2.23杜邦公司企业文化培训与实践
摘要：在IBM咨询公司对世界500强企业的调查中表明，这些企业出类拔萃的关键是具有优秀的企业文化，它们令人注目的技术创新、体制创新和管理创新根植于其优秀而独特的企业文化。企业文化是它们位列500强而闻名于世的根本原因。
许多跨国企业都能坚持各自独特的企业文化，并且有独特的企业核心价值观和构思良好的远景规划和员工一起分享。本案例针对杜邦公司企业文化和企业理念，希望能引起读者对于企业文化的思考和共鸣。
企业文化培训对于企业文化建设具有非常重要的作用。没有培训或者培训不完善，企业文化建设不可能有效开展。同时，优秀的企业文化能够为培训指引发展的方向，创造良好的条件和环境，使培训能持久、有效、健康地开展下去。二者互相促进，相辅相成，共同发展。如此企业培训才能不断进步、不断发展，具有更加广阔的前景；企业文化才能更加成熟、更加完善,真正成为企业的灵魂和支柱。
关键字:企业文化，跨国公司；企业核心价值观；企业文化培训
Abstract: A survey on the world top 500 companies conducted by IBM consulting company shows that the key to the remarkable performance of these companies is that they all have excellent corporate culture, which is the root of their renovation of technology, structure and management. Corporate Culture is the fundamental reason that they became the world top 500 and are so successful and well known.
Most international companies have their own unique corporate culture. They also have unique corporate core values and a well-planned long term strategy which they share with their employees. The case isfaced with DuPont's corporate culture and philosophy, hoping to arouse thinking and resonance of the readers for the corporate culture.
Corporate culture training is very essential to the development of corporate culture. The development won’t be very effective if there is no or insufficient training. On the other hand, good corporate culture can provide directions, guidance, proper conditions and environment to the training so that it will be more consistent, efficient and healthier. In a word, effective training and outstanding corporate culture are the two sides of one coin. They benefit each other. The training will improve, develop and cover more aspects while the corporate culture becomes more mature, developed and eventually the soul and foundation of the company.
Keywords: Corporate Culture; Multinational Companies; Corporate Core Values; Corporate Culture Training
2.24法国船级社的内外部环境分析
摘要：以盈利为目的的法国船级社，是一家不同于世界上其他船级社的机构，目前排名世界前列。本案例分析了影响法国船级社战略管理过程的主要因素及其竞争结构，同时，从船级社的内部对法国船级社及其竞争对手的决策因素进行了分析，找出了法国船级社的优势和差距。
关键词：船级社；竞争；战略
Abstract:Bureau Veritas (BV), which is different from the other societies as she is not a Non-profit Organization as tradition, is a world leading ship classification society. This case analyzes the common competition factors that affect its strategy management and also its competing structure. Meanwhile, an internal analysis of resources and capabilities is carried out among BV and her competitors to find the firm’s weakness and strength..
Keywords: Ship Classification Society; Competition; Strategy,
2.25法国船级社在中国的竞争战略
摘要：面对当代复杂的海事环境，激烈的市场竞争及自身所受到的责难和质疑，法国船级社利用合理有效的竞争战略，在世界范围内，尤其是在造船业快速发展的中国市场上取得了超常发展。本案例分析了法国船级社的竞争战略—集中化战略，并对法国船级社的具体战略实施作了研究，阐述了服务于集中化战略的市场渗透战略。
关键词：法国船级社；竞争；集中化战略；中国
Abstract:Although BV takes heavy pressure due to the complicate marine circumstance and fierce competition, she made a good performance in the world’s market, especially in the Far East area through her suitable and effective strategy. This case analyzes the competitive strategy of BV which is defined as a Concentrated Strategy by SWOT analysis, and also describes the fulfillment of the competitive strategy with market infiltration strategy.
Keywords: Bureau Veritas; Competition; Concentrated Strategy; China
2.26肥水流向外人田
摘要：员工的离职与跳槽看上去是个人行为，但实际上更多的时候却是企业问题行为的折射。它反映的可能不仅仅是人力资源部门的问题，也涵盖了诸如企业文化、企业工作环境、企业管理的问题。只有对人才流失的深层次原因进行深入细致的分析研究，才能获得富有成效的对策，才能在日趋激烈的市场中立于不败之地。人才的去留是一个在企业常见的问题，是用于《人力资源管理》的课程或章节的课堂讨论的案例。
Abstract: Although job quitting and switching seems to be self-behavior, it often reflects company's problems. It includes the problems happen in HR department, company's culture, working environment, and management problems. To find effective countermeasures and help the company to be successful, we should analyses the cause of quitting and switching deeply. Job quitting and switching is a common question exists in every company. This case can be used in "Management of Human Resource" and discuss in course.
2.27福斯在中国车用润滑油市场的发展环境
摘要：中国汽车行业的飞速发展促进了车用润滑油市场的扩容。作为全球最大的专业润滑油制造公司一直为大众等国内汽车制造商提供汽车初装油和售后服务油，在委托加工（OEM）市场上占有率排名第一；在零售市场上也有较大的发展。本案例主要分析了福斯公司在中国车用润滑油市场中发展的竞争环境、外部环境以及内部的资源优劣势。
关键词：福斯；中国车用润滑油市场；环境分析
Abstract: The boost of Chinese car industry pushes the motor lubricant market. Fuchs provides the first fill and after sales oil for many local carmakers, including FAW-VW, SH-VW. It ranks No.1 in OEM market and is exploring the retail market. This case analyzes the competition environment, external environment and also the internal strength and weakness of its resources in Chinese motor lubricant market.
Keywords：FUCHS; Chinese Auto Lubricant Market; Environment analysis
2.28福斯在中国车用润滑油市场的发展战略
摘要：本案例分析了福斯在采购、市场营销和公司运营三个方面的发展战略。首先可以通过联盟、扩大库存和期货交易在一定的时间内获得价格稳定的基础油。其次，要以“研发实力”为发展之本，充分发挥在OEM市场的先发优势，通过合作来巩固和开发市场；在零售市场上，要通过多种方法来提高品牌知名度，大力支持经销商开拓新市场；最后，在公司运营中要提高产品的国产化率，将部分低等级产品的生产外包，以缓解暂时的产能不足；向经销商提供财务信贷，支持零售市场的开拓；并根据发展战略的要求，调整公司组织结构、完善内部管理制度以保证战略的顺利实施。
关键词：福斯；中国车用润滑油市场；发展战略
Abstract: This case analyzes the development strategy of Fuchs in procurement, marketing and operation. Firstly, to get the stable price of base oil, Fuchs will keep alliance with the refinery plants, enlarge the stock and make time bargain. Secondly, Fuchs should focus on the advantage of R&D, consolidate and expand OEM market via the current positive position, closely cooperation with OEM clients. In retail market, Fuchs will build brand image and support distributors. Finally, Fuchs needs to increase products localization, outsource low-class products to relief the production and stock pressure, and provide the finance credit to the distributors to promote the retail market. The author also finds it necessary to adjust the organizational structure and improve internal system to guarantee the strategy.
Keywords：FUCHS; Chinese Auto Lubricant Market; Development Strategy
2.29复星集团该选择什么样的战略？
摘要：上海复星高科技（集团）有限公司（简称复星）创建于1992年，是中国最大的综合类民营企业。作为中国第一家民营高科技企业，在公司成立后17年里，复星发展成为一个控股多家上市公司，涵盖五大业务板块，资本规模上百亿的综合类民营企业，创造了民营科技企业的多项第一和奇迹。但是，在今天，迅速发展的复星，也面临着诸多问题与挑战。本文从制约复星发展的外部环境和内部环境两方面入手，分析了复星所面临的问题。并且，针对这些问题，对复星的发展战略进行了重新思考，从战略角度出发，对复星的出路与未来发展提出了相关的解决之法。本文希望通过复星集团的战略分析，给一些实施多元化战略的企业的发展提供参考。
关键词：复星集团；核心竞争力；竞争战略；多元化
Abstract: Shanghai Fosun High Technology (Group) Co.Ltd(Fosum), which was founded in 1992, is one of the largest integrated private enterprises in China. As the first private high-tech enterprise in China，17 years after it was found, now Fosun develops into a company which is the majority shareholder of several quoted companies, covers five major business segments, holds thousands of millions of capital and is considered as a miracle and good model of private enterprises. Hover, although develops rapidly, Fosun is facing many problems and challenges. This paper analyzes problems which restrict the development of Fosun from the aspects of exotic environment and internal environment. And also, address these issues, the paper rethink the development strategy of Fosun and from the respect of strategy, the paper provides some solutions for the future development of Fosun, and hopes to give some reference to the development of some private enterprises through the analysis of Fosun.
Keywords: Fosun; Core-competitiveness;Competitive Strategy;Diversification
2.30复星集团的战略分析
摘要：上海复星高科技（集团）有限公司（简称复星）创建于1992年，是中国最大的综合类民营企业。作为中国第一家民营高科技企业，在公司成立后的短短十多年间，资本裂变一万倍，拥有70多家跨行业、跨地区的下属企业，经营范围遍及生物、医药、房产、信息等行业，创造了民营科技企业的多项第一和奇迹。复星集团作为一家民营企业，有着与大部分民营企业共同的经历和成长轨迹。本文回顾了复星的发展历程，分析了企业的多元化和专业化两种战略，并对复星的多元化模式进行了剖析。在多元化道路上，复星采取了产品经营与资本经营并驾齐驱，专业化经营、多元化投资的道路，使企业规模加速扩张。本文希望通过复星集团的战略分析，给一些民营的发展提供参考。
关键词：复星集团；多元化战略；资本经营
Abstract: Shanghai Fosun High Technology (Group) Co.Ltd(Fosum), which was founded in 1992, is one of the largest integrated civilian-run enterprises in China. As the first private high-tech enterprise in China, Fosun has increased its capital by 10,000-fold over a ten-year period. It now has as its subsidiaries 70 trans-regional companies in diverse fields, the business scope of which including biology, pharmaceutical manufacturing, real estates and information technology.And now Fosun is considered as a miracle and good model of private enterprises. As a private enterprise, Fosun shares many features with most private enterprises, such as starting from scratch, gradually building up capital, seizing every opportunity to develop itself.The paper reviews the Fosun’s development course, analyzes two kinds of strategy-specialization and diversification, makes some research on the multi-modality of Fosun and hopes to give some reference to the development of some private enterprises.
Keywords: Fosun; Diversification Strategy; Capital Operation
2.31广东长运国际货运有限公司发展战略
摘要：本案例陈述了广东长运国际货运有限公司的发展战略，首先列出广东长运的经营困境，然后从战略层面对广东长运的经营困境进行陈述。本案例适用于战略管理课程。
2.32海尔集团的国际化经营战略
摘要：本案例利用SWOT分析工具从优势(Strengths)，劣势(Weaknesses)，机会(Opportunities)和威胁(Threats)四个角度对海尔做了分析，并在此基础上提出了海尔国际化经营的战略目标，并提出了海尔在国际化中为实现战略目标的实施方案和改进建议。
关键词：海尔集团；国际化经营；SWOT分析；发展战略
Abstract: This case depicts and analyzes domestic and international electrical home appliances trade and trend, and then in the help of PEST theory, the case analyzed general external environment and international market environment of Haier, expecting that it will direct the reader to think ab0ut the company’s future strategy.
Keyword: Haier Group;Internationalization business; SWOT Analysis
2.33海尔集团国际化之路的内外部环境分析
摘要：本案例针对国内外家电行业的发展现状，以及家电行业发展的趋势做了比较和分析，又利用PEST理论对海尔集团的一般外部环境和国际市场环境进行了深入细致的研究，希望能引导读者能对其战略方向做出思考。
关键词：海尔集团；国际化经营；PEST分析
Abstract: This case depicts and analyzes domestic and international electrical home appliances trade and trend, and then in the help of PEST theory, the case analyzed general external environment and international market environment of Haier, expecting that it will direct the reader to think ab0ut the company’s future strategy.
Keyword: Haier Group;Internationalization Business; PEST Analysis
2.34海通汽车滚装码头整车物流业务该如何发展？
摘要：本案例描述并分析了滚装码头发展整车物流所面临的外部环境，并对海通码头对企业如何发展和实施整车物流进行了深入探讨与研究，以期引导读者对其战略方向做出思考。
关键词：整车物流，滚装码头，发展策略
Abstract: This case depicts and analyzes the outside situation of RoRo transportation field, and discusses and studies deeply how Haitong Company improve the vehicle logistics enterprises. Expecting that it will direct the reader to think ab0ut the company’s future strategy.
Keyword: Vehicle Logistics Enterprises; Ro-Ro Terminal; Strategy;
2.35海通汽车滚装码头整车物流业务所面临的困境
摘要：本案例描述并分析了国内外滚装运输行业的发展状况，及上海海通国际汽车码头有限公司的业务发展情况，从而揭示出了新行业环境下上海海通国际汽车码头有限公司发展所面临的瓶颈和困境。以期引导读者对其战略方向做出思考。
关键词：滚装码头；上海海通国际汽车码头；整车物流
Abstract：This case depicts and analyzes the foreign and domestic RoRo transportation field, and the business facts of Shanghai Haitong International Automotive Terminal Co.Ltd, thereby opens out the bottleneck and plight that the conpany confronting with., expecting that it will direct the reader to think ab0ut the company’s future strategy.
Keywords: Ro-Ro Terminal; Shanghai Haitong International Automotive Terminal Co.Ltd; Vehicle Logistics Enterprises;
2.36华联制药厂的战略环境分析
摘要：本案例描述并分析了制药工业的国内发展状况，并对华联制药厂的困境进行了分析，以期引导读者对华联制药厂的市场战略做出思考。
关键词：制药工业；华联制药厂；宏观环境
Abstract: This case depicts and analyzes analyze the situation of drug manufacture industry and the trouble ofHualian Plant, Shanghai Pharmaceutical (Group) Co., expecting that it will direct the reader to think ab0ut the marketing strategy to apply for the Hualian Plan.
Keyword:drug manufacture industry; Hualian Plant; Shanghai Pharmaceutical (Group) Co.; Macro Environment
2.37华联制药厂的发展战略
摘要：本案例描述并探讨华联制药厂面临外部环境的机遇和威胁，内部所具备的优势和劣势，并对华联制药厂的竞争战略实施对策探讨。
关键词：华联制药厂；SWOT；竞争战略
Abstract: This case depicts and investigates the internal strengths and weaknesses, and external opportunities and threats of HuaLian Plant, and studies deeply the implementation of company competition strategy.
Keyword:HuaLian Plant; SWOT; Competition Strategy
2.38华美丰大酒店的发展之路
摘要：伴随着中国经济20年来的快速增长，旅游已成为国民的日常消费需求，为酒店业带来了广阔的发展前景。在这种情况下，拥有国有背景的华美丰大酒店在当地的经营状况却不甚理想，企业拥有良好的资源却面临经营业绩下滑的窘境。为此，华美丰大酒店的管理层希望能够通过新一轮的战略思考，找到未来的发展之路。
关键词：战略分析；竞争战略；经营环境
Abstract: Along with China's rapid growth of economy in the last 20 years, tourism has become a national consumption demand, and has brought broad prospects for the hotel industry development. However, the operating conditions of HMF Hotel, a state-owned hotel in the localareasare not ideal. The hotel with good enterprise resources is facing the dilemma of declining operating performance.To this end, HMFHotel’s management would like to through a new round of strategy making to find the future development.
Keywords: Strategic Analysis;Competitive Strategy; Business Environment
2.39美丰大酒店的战略选择
摘要：乌鲁木齐经济的发展，以及得天独厚的自然风光、民族文化，带动了当地旅游业的极大繁荣，同事也刺激了酒店业的发展。然而，华美丰大酒店的经营却面临每况愈下的窘境，为了扭转现在的不利局面，酒店管理层决定重新思考企业的竞争战略。在对公司的经营战略重新思考后，华美丰大酒店面临着四个备选战略方案。
关键词：战略环境；竞争战略；战略选择；战略实施
Abstract: The local tourism industry of Urumqi has got a great prosperity great prosperity, as the economy develops with lots of tourism resources, which in turns stimulates the development of the hotel industry. However, HMF Hotel is facing the dilemma of operation, in order to reverse the current unfavorable situation, the hotel management decided to rethink the competitive strategy. After rethinking business strategies, the HMF Hotel has four options to choose.
Keywords: Strategic Environments;Competitive Strategy;Strategic Choice; Strategy Implementation
2.40华为公司发展面临外部环境变化
摘要：改革开放三十年来，中国的经济经历了持续健康的增长，极大地带动了通信行业的快速发展，通信产业已经成为我国现代化建设的支柱产业之一。但是，长期以来通信设备领域却一直由部分跨国巨头所主导着，无论是从技术、人才资源、经营管理等方面还是市场占有量方面都处于绝对领先的地位。随着华为技术、中兴通信、大唐等国内通信设备企业的崛起和经济全球化的所带来的契机，这一格局正在被打破。特别是华为的高速成长，加速了中国乃至全球通信设备行业的重新洗牌，华为也已经成为全球第一梯队的通信设备企业。
在过去的几年里，华为公司取得了很好的成绩。然而，随着全球经济危机的到来，市场外部环境的变化，华为的发展也受到了很大的影响。如何正确认识外部的环境变化从而做出正确的决策，是华为公司当前首先需要做的。
关键词：华为公司；外部环境；发展战略
Abstract: Accompanying China’s Transformation and Opening for 30 years,itseconomy has been growing continuously in a healthy way.As a result,China’s telecom industry has been developing quickly and fundamentally atthe same time.Telecom industry has become one of the corner-stoneindustries during China’s modernization construction.However,multi-national companies have dominated the global telecom equipment market fora long period of time.They were taking the leader of market no matter intechnologies,HR resources,operational management,or in market share.Asthe growth of some domestic telecom equipment suppliers,such asHuawei, ZTE,Datang Telecom etc.,and the opportunities brought by the globalization,the situation is being changed.Especially Huawei’s fast growth acceleratedthe re-structuring of global and domestic telecom equipment market.Huaweihas become the Tier 1 supplier of telecom equipment globally.
In the past years, Huawei has got good mark. However, as the global financial crisis came,the market has changed.To be know well ab0ut the outside surrounding and then make a right choice, is the very thing that now Huawei should to do.
Key words: Huawei Company;Outside Surrounding, Development Strategies
2.41华为公司内部管理问题
摘要：尽管目前华为公司已经取得了令全球通信业瞩目的成就，但和少数顶级跨国通信设备巨头相比，它在经营管理、市场的全球拓展、资本运作管理和企业的可持续发展战略等方面还是存在着差距。另一方面，随着全球传统通信设备企业之间的兼并和整合的逐渐完成以及诸如中兴通信这样的竞争对手的发展，华为正面临着前有堵截、后有追兵的竞争局面。如何使公司有效解决自身存在的问题、做大做强、更加健康有序地发展，从而成为真正的行业领导者，是公司最高管理层一直在思考的问题。也是本案例引导思考的问题。
关键词：华为公司；内部环境；发展战略
Abstract: Though Huawei has gained the distinguishedachievement in the industry globally,compared with several top leveltelecom equipment suppliers,there’re still some gaps in terms of globalmarket exploration,operational management,capital management andsustainable development strategy of company.On the other hand,as thecompletion of the M&A among global telecom equipment suppliers,and thegrowth of domestic competitors like ZTE,Huawei is facing seriouscompetition and challenges.How to resolve company’s existing problem,how to make company bigger and stronger,how to develop in a more healthyway to become a global leader in the industry are the main questions thatHuawei’s top management team is thinking.
Key words: Huawei company;Inside Surrounding;Development Strategies
2.42华源集团进入医疗服务市场的战略与路径选择
摘要：案例首先提出了探讨了华源集团目前的业务情况及进入新市场面临的疑问。接着介绍了华源集团目前的状况和三大业务领域，以及医疗服务市场的宏观环境和竞争情况。最后提出了华源集团在该市场的一些优势与劣势。
关键词：华源集团；医疗服务市场；进入战略
Abstract: The case first discusses the business situation of China Worldbest Group Company (CWGC) and the problems it faces when entering a new market. Then it introduces the current status of CEGC and its 3 main business area, as well as the macro environment and competition status of healthcare service market. Last it raises some advantages and disadvantages of CWGC in this market.
Keywords: ChinaWorldbest Group Company (CWGC); Healthcare Service Market;Entrance Strategy
2.43汇源的自救之路
摘要：汇源果汁是国内最大的果汁饮料生产企业，其果汁品牌“汇源”是优秀的中国品牌之一。但是，随着中国果汁行业竞争的加剧，汇源果汁出现了种种问题，这主要表现在它的营销策略上。公司整体营销能力不足，营销渠道不完善使得汇源的市场地位不断下降，市场份额也在不断的被其他公司蚕食，尤其在低浓度果汁饮料市场，其市场占有率已经低于主要竞争对手。如何实施积极的营销战略，弥补自身的营销短板，是汇源需要迫切解决的问题。本文分析汇源在战略上，尤其是营销战略上存在的问题，并且从强化营销队伍，改善产品与服务，加强渠道建设和实施品牌策略等几个方面为汇源营销战略的实施提出了相应的建议。
关键词：营销战略；营销渠道；品牌策略
Abstract: Huiyuan Juice Company is the largest group of Chinaengaged in producing and marketing fruit and vegetable juice and juice drinks，and its juice brand-“Hiyuan”, is the leading brand in beverage industry in China. But with the increasingcompetition of juice industry in China，Huiyuan is troubled by many problems, which mainly bring some effects in the aspect of marketing strategy. The shortage of marketing capability and integrity of marketing channel of Huiyuan results in the decline in the market position and lose of market share to its opponents, especially in the market of juice drinks, its market share islower than its main competitors. How to executepositive market strategy and remedy market shortage are problems that Huiyuan should solve immediately. The paper analyzes the problems that Huiyuan exists in strategy, especially in marketing strategy, and put forward relative advice from the aspects of enforcing marketing force, improving products and service, strengthening the construction of marketing channel and executing brand strategy.
Keywords: Market Strategy; Market Channel; Brand Strategy
2.44嘉阳公司路在何方
摘要：本案例描述了嘉阳公司从创立之初，到快速发展，而后遇到瓶颈，在利润增长和业务调整上找不到突破口的情况。公司创立者王嘉和姜阳是程序编写人员出身，带着自己的一个技术成果创立了嘉阳。在当时大为利好的市场环境下，公司业务蒸蒸日上，公司规模也逐渐扩大，不仅办公室面积在增加，员工人数也在不断增加。可是公司业务和规模的增长不仅给公司带来了丰厚的回报，同时也带来管理上问题，所以公司在随后的三五年一直表现平平，尝试过改组、裁员、开拓新市场等方法后，都没有达到很好的效果。于是公司在2008年初高薪聘请有着丰富的团队和渠道管理经验的李康，担任公司副总裁，分管销售工作，希望以此为公司找到新的发展方向。但是李康一番行动过后，并没有为公司实现预期的目标，最后也只好默默离开了……
Abstract: This is a story ab0ut one company, named Jiayang, went through being founded, swift growth, and then encountering growth bottleneck, but could not find out where to go. Jia Wang and Yang Jiang who ever were computer programmers, set up this company with one of their technology achievements. Since the remarkable market circumstance, their business had been growing very rapidly before 2003, the office became bigger and bigger, and the amount of employees became bigger and bigger. But besides considerable profit, the growth also brought company some problems, especially ab0ut management. Therefore, during the following 3 to 5 years, its performance was very ordinary. Though restructure, layoff, and opening up new market were used to improve performance, it seemed no effective. So, at the very beginning of 2008, Kang Hu who has rich experience in team building and channel management was invited to attend this company with high salary to find solution, and the opposition of Kang Hu in Jiayang is VP being responsible for sales. But after taking actions, the executive didn’t get what they expected, and Kang Hu walked away…
2.45江苏省淮安市邮政速递局的EMS发展战略
摘要：在制定出中国邮政EMS的发展战略及实施措施后，结合目前江苏省淮安市速递业的实际情况，本案例提出了江苏省淮安市邮政EMS的发展战略及其战略实施的主要措施。
关键词：淮安市邮政EMS；速递市场；同城速递；大客户；联合发展；公司化运营
Abstract: After putting forward the development strategies and the relevant implementation tactics of China post EMS, basing on the current status Huaian express market, this case proposes several strategies and the relevant implementation tactics of Huaian post EMS, Jiangsu province.
Keywords:Huaian Post EMS; Express Delivery Market; In-City Express Delivery; Key Account; Joint Development; Cooperation Operation
