1.23 JH公司该不该走OEM之路？ 摘要：本案例讨论了JH公司在遇到国外OEM订单时，如何从战略、企业文化、市场等角度来分析JH公司是否应该实施OEM制造。 关键词：OEM；可行性；香兰素；战略；国际化 Abstract: This case analyzes whether JH Company should execute the OEM strategy by researching enterprise’s strategy, culture, market and so on. Keywords: OEM; Feasibility; Vanillin; Strategy; Internationalization 1.24 JT工程机械有限公司战略环境分析接下来该往哪里呢？ 1.25 JT工程机械有限公司战略制定和实施--一次高效的会议 1.26 JT公司的战略定位 1.27 KD公司是否应在中国实施战略转型？ 摘要：本案例分析了KD公司在中国的市场环境，还研究了KD公司在中国实施战略转型的动因。 关键词：战略转型；传统型企业；数字化重组 Abstract: This case analyzes the market environment and the reason for strategy transformation of KD Company in China. Keywords: Strategy Transformation; Traditional Company; Digitizing Restructure 1.28 KD公司在中国的战略转型实践 摘要：本案例分析了KD公司战略转型的实践过程，以及伴随其间的配套措施。 关键词：战略转型；传统型企业；数字化重组 Abstract: This case analyzes the strategy transformation process and the corresponding supporting measures of KD Company. Keywords: Strategy Transformation; Traditional Company; Digitizing Restructure 1.29 LY集团的发展战略及实施规划 摘要：本案例是对LY集团的新的发展战略的研究，试图寻找到LY集团新的发展方向。本文在首先通过对LY集团的历史和现状的介绍获取了对企业的最基本的信息，对企业的发展轨迹有了清晰的了解。在此基础之上，案例分析了企业所处的宏观环境、各产业的竞争状况、企业的内部因素,这些因素主要包括：资源和配额；中日、中韩渔业政策；我国渔业政策；自身资源情况；自身能力等,希望能找到适合LY集团的发展战略. 我国的海洋经济起步较晚，发展也比西方发达国家落后。我国有广阔的海岸线，众多的海洋渔业企业，但是我国的海洋渔业企业大都效益较差，规模较小，发展后继乏力。如何有效的、充分的利用海洋资源，使现有的这些渔业企业发展壮大是我们国家必须面对的问题。LY集团正是这些企业中的典型代表，所以通过对LY集团今后发展的战略性分析，帮助LY集团明确发展方向和发展方法。并以此为中国的海洋渔业企业的整体发展提供参考，这就是本案例的研究意义所在。 关键词：战略；海洋食品；市场策略；远洋捕捞， 1.30 M（中国）公司竞争策略存在的问题 摘要：本案例对M中国公司的宏观环境、微观环境、当前竞争策略、在经营上遇到的阻力和困境以及造成这些困境的原因进行了阐述。 关键词：现购自运；竞争策略；零售行业 Abstract: This case analyzes the macro environment, micro environment, main competition strategy, operation dilemmas and its causes of M Company in China. Keywords: Cash&Carry; Competition Strategy; Retailing Industry 1.31 M（中国）公司竞争策略的改善对策研究 摘要：在研究M中国公司目前竞争策略的基础上，本案例通过分析其优势和劣势，找出问题的症结，为M中国提出一系列的改善建议。 关键词：现购自运；竞争策略；零售行业 Abstract: Basing on the research of the main competition strategy, this case analyzes the strength and weakness to find the root cause and props up a series of suggestions for improvement for Company M in China. Keywords: Cash&Carry; Competition Strategy; Retailing Industry 1.32 M公司发展战略的制定与实施 摘要：在战略环境分析的基础上，本案例结合M公司的实际情况给出战略选择方案，并提出了相应的战略实施策略。 关键词：手机行业；SWOT分析；战略选择；BCG矩阵；战略实施 Abstract: Basing on the strategic environment analysis and M Corporation’s realistic situation, this case gives the strategy options and suggests the corresponding implementation tactics of the strategy. Keywords: Cell phone industry; SWOT Analysis; Strategy Choice; BCG Matrix; Strategy Implementation 1.33 M公司战略环境分析 摘要：本案例对M公司的外部环境和内部资源能力作了深入透彻的分析，旨在引导读者找出使M公司面临严峻挑战的原因，并对它的发展战略进行思考。 关键词：手机行业；内部资源能力分析 Abstract: This case analyzes M Corporation’s external environment and internal resources. And it aims to direct readers to find the reasons causing M Corporation into the serious challenges and think ab0ut M Corporation’s developing strategy. Keywords: Cell phone Industry; Internal Resources and Capacity Analysis 1.34 M股份公司的战略分析 摘要：M股份公司是M（集团）有限公司下属的股份有限公司。M (集团)公司作为中国食品工业企业集团之一，是央行和国家经贸委重点支持的300家企业之一。但是随着中国市场经济的发展以及中国加入WTO，M股份公司承受着来自国内外各方面的竞争压力，公司在主营的食品业务上面临着各种各样的困境，而公司的其他一些业务也同样是不见起色。本文首先介绍了M公司的组织结构，然后从财务上和市场业绩上对M股份公司进行总体评价，最后，从公司体制上，战略上和组织结构上对M公司进行了分析，探讨了M公司所面临的问题，希望能给M公司的发展提供一定的建议，同时，M公司的问题也是诸多国企在改革过程中所遇到的，M公司的困境也能为其他国企在国有体制改革中提供参考。 关键词：M股份公司；战略分析；业绩评价 Abstract: M Joint-stock Company is a subsidiary of M (Group) Co, Ltd. M (Group) Company is one of China's food industry enterprise groups, and is supported by Central Bank and the State Economic and Trade Commission. But with the development of China’s market economy and the entry of WTO, M joint-stock is facing pressures coming from manysides. Food business, the primary business of M Company, is getting into trouble, at the same time, other subsidiary business, is also getting into trouble. The paper firstly introduces the organization structure of M Company, and then the paper eva1uates M Company from the aspects of finance and market achievement. Lastly, the paper analyzes the problem that M Company faces from the aspects of strategy and organization structure and hopes to give some advice on the futuredevelopment of M Company. At the same time, the problem that M Company faces is a universal problem that many other state-owned enterprises face, and the plight that M Company faces could give reference to other state-owned enterprises. Keywords: M joint-stock Company; strategy analysis; performance eva1uation 1.35 NT公司IT管理型服务模式 1.36 Parlex集团的自我审视 摘要：本案例是Parlex集团的健康可持续发展战略案例系列之一。本案例在介绍Parlex集团的发展历史、主要产品业务和公司组织结构的基础上，进一步分析了该公司整体业务发展状况，包括其生产销售、技术研发、与母公司的战略协同、公司内部管理以及其盈利状况。以期使读者对Parlex有个总体认识，并能进一步分析公司自身的优劣势，思考公司的未来战略方向。 关键词：Parlex集团；软性线路板；业务状况 Abstract: This case is the first part of the series of Parlex Group’s sustainable development strategy. Based on the introduction of the Group’s development history, major business, and the corporate structure, the case analyze the business status further, including its production and marketing, technical research and development, strategic collaboration with the parent company, its internal management, as well as its profitability, with the view to enable the reader obtaining a general understanding of Parlex, and thus unfolding further analysis of the company’s advantages and disadvantages, as well as thinking ab0ut the future strategy. Keywords: Parlex Group; Flexible circuit board; Business status 1.37 Parlex集团的行业竞争态势 摘要：本案例是Parlex集团的健康可持续发展战略案例系列之二。本案例在分析了Parlex集团自身情况的基础上，通过分析软性线路板行业的竞争态势和该行业面临的机遇和挑战，进一步明晰了Parlex集团面临的外部竞争环境，以期为读者进行Parlex集团长期战略决策提供客观依据，并引导其进行深入思考。 关键词：Parlex集团；软性线路板；竞争现状；机遇和挑战 Abstract: This case is the second part of the series of Parlex Group’s sustainable development strategy. Based on the overview of Parlex Group’s own status, it makes the external competitive environment faced by Parlex clear by analyzing the competition status and the opportunities and challenges in flexible circuit board industry, so as to provide an objective basis for readers to make long-term strategic decisions and conduct them performing in-depth thinking. Keywords: Parlex Group; Flexible circuit board; competition status; opportunities and challenges 1.38 Parlex集团的健康可持续发展战略制定与实施 摘要：本案例是Parlex集团的健康可持续发展战略案例系列之三。在系列一、二分析了公司概况、业务整体发展状况，以及公司外部竞争态势、机遇与挑战的基础上，本案例描述了Parlex集团的最终战略决策，即实行整体上实行成本领先、局部施行差异化的发展战略，以及其配套的战略实施方案。以期使读者全面掌握公司的战略制定概况，并能对战略的可行性以及其风险做出自己的判断和分析。 关键词：Parlex集团；战略选择；战略实施方案；战略风险 Abstract: This case is the third part of the series of Parlex Group’s sustainable development strategy. Based on the introduction of the Group’s general situation, external competitive status, and the opportunities and challenges, the case describes the final strategy decision, namely implementing the strategy of overall cost leadership and local differentiation. It also introduces the according implementation programs, expecting the readers have a holistic understanding of the strategy, and can perform the analysis and judgment of the feasibility and the risks of the strategy. Keywords: Parlex Group; strategic choice; strategy implementation programs; strategy risks 1.39 QJ基础工程有限公司的二次创业 摘要：本案例介绍了QJ基础工程有限公司目前的基本情况和存在的管理问题，并据此指出了QJ基础工程有限公司二次创业成败的关键，旨在引导读者对公司的二次创业战略进行思考。 关键词：二次创业；激励创新；企业文化；规范化管理 Abstract: This case describes the basic situation and the present management problems of QJ substructure engineering Co. Ltd. And then it indicates the key factors critical to the success of QJ’sbusiness expansion. It aims to direct readers to think ab0ut the business expansion strategy of QJ substructure engineering Co. Ltd. Keywords: Business Expansion; EncouragementInnovation; Organizational Culture; NormalizationManagement 1.40 SGM乘用车出口的内外部环境分析 摘要：本案例对SGM乘用车出口业务的内外部环境进行了分析，介绍了其所面临的外部机遇和挑战、内部优势和劣势，旨在引导读者以此为基础对SGM乘用车的出口战略进行思考。 关键词：乘用车出口；机遇；挑战；优势；劣势 Abstract: This case analyzes the internal and external conditions of SGM passenger vehicle export business. It also describes the external opportunities, challenges and internal strengths, weaknesses that the export business faces. All of these aim to direct readers to think ab0ut the SGM’s passenger vehicle export strategy. Keywords: Passenger Vehicle Export; Opportunities; Challenges; Strengths; Weaknesses 1.41 SGM乘用车出口战略的制定 摘要：在战略分析基础上，本案例结合竞争者分析，将SGM与竞争对手相比较，旨在引导读者从多个战略备选方案中提炼出SGM乘用车出口的最佳战略。 关键词：乘用车出口；SWOT分析；竞争对手分析；最佳战略选择 Abstract: Basing on the strategic analysis and competitor analysis, this case compares SGM with its competitors and aims to direct readers to choose the best strategy from the alternate schemes for SGM’s passenger vehicle export. Keywords: Passenger Vehicle Export; SWOT Analysis; Competitor Analysis; Best Strategic Choosing 1.42 上海国际货运航空公司发展战略[1] 摘要：案例在国内宏观环境介绍的基础上，总结了货运航空业的行业发展形势、特点和趋势以及竞争状况，介绍了上海国际货运航空公司的简要情况和内部管理、销售渠道、人力资源、财务等因素和存在的问题。 关键词：货运航空公司；公司发展；战略 Abstract:Based on the introduction of macro environment, this case gives a general picture of air cargo industry by summarizing the air cargo industry status, traits and development trends, as well as the competition status. And it briefly introduces Shanghai International cargo airlines and its internal factors such as management, sales channel, HR and finance. Keywords: Cargo Airlines; Development; Strategy 1.43 SN公司组织结构的变更 摘要：组织结构是组织各个部分之间关系的一种模式，它的目的在于建立企业内部各部门的秩序和权利框架。通过这种框架，组织得以计划、控制和运作。本文简要的介绍了SN公司及其LCD生产线，并对LCD行业进行了简单的行业分析。SN公司正式注册成立于2003年11月，在公司领导层和管理层的不懈努力下，SN公司在短短几年间便在公司业绩和公司规模上取得了长足的进展,目前SN公司已经是内地产量最大的TFT-LCD生产商。但是，随着公司的发展，公司原有的组织结构已不再适应现代的企业运作，这主要表现在与生产方式的矛盾和组织内部的矛盾两个方面。本文分析对比了SN公司的新旧两种组织结构，并描述了新的组织结构和SN公司带来的变化。希望能在组织结构的变更上给一些企业提供参考。 关键字：SN公司；LCD；组织结构 Abstract：Organization structure is a kind of model which is to organize the relationship and build the order and right fra-mework among segments. And though this fra-mework, we can project, control and operate an organization. The paper makes simple introduction of SN Company and the LCD product line of SN Company and makes industry analysis on LCD industry. SN Company was founded in Nov 2003, and under the tireless efforts of the leadership and managements, SN Company has made considerable progress in company performance and company size, now SN Company is the biggest TFT-LCD manufacture in inland. But with the development of SN Company, the former organization structure of SN Company is becoming unfit to modern company operation, especially in production method and internal organization. The paper analyzes the old organization structure and new organization structure, describes the changes that new organization structure brings in and hopes to offers some references to enterprise which is ab0ut to make some organization structure changes. Key words: SN Company; LCD; Organization Structure 1.44 SVC幸福彩频道项目的发展策略 摘要：幸福彩频道于2005年6月正式开播以来，取得了一定的成绩。但同时由于频道在国家政策上所受的限制，所处电视行业激烈的竞争，频道狭窄的收视人群，以及自身盈利能力薄弱的制约，目前在经营中遇到了暂时的困难。通过分析本案例，希望读者能为幸福彩频道探寻到一些有益的发展策略，尽快摆脱当前的困境，使幸福彩频道能健康发展。 关键词：SVC幸福彩频道，彩票，电视彩票，电视频道，新媒体 Abstract: Lucky Channel was started in June 2005.Now it meets some trouble,because the policy,the competition among the TV channels,thepoolspectator and the pool ability to profit.This paper wantsour reader to find some ways to develop the Lucky Channel. 1.45 SGM乘用车出口战略的制定 摘要：在战略分析基础上，本案例结合竞争者分析，将SGM与竞争对手相比较，旨在引导读者从多个战略备选方案中提炼出SGM乘用车出口的最佳战略。 关键词：乘用车出口；SWOT分析；竞争对手分析；最佳战略选择 Abstract: Basing on the strategic analysis and competitor analysis, this case compares SGM with its competitors and aims to direct readers to choose the best strategy from the alternate schemes for SGM’s passenger vehicle export. Keywords: Passenger Vehicle Export; SWOT Analysis;Competitor Analysis; Best Strategic Choosing
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