(chǎn)基地移至那些價格更具競爭力的區(qū)域。Nike is a global is the number one sports brand in the famous 39。Swoosh39。 is instantly recognisable, and Phil Knight even has it tattooed on his ankle.耐克是一個全球性的品牌。它著名的“一道鉤”很迅速被人們識別出來，并且菲爾耐特還把這個圖形紋到了他的腳踝上。The organization does have a diversified range of sports , the ine of the business is still heavily dependent upon its share of the footwear may leave it vulnerable if for any reason its market share ，然而，主要的收入來源還是依賴于鞋業(yè)市場。這使得耐克公司如果在該市場上的份兒收到侵蝕將受重創(chuàng)。The retail sector is very price does have its own retailer in Nike , most of its ine is derived from selling into tend to offer a very similar experience to the you tell one sports retailer from another? So margins tend to get squeezed as retailers try to pass some of the low price petition pressure onto Nike.零售行業(yè)對價格非常敏感。誠然，耐克有著自己的零售商，但它的大部分收入?yún)s都仰仗各個零售商的銷售。而零售商的收入則來源于消費者。但作為普通消費者，你能區(qū)別出零售廠商的不同么？因此，耐克的利潤往往會因零售商通過轉(zhuǎn)嫁價格戰(zhàn)的壓力而受到擠壓縮水。Product development offers Nike many brand is fiercely defended by its owners whom truly believe that Nike is not a fashion , like it or not, consumers that wear Nike product do not always buy it to participate in would argue that in youth culture especially, Nike is a fashion creates its own opportunities, since product could bee unfashionable before it wears out need to replace shoes.There is also the opportunity to develop products such as sport wear, sunglasses and high value items do tend to have associated with them, high profits.The business could also be developed internationally, building upon its strong global brand are manymarkets that have the disposable ine to spend on high value sports example, emerging markets such as China and India have a new richer generation of are also global marketing events that can be utilised to support the brand such as the World Cup(soccer)and The .Nike is exposed to the international nature of buys and sells in different currencies and so costs and margins are not stable over long periods of an exposure could mean that Nike may be manufacturing and/or selling at a is an issue that faces all global brands.The market for sports shoes and garments is very model developed by Phil Knight in his Stamford Business School days(high value branded product manufactured at a low cost)is nowmonly used and to an extent is no longer a basis for sustainable petitive are developing alternative brands to take away Nike39。s market share.As discussed above in weaknesses, the retail sector is being price ultimately means that consumers are shopping around for a better if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to pare prices for the exactly the same item, and buy the cheaper of the consumer price sensitivity is a potential external threat to you have a body, you are an athleteBill Bowerman said this a couple of decades guy was defines how he viewed the world, and it defines how Nike pursues its is a language of sports, a universally understood lexicon of passion and lot has happened at Nike in the 30 years More...Disclaimer: This case study has been piled from information freely available from public is merely intended to be used for educational purposes only.[編輯] 案例六：員工滿意度SWOT分析[1]某公司員工滿意度SWOT分析優(yōu)勢S認同并遵守公司制度 熱愛學(xué)習(xí)，力求上進員工心地?zé)o私劣勢W薪酬待遇在行業(yè)中偏低 加班較多，導(dǎo)致員工疲憊 企業(yè)文化建設(shè)薄弱機會O 組織結(jié)構(gòu)正在調(diào)整 股份制改造和上市機會SO戰(zhàn)略 WO戰(zhàn)略成立人力資源部，強化人力資源管理 聘請管理顧問，大力推進企業(yè)文化建設(shè)后備干部的選拔、培養(yǎng)建立科學(xué)合理的績效考核與薪酬制度威脅T ST戰(zhàn)略技術(shù)人才和熟練工流失 成立培訓(xùn)部，通過持續(xù)的培訓(xùn)提升員人員素質(zhì)低工素質(zhì)；引入高素質(zhì)人才WT戰(zhàn)略 高薪挽留部分人才該公司決定確立三個改進弱項,由新成立的人力資源部和培訓(xùn)部開展弱項改進:第一,改變公司目前使用的工資制度,建立科學(xué)合理的績效考核與薪酬制度。第二,建立內(nèi)部培訓(xùn)制度,進行全員素質(zhì)教育。第三,大力推進企業(yè)文化建設(shè).[編輯] 案例七：SWOT分析模型在戰(zhàn)略形成中的應(yīng)用研究[2]SWOT分析代表分析企業(yè)優(yōu)勢(strength)、劣勢(weakness)、機會(opportunity)和威脅(threats)。因此，SWOT分析實際上是將對企業(yè)內(nèi)外部條件各方面內(nèi)容進行綜合和概括，進而分析組織的優(yōu)劣勢、面臨的機會和威脅的一種方法。SWOT分析法是一種最常用的企業(yè)內(nèi)外部環(huán)境條件戰(zhàn)略因素綜合分析方法。SWOT矩陣能幫助企業(yè)的經(jīng)理們識別和制定四種戰(zhàn)略：SO戰(zhàn)略(優(yōu)勢一機會戰(zhàn)略)、WO戰(zhàn)略(劣勢一機會戰(zhàn)略)、ST戰(zhàn)略(優(yōu)勢一威脅戰(zhàn)略)和wT戰(zhàn)略(弱勢一威脅戰(zhàn)略)。規(guī)劃企業(yè)SWOT分析最難之處就在于將外部環(huán)境和內(nèi)部條件結(jié)合起來分析，這不僅僅需要扎實的理論功底和豐富的實踐經(jīng)驗，還需要戰(zhàn)略的直覺判斷且不遵循固定模式。一、優(yōu)勢與劣勢分析(SW)當兩個企業(yè)處在同一市場或者說它們都有能力向同一顧客群體提供產(chǎn)品和服務(wù)時，如果其中一個企業(yè)有更高的贏利率或贏利潛力，那么，我們就認為這個企業(yè)比另外一個企業(yè)更具有競爭優(yōu)勢。換句話說，所謂競爭優(yōu)勢是指一個企業(yè)超越其競爭對手的能力，這種能力有助于實現(xiàn)企業(yè)的主要目標——贏利。但值得注意的是：競爭優(yōu)勢并不一定完全體現(xiàn)在較高的贏利率上，因為有時企業(yè)更希望增加市場份額，或者多獎勵管理人員或雇員。競爭優(yōu)勢可以指消費者眼中一個企業(yè)或它的產(chǎn)品有別于其競爭對手的任何優(yōu)越的東西，它可以是產(chǎn)品線的寬度、產(chǎn)品的大小、質(zhì)量、可靠性、適用性，風(fēng)格和形象以及服務(wù)的及時、態(tài)度的熱情等。雖然競爭優(yōu)勢實際上指的是一個企業(yè)比其競爭對手有較強的綜合優(yōu)勢，但是明確企業(yè)究竟在哪一個方面具有優(yōu)勢更有意義，因為只有這樣，才可以揚長避短，或者以實擊虛。由于企業(yè)是一個整體，并且由于競爭優(yōu)勢來源的廣泛性，所以，在做優(yōu)劣勢分析時必須從整個價值鏈的每個環(huán)節(jié)上，將企業(yè)與競爭對手傲詳細的對比。如產(chǎn)品是否新穎，制造工藝是否復(fù)雜，銷售渠道是否暢通，以及價格是否具有競爭性等。如果一個企業(yè)在某一方面或幾個方面的優(yōu)勢正是該行業(yè)企業(yè)應(yīng)具備的關(guān)鍵成功要素，那么，該企業(yè)的綜合競爭優(yōu)勢也許就強一些。需要指出的是，衡量一個企業(yè)及其產(chǎn)品是否具有競爭優(yōu)勢，只能站在現(xiàn)有潛在用戶角度上，而不是站在企業(yè)的角度上。企業(yè)在維持競爭優(yōu)勢過程中，必須深刻認識自身的資源和能力，采取適當?shù)拇胧?。因為一個企業(yè)一旦在某一方面具有了競爭優(yōu)勢，勢必會吸 I到競爭對手的注意。一般地說，企業(yè)經(jīng)過一段時期的努力，建立起某種競爭優(yōu)勢；然后就處于維持這種競爭優(yōu)勢的態(tài)勢，競爭對手開始逐漸做出反應(yīng)；而后，如果競爭對手直接進攻企業(yè)的優(yōu)勢所在，或采取其它更為有力的策略，就會使這種優(yōu)勢受到削弱。而影響企業(yè)競爭優(yōu)勢的持續(xù)時問，主要的是三個關(guān)鍵因素：(1)建立這種優(yōu)勢要多長時間；(2)能夠獲得的優(yōu)勢有多大；(3)競爭對手做出有力反應(yīng)需要多長時間；如果企業(yè)分析清楚了這三個因素，就會明確自己在建立和維持競爭優(yōu)勢中的地位了。二、機會與威脅分析(OT)隨著經(jīng)濟、社會、科技等諸多方面的迅速發(fā)展，特別是世界經(jīng)濟全球化、一體化過程的加快，全球信息網(wǎng)絡(luò)的建立和消費需求的多樣化，企業(yè)所處的環(huán)境更為開放和動蕩。這種變化幾乎對所有企業(yè)都產(chǎn)生了深刻的影響。正因為如此，環(huán)境分析成為一種日益重要的企業(yè)職能。環(huán)境發(fā)展趨勢分為兩大類：一類表示環(huán)境威脅．另一類表示環(huán)境機會。環(huán)境威脅指的是環(huán)境中一種不利的發(fā)展趨勢所形成的挑戰(zhàn)，如果不采取果斷的戰(zhàn)略行為，這種不利趨勢將導(dǎo)致公司的競爭地位受到削弱。環(huán)境機會就是對公司行為富有吸引力的領(lǐng)域，在這一領(lǐng)域中．該公司將擁有競爭優(yōu)勢。對環(huán)境的分析也可以有不同的角度。比如，一種簡明扼要的方法就是PEST分析：即從政治(法律)的、經(jīng)濟的、社會文化的和技術(shù)的角度分析環(huán)境變化對本企業(yè)的影響：政治的／法律的：壟斷法律；環(huán)境保護法；稅法：對外貿(mào)易規(guī)定；勞動法；政府穩(wěn)定性；經(jīng)濟的：經(jīng)濟周期；GNP趨勢；利率；貨幣供給；通貨膨脹；失業(yè)率；可支配收入；能源供給；成本：社會文化的：人口統(tǒng)計收入分配；社會穩(wěn)定；生活方式的變化；教育水平；消費；技術(shù)的：政府對研究的投入；政府和行業(yè)對技術(shù)的重視；新技術(shù)的發(fā)明和進展；技術(shù)傳播的速度：折舊和報廢速度。哈佛大學(xué)教授邁克爾波特的名著《競爭戰(zhàn)略》中。提出了一種結(jié)構(gòu)化的環(huán)境分析方法，有時也被稱為“五力分析”。他選取的五種環(huán)境要素是：產(chǎn)業(yè)新進入的威脅：進入本行業(yè)有哪些壁壘?它們阻礙新進入者的作用有多大?本企業(yè)怎樣確定自己的地位(自己進入或者