（下文为《上海交通大学MBA经典案例集》内案例的摘要，本书相关简介及目录请参考[出版物]）
2.1 S保险集团母子公司管控模式
2.1 S保险集团母子公司管控模式
摘要：有效的母子公司管控模式是实现集团整体价值最大化和战略发展的协同性、连续性的关键因素之一。本案例深入分析了S保险集团母子公司管控模式当前存在的问题，这些问题涉及S保险集团的战略、对子公司的股权结构安排、集团总部定位与职能、组织架构与责权等各方面。适用于战略管理课程。
2.2 S公司发展陷入困境
摘要：代工生产（OEM）企业在我国对外开放后一度发展迅速，然而目前它们的发展状况不容乐观。本文以S公司的发展历程及目前所遇到的困境为背景，分别从内外部阐述了OEM策略与S公司当前困境的内在联系。并分别指出了中国和美国的长毛绒玩具市场状况，指出中国长毛绒玩具代工生产企业急需转变经营战略，建设品牌的重要性。
关键词：S公司，OEM，市场格局
2.3 S建筑公司内部环境分析
摘要：在外部环境剧烈变化、内部能力软弱的双重困境下，国内很多建筑企业都陷入了生存和发展的困境。如何适应新形势、新环境的要求，制定切实有效的发展战略，从而增强企业竞争能力并在复杂多变的市场环境中发展壮大，已成为国内建筑企业面临的首要问题。本案例通过对S公司的内部环境分析获得战略分析矩阵，达到锻炼学习者的战略分析能力的目的。
关键词：建筑行业；发展战略；战略分析
Abstract:Facing the converging attack of foreign and private enterprises,large-size state-owned construction enterprise,the main body of Chineseconstruction industry in long time,will face more fierce competition and afuture that is not so optimize.Through the case study of S Corp.,itis helpful to the development of not only S Corp.but also other large-sizestate-owned construction enterprises.
Keywords: Construction Enterprise; Development Strategy; Strategy Analysis
2.4 S建筑公司外部环境分析
摘要：在外部环境剧烈变化、内部能力软弱的双重困境下，国内很多建筑企业都陷入了生存和发展的困境。如何适应新形势、新环境的要求，制定切实有效的发展战略，从而增强企业竞争能力并在复杂多变的市场环境中发展壮大，已成为国内建筑企业面临的首要问题。本案例通过对S公司的外部环境分析获得战略分析矩阵，达到锻炼学习者的战略分析能力的目的。
关键词：建筑行业；发展战略；战略分析
Abstract: Facing the converging attack of foreign and private enterprises,large-size state-owned construction enterprise,the main body of Chineseconstruction industry in long time,will face more fierce competition and afuture that is not so optimize. Through the case study of S Corp.,itis helpful to the development of not only S Corp.but also other large-sizestate-owned construction enterprises.
Keywords：Construction Enterprise; Development Strategy; Strategy Analysis
2.5 TF公司的经营战略环境分析—以TF股份公司的子公司（常德液化石油有限公司）为例
摘要：本案例对TF股份公司的子公司的战略环境进行了分析，旨在引导读者分析子公司传统战略存在的问题，并对其战略转型进行思考。
关键词：战略转型；战略环境分析；液化石油气
Abstract: This case analyzes the strategic environment of the subsidiary company of TF OIL Co., Ltd. And it aims to direct readers to analyze the problems of the subsidiary company’s traditional strategy and think ab0ut the corresponding strategic transformation.
Keywords: Strategic Transformation; Strategic Environment Analyzing; LPG
2.6 TF公司经营战略的转型与实施——以TF股份公司的子公司（常德液化石油有限公司）为例
摘要：在战略环境分析的基础上，本案例介绍了子公司为落实战略转型决策所做的系统性思考，并对公司进行了多角度的分析，提出了公司战略转型的建议。
关键词：战略转型；SWOT分析；BCG矩阵；液化石油气；横向一体化
Abstract: Basing on the strategic environment analysis, this case introduces the systematic thinking which the subsidiary company made in order to put into effect the decision of the strategic transformation. Then it analyzes the company from the different aspects and finally brings forward the advice ab0ut the strategic transformation of the company.
Keywords: Strategic Transformation; SWOT Analysis; BCG Matrix; LPG; Horizontal; Integration
2.7 XX公司的信息化发展战略
摘要：本文以XX公司为研究对象，从管理的角度，分析了该公司如何结合本公司的发展战略，制定并实施企业信息化的道路，并取得初步成果的。
关键词：XX公司；发展战略；信息化
Abstract:This case taking XX Company as example, from the management aspect, analyzes how to establish and initiate informationization strategy, and then get the preliminary achievements, combining the development strategy of company.
Keywords: XX Company; Development Strategy; Informationization
2.8 XX公司发展环境分析
摘要：XX公司是国内规模最大的自动化仪表制造企业，是行业内的龙头企业；但在近几年的发展中却受到了国内外强有力竞争对手的冲击。本文深入分析了XX公司所面临的宏观环境、行业环境和内部环境，探讨了发展中的机遇与挑战，试图找出制约发展的问题所在。
关键词：XX公司；仪表行业；环境分析
Abstract:XX Company is the largest domestic automatic instrument manufacturing company, and has become the top brand in this industry. However, it got the strong impact from the other powerful competitors at home and abroad in recent years. This case makes a deep analysis ab0ut the macro-environment, industrial situation and internal operation environment, discusses the opportunities and the challenges of development, and tries to explore the problems that restricting development.
Keywords: XX Company; Instrument industry;Environment Analysis
2.9 XX研究所转制后路在何方？
摘要：XX研究所原为上海科学院下属从事激光科学研究的院所，该所于 2000年10月按照国科发政字（2000）第300号文件精神实行转制，由事业性科研机构整体转制成为一个科技型企业。目前，该研究所经历了近八年的发展和适应期，研究所在管理体制上己基本实现了转型，步入了企业的轨道，但是，由于对于发展战略缺乏系统的思考和研究，在谋求组织的持续发展方面也正面临着一系列新的困难与问题，如缺乏企业核心竞争力、产品获利能力下降、企业发展速度滞缓、总体实力不强等。本案例从公司管理者的角度，对XX研究所内外部环境进行了深入分析，并以此为依据，对XX研究所未来的市场定位和整体的发展战略进行了规划。
关键词：科研院所转制；规划决策；业务定位；企业发展战略
Abstract: XX research institute was once a laser science research institute under Shanghai Academy of Sciences, according to the 300th Document of National Sciences Development Community (2000), it changed from the undertaking unit into a technology enterprise. At present, the conversion ofthe institute for nearly eight years’ experience to the development andadaptation period, the institute has been in the management system, the basicrealization of the restructuring of the enterprises into orbit, but as for thedevelopment of strategic thinking and the lack of systematic research, in thequest for organization .The sustainable development is also faced a series ofnew difficulties and problems, such as lack of core competitiveness ofenterprises, product profitability declined, enterprise development rate hasstagnated and the overall strength is not strong, and so on.This case makes deep analysis of the internal and external environment of XX research institute from the standpoint of managers. At the same time, it makes plans of the marketing position and the whole developing strategies.
Keywords: Science Research Institutes Conversion;Planning andDecision-making;Business Positioning;Enterprise
DevelopmentStrategy
DevelopmentStrategy
2.10 X公司培训中心该走向何方？
摘要：企业发展需要员工素质的迅速提升，而员工素质的提升除了学历教育外，很大程度上需要专业的职业培训,由此产生了巨大的培训市场。在以前中国的培训市场还不是很成熟的条件下，很多企业都是通过建立公司的培训中心来对自己企业内部员工进行培训。如何高质量，低成本完成对企业员工的培训，让员工能够迅速适应瞬息万变的市场是很多企业追求的目标。但是随着培训市场的成熟和市场经济的发展，这种自建的培训中心受到了越来越多的挑战。本案例针对X公司培训中心的现状作了分析, 展示了培训中心目前面临的一些困境，并努力探讨了培训中心未来可能的出路。同时，x公司培训中心所出现的问题也值得其他企业在对员工进行培训时借鉴。
关键词：市场化道路；战略转型；员工培训
Abstract: The quick improvement of stuff ability is very imp0rtant for the development of an enterprise. While how to improvethe employee’s capability?One way is to put forward diplomaeducation;another imp0rtant way is professional training, which brings ab0ut big training market in China. In the past, China’s training market is not so perfect and many enterprises build training agency by themselves to train their staffs. How to train the staffs efficiently and economically is the purpose of many enterprises. Now with the development of training market, this type of self-built training center faces great challenges and difficulties. This case analyzes the situation of X enterprise, reveals the difficulties that X enterprise faces and tries to provide some feasible solutions to solve the problem. And also, the dilemma of the X enterprise faces is the mirrors of many enterprise。
Keywords: Market-oriented Road; Strategic Transformation; StuffTraining
2.11 X公司培训中心市场化道路
摘要：X公司培训中心是X公司的直属部门，主要负责培训X公司的员工。早期建立的培训中心，在X公司发展到一定的规模之后遇到了诸多问题，如培训缺乏专业性，资源利用率低，管理混乱，资金浪费严重等，培训中心原来哪种低效，落后的官僚管理体制不能适应现代企业的发展。而类似于X公司培训中心出现的问题，在很多大型企业中也是屡见不鲜的。在市场机制的激励下，许多集团公司的附属部门纷纷走市场化的道路，并取得了很好的效果，成为公司的利润来源之一。在培训中心未来出路的选择上，市场化道路是一个较为理想的解决办法，因为X公司有着很多得天独厚的资源优势，而中国的培训市场也将面临着一个前所未有的发展。本文分析了X公司培训中心所面临的问题，并对培训中心市场化的可行性和挑战进行分析探讨。
关键词：市场化；内部需求；培训目标；考核体系
Abstract: X Company Training center is directly subordinate to X Company, which is in charge of training X Company stuffs. But the early established training center faces many problems after the X Company reaches certain size, such as the lack of specialization, low resource utilization, managementconfusion,and severe waste of money and so on. The low-efficiency and bureaucratic management system is not adapted to the development of modern enterprise. And the dilemma the training center faces is not anisolated case, many large-scale enterprises are also puzzled by such problems. Stimulated by the market, many logistic departments come into market; some do the trick and become a source of profit. In the future of the TrainingCenter, mercerization is a preferable choice. Compare to other training institution, the TrainingCenter possesses unique advantages, and China’s training market will confront an unprecedented development. The paper analyzes the problems that TrainingCenter face, the feasibility of mercerization and the challenge of mercerization.
Keywords: Mercerization; Internal demand; Training Purpose; eva1uation System
2.12 YSS公司的竞争战略与对策
摘要：随着国民经济快速稳定的增长，我国清洁行业也进入了新的一轮增长期。然而，尽管宏观形势向好，YSS公司经营却因没有及时抓住市场机遇，失去进一步发展的机会而陷入经营困境。面对严峻的局势，YSS公司有必要正确分析当前所处的战略环境，选择和实施适合自己的竞争战略，提高自身在市场上的竞争力。本案例介绍了YSS公司的发展历史和当前发展环境，在此基础上提出了适合公司发展的竞争战略。
关键词：战略环境；竞争战略；战略分析；战略选择
Abstract: With the rapid development of national economy, China’s cleaning industry enters into new round of increase period. However, YSS loss the great opportunity of market and encountered many operational difficulties, which have been not keep up with the high development speed of national economy. It is necessary for YSS to formulate and implement proper competitive strategy according to practical situation after analyzing current strategic environment exactly. This case introduces development and situation of YSS and gives the proper competitive strategy based on it.
Keywords: Strategic Environments; Competitive Strategy; Strategic Analysis;Strategic Choice
2.13 安美特公司（中国）半导体的战略选择
摘要：安美特公司的现有业务的全球发展放缓，其现有两大业务所在的目标市场五金电镀市场和印刷电路板市场都趋向成熟，具体表现是公司的全球营收连续五年出现持平甚至下降。为此公司决定实现相关多元化战略，以找到新的业务增长点。中国作为全球市场的增长点，安美特公司同样把中国作为其多元化战略实施的关键。目前，安美特公司在中国半导体市场上的竞争对手主要有三家：罗门哈斯、乐思和新阳，因此半导体市场的竞争程度和市场环境对安美特公司新业务的发展提供了机遇和挑战。
关键字：半导体市场；多元化战略；战略分析；安美特（中国）
Abstract: The global development of Atotech Company’s existing businessslows down, the target markets of two main businesses, me-tal plating and printed circuit board, are maturing, and the global revenue of five consecutive years is flat or even declined. Hence, related diversification strategy is selected to find new business growth. At present, Atotech in China's semiconductor market, there are three major competitors: Rohm and Haas, Lok Sze, and Shin-yang, so the semiconductor market, the level of competition and the market environment Atotech the development of new business opportunities and challenges.
Keywords: Semiconductor Market; Diversification Strategy;Strategic Analysis;Atotech (China)
2.14 百思买中国的战略环境分析
摘要：全球最大的家用电器和电子产品零售商百思买（Best Buy）集团2006年正式进军中国家电零售市场，并于2007年1月在上海开设了其北美地区外的首家零售门店。百思买的进入改变了中国家电连锁业的格局。作为一个市场进入者，如何正确认识面临的市场环境，选择正确的发展和竞争战略，将是百思买未来发展的重要问题。
本案例概括介绍了百思买在中国的发展情况，以及其面临的外部环境和企业内部关键因素，可以作为百思买发展前景的分析依据。
关键词：战略管理；家电连锁；竞争战略
Abstract: The world's largest home appliance and electronics retailer Best BuyGroup,at the end of 2006,officially entered China market,and in January,2007,opened in Shanghai its first retail store outside North America. After Best Buy’s entry, substantial changes haveoccurred to the competition landscape of Chinese household electronicsand appliance Chain industry. As a new to the market, how Best Buy can know the market well, how Best Buy should choose andimplement the right development and competition strategy,are great challenges whichBest Buy faces in its future development.
This case is ab0ut the development of Best Buy in China, and the outside and inside crucialfactor it faces. This can be look as the basisto analyze Bust Buy’s future.
Keywords:Strategic Management;Home Appliance Chain;CompetitiveStrategy
2.15百思买中国的歧异化战略
摘要：本文建立在上一个案例的基础上，在研究百思买的业务层战略时，提出了“歧异化”竞争战略及核心竞争力方案。同时，请读者思考这些战略的得与失以及需要达成的任务。
关键词：战略管理；竞争战略；核心竞争力
Abstract: This paper is based on the last case. In the study of Best Buy China’s business strategy, the paper,analyzed and concluded that Best Buy should utilize differentiationcompetitive strategy. Also, we need our reader to think ab0ut the strategy, and what we should do to completethe task.
Keywords:Strategic Management;CompetitiveStrategy;Core Competency
2.16长虹集团：全球化背景下的国际化战略
摘要：在全球经济一体化的今天，世界上各个区域的经济不再是相互独立，而是一个有机的整体。正如“蝴蝶效应”所揭示的道理相似，一个区域市场的细微变化，对于另一个区域会产生巨大的影响。
在全球化的背景下，国际家电行业的竞争尤为激烈和残酷。“物竞天择，适者生存”，企业必须做出变革才能图谋发展。国际市场的风云变幻，国内市场的国际化，让中国企业深切感受到，国际化不是选择，而是必然。
长虹集团作为国内知名的企业，较早就踏上了国际化的征程，有成功，也有教训。本案例通过对长虹国际化战略的研究，探究其国际化的动因、目标、模式、路径选择及其实现国际化战略所需要的支撑保障体系，希望不仅对家电行业，而且对所有有志于国际化的中国企业实现国际化展露有所借鉴和启发。
关键词：全球化；国际化战略；核心竞争力
Abstract: Integration in the global economy today, in various regions of the world's economy is no longer independent of each other, but an organic whole. As the "butterfly effect" the truth revealed is similar to a subtle change in the regional market, for another region would have an enormous impact.
In the context of globalization, the international home appliance industry, the competition is particularly fierce and brutal. "Natural selection, survival of the fittest", companies must make changes in order to plot development. The changing international market, the internationalization of the domestic market, so that Chinese enterprises have deeply felt, internationalization is not an option, but inevitable.
Changhong Group, as well-known enterprises, earlier on embarked on an international journey, there is success, and lessons. In this case, by Changhong's international strategy research, to explore the motives of internationalization, objectives, mode, path selection and its international strategy to achieve the support needed to protect the system, hoping not only for the appliance industry, but also for all those interested in international the internationalization of Chinese enterprises expose some reference and inspiration.
Keywords: Globalization; International Strategy; Core Competitiveness
2.17大唐移动的竞争战略
摘要：本案例分析了大唐移动的优劣势以及面临的机遇和挑战，并详细剖析了企业的竞争战略，以及战略实施中的重要问题。
关键词：大唐移动；价值链；寡头客户；竞争战略
Abstract: This case analyzes the advantage, the disadvantage, the opportunity and the challenge of DatangMobile, and then makes a deep anatomy of the competition strategy, and also the imp0rtant problems in the implementing the strategy.
Keywords: DatangMobile; Emerging Enterprise; Value Chain; Oligarchic Client; Competitive Strategy
2.18大唐移动公司的内外部环境分析
摘要：大唐移动脱胎于电信科学技术研究院，一直是国内少数的专门从事电信科学技术研究的单位，并且在2000年创立了TD技术的技术标准，拥有大量的TD技术的知识产权，对推动中国整体TD产业发展，举足轻重。但是以大唐移动公司目前的实力，要完成这一重任并非易事。本案例介绍了大唐移动发展TD技术的宏观环境、行业环境，并分析了公司的内部实力，试图探析公司目前陷入发展瓶颈的根源。
关键词：大唐移动；环境分析；内部实力；TD技术
Abstract:DatangMobile which was born from China Institute of Telecom Science and Technology, has been the only few domestic institutes dedicated to researching on telecom science and technology. It founded the technology standard of TD technology in 2000, and possessed a mass of intellectual property rights of TD technology. It plays an imp0rtant role in pushing the development of Chinese TD industrial. However, according to the company`s strength, it is not east to complete the imp0rtant task. In order to explore the root of development bottle-neck, this case introduces the macro environment and the industrial environment of developing TD technology for DatangMobile, and then analyzes the internal strength of the company.
Keywords：DatangMobile, environment analysis, internal strength, TD technology
2.19丹佛斯传动控制（中国）战略分析案例
摘要：本案例以丹佛斯传动控制公司（中国）作为课题研究对象，运用PEST模型、五力模型等工具对企业所处的内外部环境进行分析，找出影响企业发展的因素。根据企业面临的优势、劣势以及行业带来的机会、威胁，提出战略目标，并对实施作了框架性建议。
关键词：丹佛斯传动；发展战略；竞争优势
Abstract: This case takes Danfoss motion control division (China) as the sample of study. Based on the analysis of the company’s internal and external environment using the PEST model, five strength models, we find out the factors which influence the company’s development.According to the strengths, weaknesses, opportunities and threatens, we give the strategic planning, and suggest the implementation of the strategy.
Keywords: Danfoss Motion Control Division; Development Strategy; Competitive Advantages
2.20德尔福公司X汽车零部件项目
摘要：案例首先介绍并分析了德尔福公司的基本情况和中国汽车零部件市场的快速增长情况，主要竞争对手的情况；同时交代了X项目的背景与概况，及公司在该项目上的财务情况以及预期可能的风险等。
关键词：汽车零部件；项目可行性分析；风险
Abstract:the case first introduced the basic situation of Delphi company and the rapid growth of China’s auto parts market, as well as the major competitors in the industry. Then it introduced the background information of Project X, the finance status of the company and the anticipated risks over this project.
Keywords: Auto parts;ProjectFeasibility Study; risks
2.21东方航空公司的竞争战略
摘要：随着中国民航重组和整合的完成，作为三大航空集团之一的中国东方航空公司无论在资产、规模和市场份额等方面都大大的增强。然而东航却未能表现出明显的竞争优势，2005年东航在国内和国际市场都节节失利，整个上半年亏损达4.1亿。同时去年的航班不正常率和旅客投诉率高也给东航带来了不利的影响。2005年的航油价格的飚升和外来航空公司的进入给东航的经营带来了很大的困难，然而这些不过是表面的诱因，问题的实质是中国民航在进入市场化的过程中，东航还未能转变自己的角色，对自己的市场定位模糊不清，还处于价格战等低水平的竞争层次上。对一个企业来说，没有一个明确的竞争战略是非常危险的，终究会被市场无情的淘汰掉。
为满足这样的战略目标，东航需要制定适合的竞争战略。通过对差异化和低成本这两种战略的可行性分析，我们发现由于东航存在诸如票价体制、机场等级和本身机型复杂等一些暂时还不可逾越的障碍，东航目前实施低成本战略的内外部条件还不成熟。而东航目前具有的区位和品牌等优势较适合实施差异化战略，而且通过选择差异化战略可以发挥规模效应，提高飞机的利用率和客座率以及增强航线的盈利能力。
本案例通过对东航的背景以及所遇到的问题的介绍，希望能让读者有所收获，并且去思考：在多变的外部环境下，应该怎样制定灵活的战略以及怎样的战略才更加能适应市场的变化，才能更好的占有市场。
关键词：航空公司；竞争战略
Abstract: Along with the reorganization and conformity of the civil aviation of China, as one of the biggest airlines in China, China Eastern Airlines (CEA) has enhanced greatly many aspects such as property, scale, and market share. However, the CEA has not been able to display the evident competitive advantages actually. In 2005, the CEA has been in an unfavorable situation in both domestic and international market, the loss reached up to 0.41 billion RMB in the first half-year. Meanwhile, the high rate of abnormal flight and passenger’s complaint in last year affects the CEA badly. The continuous rise of the price of aero oil as well as the entrance of the foreign airlines brought the major difficulty for the CEA’s operation, however these facts are only the superficial causes, the essence of the problem is that the CEA hasn’t been able to transform its role in the process of market economy. It remains in low-level competitions such as price war and the market orientation is too faint. It is extremely dangerous for an enterprise without explicit competitive strategy. This kind of enterprise will be kicked out from the market at last. Therefore, it is very imp0rtant and necessary to research the competitive strategy of CEA.
In order to get such strategic objective, the CEA should make suitable competitive strategies. Through the analysis to low-cost and differentiated strategy, we discover that low-cost strategy is not applicable to CEA due to some insurmountable barriers such as the ticket price system, the airport rank, and its multiple aircraft model and so on. In versus, differentiated strategy is suitable for CEA due to the superiority of geography and brand that the CEA owns at present. The differentiated strategy can help CEA to realize the scale effect, to enhance the daily utilization rate of the aircraft and to strengthen the profitability of airline.
In this case through CEA’s background and problems encountered in theintroduction, to let readers gain something useful, and to think ab0uthow the strategy has become more able to adapt to market changes in a multilateral external environment, in order to better of the market share.
Keywords: Airlines; Competitive Strategy
2.22东软集团软件外包业务发展策略
摘要：近年来，服务业外包掀起了经济全球化的新浪潮，其中软件外包受到许多新兴国家的重视。中国的软件外包企业均面临着前所未有的机遇。如何抓住机遇，快速成长，成为每个软件外包公司面临的问题。本文通过分析中国软件外包业务领导者东软集团内、外部环境，探讨分析在当前竞争日益激烈的环境下，东软集团应该确定怎样的战略目标和业务发展策略，才能够保持自身的领先地位。
关键词：软件；离岸外包；东软集团；竞争战略
Abstract: In recent years,services outsourcing triggered a new wave ofeconomic globalization.Software outsourcingbecomes many emergingcountries strategy focus. China'ssoftware outsourcing enterprises are faced with an unprecedentedopportunity.How to seize the opportunity to grow quickly will be theproblems for every software outsourcing company.After analyzing the internal and external environments of Neusoft Group, this article aims at giving some lights on what strategic goal Neusoft Group hold and what specific measures should it should do so as to survive and keep its leading position in fierce competition.
Keywords: Software;OffshoreOutsourcing;Neusoft Group;Competitive Strategy
