（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
2.23杜邦公司企业文化培训与实践
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
