4.1上海通用进入豪华车市场的环境分析
摘要：本案例描述并分析了中国的汽车行业的发展状况，及中国豪华车的消费者情况进行分析，以期引导读者对进入中国豪华车市场的市场战略做出思考。
关键词：汽车行业；豪华车市场；消费者行为
Abstract: This case depicts and analyzes analyze the Chinese automobile industry, the consumer insights of Chinese luxury car market, expecting that it will direct the reader to think ab0ut the marketing strategy to apply for the luxury car market.
Keyword:Automobile Industry; Luxury Car Market; Consumer Insights
4.2上海拓力有限公司的发展战略
摘要：在战略环境分析的基础上，本案例结合拓力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：上海拓力有限公司；手动工具；出口；发展战略
Abstract: Basing on the strategic environment analysis and TORI Company’s realistic situation, this case gives the strategy options and suggests the corresponding implementation tactics of the strategy.
Keywords: Shanghai TORI Company;Hand Tools, Export;Development Strategy
4.3上海拓力有限公司战略环境分析
摘要：在目前国内外经济形势和贸易发展趋势下，本案例分析手动工具的国内外市场环境和行业发展趋势，研究了国内手动工具的出口实际状况和拓力公司的内外部情况，为研究拓力公司的进一步发展战略打下基础。
关键词：上海拓力有限公司；手动工具；出口；发展战略
Abstract: Under the currentglobe economy and trading environment, this case analyses the domestic and globe market circumstance for hand tools, analyses the situation of China hand tool exporting and the actual status of TORI Company and makes a basis for TORI Company to find a development strategy.
Keywords: Shanghai TORI Company;Hand Tools;Export;Development Strategy
4.4上海紫竹科学园区有限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，本案例对园区公司的发展战略做了细致分析，并提出了相应的战略实施方案。
关键词：科学园区；SWOT分析；发展战略；战略实施
Abstract: Basing on the strategic environment analysis， this case analyzes the strategy of Shanghai Zizhu Science park Co.,Ltd and also puts forward the corresponding implementation tactics of the strategy.
Keywords: Science Park; SWOT Analysis; Development Strategy; Strategy Implementation
4.5上海紫竹科学园区有限公司发展战略环境分析
摘要：本案例对上海紫竹科学园区有限公司的内外部环境进行了分析，旨在引导读者对它的发展战略进行思考。
关键词：科学园区；发展战略；战略环境分析
Abstract: This case analyzes the internal and external environment of Shanghai Zizhu Science parkCo., Ltd. And it aims to direct readers to think ab0ut its development strategy.
Keywords: Science Park; Development Strategy; Strategic Environment Analysis
4.6上汽集团的整车出口策略
摘要：通过分析，本案例提出上汽集团应该在自主品牌建设、研发能力提高上苦练内功，同时也可以考虑在境外直接设厂参与当地竞争，以促进其整车出口项目能茁壮成长。
关键词：整车出口；自主品牌；知识产权；反倾销
Abstract: After analyzing the problems on automobile exporting of Shanghai Automobile Industry Corporation, this case puts forwards that it should make great efforts on autonomous brand building and R&D ability developing in future, and consider manufacturing abroad directly at the same time.
Keywords: Complete Set of Vehicle Export; Autonomous Brand; Intellectual Property; Anti-Dumping
4.7上汽集团发展环境分析
摘要：汽车行业在中国保持高速增长，属于规模经济显著的行业。然而，2008年下半年以来，国际经济环境急转直下，国内经济困难明显增加，实体经济增速大幅下滑。上海汽车工业总公司是中国三大汽车集团之一，在国内销量居第一，在金融为中受到严重的冲击。本文深入剖析了集体目前所处的内外部环境，试图探讨集团陷入困境的根源。
关键词：上汽集团；汽车；环境
Abstract:The automotive industry, belonging to remarkable scale economy industry,keeps on developing fast in China. However, since the second half year of 2008,the world economic circumstance became worse rapidly, the same as in China.The real economy progress obviously dropped down with the impact of worldfinancial crisis. Shanghai Automotive Industry Corporation is one of three biggest automotive industry corporations, which has the largest marketing shares in the country. However, it has also been impacted severely by the financial crisis. This case makes a deep analysis of the company’s external environment and internal operation environment, and tries to explore the root of the difficulties.
Keywords: Shanghai Automotive Industry Corporation;Automobile;Environment
4.8上汽集团三层发展战略分析
摘要：本文以上汽集团为研究对象，从管理的角度，分析了该集团在金融危机的冲击下应如何结合本集团的资源优势，从公司层、业务层和职能层三个方面，制定相应的发展战略，为上汽集团短期和长期的发展战略提出建议。
关键词：上汽集团；发展战略；汽车
Abstract: This case taking Shanghai Automotive Industry Corporation as example, from the management aspect, analyzes how to establish development strategy from three level-corporate level, business level and functional level, combining with the corporation`s resources advantages, and then get the preliminary achievements, combining the development strategy of company, and also promoting the suggestion for the short-term and long-term development strategy.
Keywords: Shanghai Automotive Industry Corporation;Development Strategy;Automobile
4.9上汽集团收购罗孚汽车案例
摘要：本案例详细描述上汽集团收购罗孚汽车的过程和失败的结果，旨在引发读者对失败的原因进行思考。
关键词：罗孚集团；上汽集团；收购方案；谈判
Abstract: This case describes the process and the result of Shanghai Automotive Industry Corporation (Group)’s acquisition of
MG Rover, it aims to direct readers to think ab0ut the reasons of the failed acquisition.
Keywords:MG Rover; SAIC; Acquisition Program; Negotiation
MG Rover, it aims to direct readers to think ab0ut the reasons of the failed acquisition.
Keywords:MG Rover; SAIC; Acquisition Program; Negotiation
4.10上汽集团整车出口现状及问题
摘要：本案例就上汽集团整车出口的现状进行一些思考和分析，试图找出一条适合它自身实际情况的出口之路。
关键词：整车出口；自主品牌；知识产权；反倾销
Abstract: This case investigates and analyzes the current situation on automobile exporting of Shanghai Automobile Industry Corporation and aims to direct readers to think ab0ut the suitable way for its automobile exporting.
Keywords: Complete Set of Vehicle Export; Autonomous Brand; Intellectual Property; Anti-Dumping
4.11申银万国经纪业务战略分析案例
摘要：当前的中国资本市场正处于飞速发展阶段，中国证券行业面临着前所未有的发展机遇，同时也面临着国际大型投行的压力和挑战。经纪业务既是券商的主要收入来源，又处在变革的最前沿，如何从战略角度审视证券公司经纪业务未来的发展，事关券商的未来大计。作为中国最具历史的老牌券商一一申银万国证券股份有限公司，虽然在经纪业务领域一直位居证券业前列，但发展的步伐显然没有中信、广发等券商迅猛，其如何在新的历史条件下继往开来，保持王者风范是申银万国面临的主要问题，本案例将就此问题展开讨论。
关键词：发展战略；经纪业务；申银万国
Abstract: As China has made remarkable achievements that the capital market isdeveloping fast, China'ssecurities industry is faced with an unprecedented opportunity fordevelopment, as well as the pressure and challenges brought by largeinternational investment banks.Brokerage businessis the main source of securities companies'earnings, which is always considered to be changed as the first step of thereform implemented by those companies. So it is vitally imp0rtant forsecurities companies to make a feasible strategic plan for the development ofbrokerage business. Shenyin&Wanguo Securities Co., Ltd, one of theoldest securities companies in China, is among the best of the industry interms of brokerage business, but its development is much slower than othercompetitors such as CITIC and Guangfa Securities Co., Ltd. The mainproblem Shenyin&Wanguo faced with is how to carry on the past and opena new chapter for the future in order to keep the leading position in the industry under the new condition. Thestrategy of brokerage business development of Shenyin&Wanguo isstudied in this case.
Keywords: the Implement of Strategy; Brokerage Business; Shenyin&Wanguo;
4.12申银万国经纪业务战略实施方案
摘要：当前的中国资本市场正处于飞速发展阶段，中国证券行业面临着前所未有的发展机遇，同时也面临着国际大型投行的压力和挑战。经纪业务既是券商的主要收入来源，又处在变革的最前沿，如何从战略角度审视证券公司经纪业务未来的发展，事关券商的未来大计。作为中国最具历史的老牌券商---申银万国证券股份有限公司，虽然在经纪业务领域一直位居证券业前列，但发展的步伐显然没有中信、广发等券商迅猛，其如何在新的历史条件下继往开来，保持王者风范是申银万国面临的主要问题。为此，公司制定了新的发展战略，本案例将就战略实施问题展开讨论。
关键词：战略实施；经纪业务；申银万国
Abstract: As China has made remarkable achievements that the capital market isdeveloping fast, China'ssecurities industry is faced with an unprecedented opportunity fordevelopment, as well as the pressure and challenges brought by largeinternational investment banks.Brokerage businessis the main source of securities companies'earnings, which is always considered to be changed as the first step of thereform implemented by those companies. So it is vitally imp0rtant forsecurities companies to make a feasible strategic plan for the development ofbrokerage business. Shenyin&Wanguo Securities Co., Ltd, one of theoldest securities companies in China, is among the best of the industry interms of brokerage business, but its development is much slower than othercompetitors such as CITIC and Guangfa Securities Co., Ltd. The mainproblem Shenyin&Wanguo faced with is how to carry on the past and opena new chapter for the future in order to keep the leading position in the industry under the new condition. The company has developed a new strategy. This case will discuss how to implement it.
Keywords: the Implement of Strategy; Brokerage Business; Shenyin&Wanguo;
4.13深圳市公园管理中心管理模式的改进
摘要：深圳市城市公园绿地的不断增多，这对公园管理的水平就提出了更高的要求。尤其是在新世纪我市全面推进事业单位制度改革的大背景下，如何采取更好的管理模式，使之更有效地发挥公园的生态功能、经济功能和社会功能，是亟待解决的一个问题。
关键词：管理模式；公园
Abstract: The increasing of parkland brings forward a higher requirement for park administration, in particular the overall changes of government’s institution for Shenzhen city since the new century, the ways to take a better management model to efficiently exert park ecosystem function,economic function and social function, are very imp0rtant researches for both theory value and Realistic Significance.
Keywords: Management Model;Public Park
4.14斯麦特公司的发展战略案例
摘要：斯麦特公司将自己定位为宽带多媒体系统运营商（MSO），以迎合全球电信多媒体科技（TMT）发展趋势。其经营理念、发展策略、商业模式等皆具领先性，以专业宽带内容集成商自居，通过与内容提供商、网络运营商、设备供应商等相关业者建立策略联盟，涵盖两岸三地专业知名公司，结合大中华地区最精华的团队和资源，从而确立自身在国内宽带多媒体市场的独特优势地位，发展前景无可限量。
关键词：有线电视；电信多媒体科技；三网融合；宽带多媒体系统运营商，企业战略
Abstract: In recent years, Chinese domestic traditional television and emerging Internet media market assumed high-speeddevelopment, initiated great demand for high qualitymultimedia content. However,presently the domestic familyentertainment market still owes developed and mainland television stationfilm and television program self-made ability is universally weak. As a result, the gapreaches as high as millions of hours of content every year.Moreover, Mainland China is deeply influenced by the traditional ideology and has strict regulations on the broadcasting of overseas program in china, resulting great deficiency of broadband multimedia content. A market will such a big gap between supply and demand have unlimited growth potential.
Keywords: Cable TV;Telecommunication Multimedia Technology;the Fusion of ThreeNets;Broad-band Multimedia System Operators; Enterprise Strategy
4.15特灵（中国）的竞争战略
摘要：近年来，我国房地产行业迅速发展已经成为我国国民经济的支柱行业。房地产行业的兴盛给商用空调行业，特别是如同特灵（中国）这样的商业大中型中央空调系统供应商带来了巨大的发展动力。但是在我国经济发展速度降低，房地产行业景气下行，行业内其他竞争对手施加的巨大压力下，特灵（中国）需要审时度势，增强核心竞争力。本案例介绍了特灵（中国）所面临的战略环境，并通过分析提出了适应其自身发展的歧异化竞争战略。
关键词：战略环境竞争战略核心竞争力；歧异化
Abstract: Recently, Chinese real estate industry has become a pillar industry of China's national economy for its rapid development. The rise of the real estate industry have brought tremendous impetus to the commercial air-conditioning industry, especially as Trane (China) this large and medium-sized commercial central air-conditioning system suppliers. However, for deceleration of china’s economic growth, downturn of real estate industry and the pressure of competitors in the industry, Trane need to judge the hour and size up the situation to strengthen the core competitiveness. These cases introduce the strategic environment of the Trane (China), and raise the differentiated strategy through analysis.
Keywords: Strategy Environment;Competitive Strategy; Core Competence; Differentiated Strategy
4.16腾讯QQ的发展战略环境分析
摘要：本案例对腾讯QQ所处的背景和整体环境进行研究，在此基础上得出了腾讯在产业中具有的优势和劣势，面临的机会和威胁，旨在为腾讯当前的定位和战略调整提供依据。
关键词：即时通讯；网络游戏；电子商务；战略环境分析
Abstract: This case analyzes the background and circumstance of Tencentcompany and its instant messenger product QQ. Based on the analysis,it educe the Strength and Weakness, Opportunity and Threaten of Tencent in the industry. And itaims to providewarrant for current position adjustment and strategy adjustment of Tencent.
Keywords: Instant Messenger (IM); Online Games;Electronic Business; Strategic Environment Analysis
4.17腾讯QQ基于价值链的发展战略
摘要：本案例在价值链分析的基础上分析了腾讯QQ盈利模式和业务组成。并在此基础上对腾讯的盈利渠道提出了一些参考性的战略调整建议，旨在帮助腾讯化解其目前所面临的严峻问题。
关键词：即时通讯价值链分析；盈利模式；网络货币战略调整
Abstract: Based on value chain analysis, this case studiesthe profit model and business structure of Tencentcompany. And then it puts forward some referenced advice for strategy adjustment,aims to helpTencent to solve the serious problems it has met now.
Keywords:Instant messenger (IM)Value Chain Analysis; Profit Model; Virtual Coin StrategyAdjustment
4.18天通公司的变革之路
摘要：天通公司是一家创立于1984年的生产和销售软磁铁氧体磁芯的国内上市企业，伴随着全球电子行业在过去22年来的快速发展，天通公司如今已成为全球软磁铁氧体行业制造规模第一的企业。随着业务的不断扩张，公司在营销人员管理方面出现了营销管理人员不司其职、营销人员缺乏工作责任心、工作积极性不高、效率低下、团队意识和大局意识不强、优秀营销人员大量流失等诸多问题。本案例试图从营销管理实践角度出发，制定出有效的营销方案、多元激励考核方案，改善天通销售停滞困境。
关键词：营销人员；激励；人员管理
Abstract: Established in 1984, TDG is a domestic public company in the line of manufacturing and selling of soft ferrite cores, With the fast development of global electronic industry in the past 22 years, TDG was also gained a rapid growth,it is now the world’s largest manufacturer in the industry of softferrite cores. With the fast expansion of sales revenue, a lot of problems ab0ut themanagement of sales persons are come out, such as sales managerial personsdon't take their roles, sales persons lack of responsibility, work efficiency, team spirit and general thinking of the whole company, prominent salespersons quit their jobs very frequently, etc.This case tried to focus on the point of view of marketing management practices, working out effective marketing programs, and the multidimensional salary inspiring system for sales person, to improve the plight of TDG stagnant sales.
Keywords: Sales Person; Inspiring; Staff Management
4.19通用磨坊：湾仔码头发展战略
摘要：由于城镇居民消费水平和消费观念的提升，特别是大中城市生活观念转变和生活节奏的加快，冷冻食品应运而生。目前冷冻食品行业的重点在于整体扩张。从发展方向来看，具有规模和品牌优势的企业将占据先发优势。行业优胜劣汰，能够进一步增强行业的集中度。
本案例描述的是通用磨坊中国有限公司，是一家美国通用磨坊全资子公司。公司1999年底成立以来，始终专注于健康食品的研发、生产及销售服务，旗下有一个重要品牌“湾仔码头”，主要产品有水饺、云吞、汤圆。作为知名的区域性品牌，湾仔码头如何走向全国，如何占据更大的市场份额，这是本文研究的重点。
通过较全面分析，认为湾仔码头在冷冻点心行业激烈竞争中面临一定压力，但也具备自身独特的竞争优势。整个冷冻点心行业中低端同质化竞争较为普遍，同类型、同口味、价格战时有发生，必将导致行业利润下滑。因此湾仔码头必须走差异化道路，利用其品牌优势，走高端市场。高端高利润市场最终必然吸引其他企业的进入，竞争会加剧。要保持湾仔码头在高端市场竞争力，企业须进一步提高营运管理能力，优化流程，控制每一个价值链的环节，提高效率，从而提高市场竞争力。
关键词：冷冻行业；核心优势；分析研究
Abstract: Because of urban residents consumption level and consumption of the concept of upgrading, especially in major cities to change their concepts of life and the accelerated pace of life, frozen food came into being. Frozen food industry is currently focused on overall expansion. From the development point of view, with the scale and brand advantages of enterprises will occupy the first-mover advantage. Industry survival of the fittest can further enhance the industry concentration.
This case study describes the General Mills China Limited is a wholly owned subsidiary of General Mills. Since the founding of the company by the end of 1999, has focused on health food R & D, production and marketing services, under which there is an imp0rtant brand "Wan Chai Ferry ", the main products are dumplings, wonton, glutinous rice balls. As a well-known regional brand, how Wan Chai Ferry moves toward the country, how to occupy a larger market share is the focus of this study.
Through a more comprehensive analysis that the Wan Chai Ferry in the frozen dessert industry, faced with fierce competition in the certain pressure, but also has its own unique competitive advantage. The frozen dessert industry, low-end competition, homogenization of the more common, the same type, the same tastes, the price war to occur, will inevitably lead to decline in industry profits. Therefore, differences between Wan Chai Ferry must follow the road, using its brand, and take high-end market. The high-end high-margin market, it eventually will attract other businesses to enter, competition will intensify. Wan Chai Ferry to remain competitive in the high-end market, companies need to further improve operational management capacity, optimize the process, control of every aspect of the value chain, improve efficiency, and enhance market competitiveness.
Keywords: Frozen Industries;Core Strengths;Analysis
4.20威侃公司创业历程
摘要：威侃公司从2004年创业至今，从一个小作坊似的简单加工企业，经过苦心经营，逐步成为标识系统和精密切模部件行业中具有较强实力的正规企业，并成为了多家世界电子代工巨头的供应商。该公司白手起家，并不拥有核心技术，也无风险资本的帮助，其成功经验值得我们研究和探讨。本案例描述了威侃公司创业过程中的三个阶段，并分析了各个阶段威侃公司的战略选择。
Abstract: The entrepreneurial story of Weikan Co., Ltd. began in 2004, when it was merely a small processing workshop. Through years of effort, Weikan has become a fortified company with great productivity, and succeeded to win clients of electronic OEM companies around the world. Built up from nothing with neither core technology nor support from venture capitalists, Weikanmight have special successful experiences which we should think over profoundly. In this case, 3 phases of Weikan’s entrepreneurial process and strategic decisions under certain circumstances are illustrated.
4.21无锡尚德与风险投资
摘要：20世纪80年代，随着中国经济改革的起步，中国风险投资事业也开始了它的发展历程。时至今日，在近三十年的行业成长过程中，中国风险投资取得了长足的进步。尤其是2004年以来，中国风险投资市场更是呈现出高速的增长态势。无锡尚德正是这一飞速发展的市场所孕育出的果实。尚德成功登陆纽交所，不仅是尚德自身的成功，也是中国风险投资行业的成功。
本案例通过对无锡尚德的发展分析，力图向读者展现，在经历了高速发展之后，中国风险投资行业的现状。无锡尚德是近年来中国风险投资行业最耀眼的明星之一，从中可以反映出中国风险投资的多种特色。尚德的成功不仅给予众多仍在初创期苦苦挣扎的中小型新创企业以鼓舞，而且对于整个行业的持续健康发展有着重要的研究价值。因为尚德的成功毕竟是个案的成功，个案的成功有可能具有偶然性和不可复制性，只有将成功的个案中有利的因素及不足之处，提炼升华为制度及改善的建议，才能使中国风险投资行业之路越走越好。所以，本文更希望能够从尚德这一成功的案例背后，看到中国风险投资的不足。中介机构的缺失，风险投资人才的匮乏，政府主导型风险投资操作的不规范等等，所有这些都将成为中国风险投资行业发展的绊脚石，只有正确认识这些不足，并设法改善，中国风险投资才能健康发展。
关键词：风险投资；新创企业；无锡尚德
Abstract: Since 1980s, as China's economic reforms started, China's venture capital industry started its development process. Today, in the past three decades of industry growth process, the China Venture Capital has made considerable progress.Especially in 2004, there is a milestone shown a high-speed development of China venture capital, which is Suntech Power in Wu Xi has been able to been listed in New York Stock market.
The objective of this case is to show China capital venture status in the present time, by studying Suntech Power history.Suntech Power is one of the most famous venture capital cases in China, since then, it can show many venture capitalist roles in China style. The success of Suntech power, not only give inspiration of other Small-Medium Enterprises, the knowledge from case itself is valuable for whole industry for long term development. A successful case may have its own unique situation.Finding and utilizing of some advantages and correcting problem of disadvantages from case is the way for China Venture capital evolution. Therefore, since the success background of Suntech power, this article tries to find some insufficiencies of China capital venture. Lack of medium man, shortage of experienced working persons in capital venture field, government influenced capital venture operation, etc., and all are obstacles for the development of China capital venture.
Keywords: Capital Venture, New Entrepreneurs, SuntechPower
4.22西上海集团公司发展战略的重新塑造
摘要：本案例分析了西上海集团公司的整体发展战略，提出了集团公司战略目标要实现三个价值转移，并对各个业务板块进行分析评价，制定了“三个方向，一个突破”的产业发展战略并提出了一系列的整合措施，最后从公司治理结构、组织结构、人力资源管理、企业文化建设和品牌战略等方面对西上海集团战略重塑的具体实施提出了建议。
关键词：西上海集团；发展战略；业务整合；战略实施
Abstract: This case analyzes the development strategy of WSH，proposes that WSH must realize the three-values evolvement in order to realize its strategic target, and then eva1uates all the business sections ofWSH. Finally, the industrial development strategy stated by a sentence that “three directions and one emphasis” is identified according to the results of the eva1uation. This case also discusses on strategic implementation from several aspects including company management fra-mework, organization structure, human resource management, and corporation culture and brand strategy.
Keywords: WSH;TrategyManagement; Business Integration; Strategy Implementation
4.23西上海集团有限公司战略环境分析
摘要：西上海集团有限公司自1992年成立以来，经过10多年的高速发展，现已成为一个年销售额超过20亿、雇员人数2000余人的中型企业，并在多个产业链上均有不同程度的设计。自转制改革后，渡过了一段快速发展时期后，目前该集团公司正处于新一轮的发展历程的关键阶段，同时也需面对各种新情况所带来的巨大挑战。本案例从目前西上海集团公司所处的内外部经营环境方面，分析了外部环境所带来的机会和威胁以及内部资源所拥有的优势和劣势。
关键词：西上海集团；环境分析；机会；威胁；优势；劣势
Abstract: West-Shanghai Group Co.,Ltd(WSH) has grown up into a medium-sized group corporation rapidly with 2 billion Yuans` sales revenue annual and above 2 thousand employees since it was founded in 1992. Now, the company has expanded its business to various industrial fields. After it changed to a joint-stock company, WSH has experienced a fast development for almost ten years, and now is living one of most imp0rtant periods of its life to begin its new development cycle. This case analyzes the current internal and external circumstance around WSH so as to identify the opportunities, threats, strengths and weaknesses.
Keywords: WSH;Environment Analysis;Opportunities;Threats;Strengths; Weaknesses
4.24香港CG公司经营战略
摘要：香港CG公司是一家成立仅两年多、由外贸SOHO转型而来的小型私营外贸公司。公司自成立以来为了生存，着重于不断地寻找客户以开拓市场，而较少考虑公司经营的战略发展方向，也许是没有正确经营战略的指引及足够的投入，CG公司在市场与业务拓展方面的成效两年来并没有太大的扩展。自2008年以来所有外贸导向的公司都面临着严峻的出口局势。尤其是CG公司这样的小型外贸公司该如何渡过这一难关并制定出指导其长期发展的经营战略已迫在眉睫。本案例详细介绍了公司困境，适用于战略管理课程。
4.25移动运营商在价值链中的竞争－合作模式
摘要：对于一个企业而言，寻求并定位好自身在行业价值链中的角色和地位，有助于推动自身及整个产业的发展。而基于此的分析工具五力模型则用于描述某一行业的企业竞争格局以及行业之间的关系。这五种基本竞争力量的状况及综合强度，决定着行业的竞争激烈程度，最终的获利潜力以及资本向本行业的流向程度，这一切则是企业拥有高收益能力的保证。在移动通信领域，传统移动通信价值链中新增了许多重要环节，这些环节一方面有助于整个市场的壮大和发展，但同时也是一柄双刃剑，将可能改变移动通信产业格局，威胁到原有环节的领导地位及利润空间。本案例阐述了由移动运营商在3G产业兴起及价值链形成过程中的地位、角色演变，采取了差异化竞争－合作策略取代以往简单的价格竞争策略，以推动整个价值链的良性循环。
关键字：3G，价值链，竞争，合作
适用课程：市场营销
Abstract: To a company, seek and position the role in the field is helpful to promote development of itself and the whole industry. The five-force model is used to describe the competition among enterprisesand industry relationships. These five basic competitive forces of the status and comprehensive strength determines the intensity of competition in the industry, the ultimate profit potential as well as the flow of capital to the industry, which is the guarantee of a company with high earning power. In mobile communication field, new imp0rtant elements joined the traditional mobilecommunication value chain, which helps with the whole market expansion and development and meanwhile might change previous mobile communication industry architecture and threaten the former elements’ leading position and profit space just like the two-edge sword. This case is the descr-ption of the China mobile operators’ replac of the former simple price competition with the new differentiated competition-cooperation strategy then have the total value chain run well since the position and role change in the process of China 3G industry growth and value chain forming.
Keywords: 3G, Value Chain, Competition, Cooperation
Applicable courses: Marketing
4.26小天鹅集团的发展战略
摘要：本案例分析了小天鹅白色家电主要业务所处的外部环境，研究了集团内部资源的优劣势，然后采取SWOT分析法制定出小天鹅应该采用的发展战略，最后还给出了执行该战略应特别重视的问题。
关键词：发展战略；白色家电；核心竞争力；国际化
Abstract: This case analyzes the external environment and the strengths, weakness of the resources of LITTLESWAN. Then it puts forwards the developing strategy according to the SWOT methodology and the ideas on how to carry out this strategy for LITTLESWAN.
Keywords: Developing Strategy; White Goods; Core Competence; Globalization
4.27小天鹅集团发展战略历程及反思
摘要：本案例回顾了小天鹅集团在发展过程中先后执行的发展战略，并分析了这些发展战略的失误之处。
关键词：发展战略；同心多元；白色家电
Abstract: This case reviews the three developing strategy stage of LITTLESWAN and also analyzes the weakness of these three strategies.
Keywords: Developing Strategy; Concentric Diversification; White Goods
4.28新好耶信息技术(上海)有限公司发展战略
摘要：案例首先介绍了新好耶信息技术（上海）有限公司的概况和发展历程，接着列出了我国网络广告公司的宏观环境、行业结构，以及目前行业内的竞争情况，包括进入壁垒、潜在竞争者等。
关键词：网络广告；竞争战略；网络广告公司
Abstract:The case first gives an overview of New Allyes Information Technology Co. Ltd and its development path. Then it introduces the macro environment and industry structure of Internet advertising agencies, as well as the competitive situation within the industry, including the .entry barriers, potential competitors, ect.
Keywords: Internet Advertising; Competitive Strategy;Internet Advertising Agency
4.29新加坡KM公司中国市场发展战略
摘要：案例简要的介绍了新加坡KM公司的历史发展和公司的特点，对中国国内制造业的发展情况和问题进行详细的描述。接着对新加坡KM公司的内部因素进行详细介绍，如公司管理层，组织结构，研发与开发，市场营销，财务状况以及公司组织文化等。
关键词：战略选择；模具业；市场进入
Abstract:The case briefly introduces the history development of Singapore KMCompany and its distinguishing features. And then it describes the situation of China’s molding industry as well as the problems. The case also introduces the inner factors of Singapore KM Company in detail, such as the management, organization structure, R&D,sales and marketing,financestatus and the company culture.
Keywords: Strategy Choice; Molding Industry;Market Entering
4.30新形势下新和成公司的发展战略（上）
摘要：本案例通过对维生素E产品、以及国内合成维生素E行业的发展历史和现状的详细介绍，进一步描述了该行业的竞争态势，希望能使读者对新和成公司所处的大形势及竞争情况有一个清晰的了解，并能从中认识到新和成公司所面临的机遇和挑战，并为新和成公司制定出一个能抓住市场新契机的长远发展战略，使新和成公司在市场上占领主动权。
关键词：新和成公司；合成维生素E；竞争态势；发展战略
Abstract: The case introduces the related information of the product synthetic vitamin E as well as the history and current situation of synthetic vitamin E industry in detail. It also describes the competitive status of the industry, hoping that it would help readers have a clear understanding of the macro environment and competitive status of Zhejiang NHU Co., Ltd, realizes the opportunities and challenges it faced, and based on which they could design a efficient long-term strategy to help Zhejiang NHU Co., Ltd take this opportunity and seize the market priority.
Keywords：Zhejiang NHU Co., Ltd; Synthetic Vitamin E; Competitive Status; Developing Strategy
4.31新形势下新和成公司的发展战略（下）
摘要：本案例通过介绍新合成公司的内部环境，对公司的内外部环境作了SWOT分析，进而根据分析结果为公司制定了“集中化”和“成本领先”相结合的长远发展战略，同时提出了一些对抗行业新进入竞争者的壁垒策略。期望读者对新和成公司新的竞争战略有一个清晰的了解，并进而能根据材料所提供的信息对该战略的适用性及优缺点作出分析和评价。
关键词：新和成公司；合成VE；集中化战略；成本领先战略
Abstract: The caseintroduces in detail the internal environment of Zhejiang NHU Co., Ltd, and analyses both the internal and external competitive environment by using the SWOT analysis, based on which they finally decide that Zhejiang NHU Co., Ltd must be centralized and cost-Lead enterprises to develop core competitiveness strategy, and it will build high barriers to oppose the new potential opponents to meet the challenges. Hoping that the readers will have a clear concept of the new strategy, and based on which they can analyze and eva1uate the new strategy.
Keywords：Zhejiang NHU Co., Ltd; Synthetic Vitamin E; Centralized Strategy; Cost-Leading Strategy
4.32迅达(中国)的市场战略研究
摘要：随着电梯市场的竞争机制和制度发展和逐步完善，国内的电梯市场已经由原来的寡头垄断转变为相对完全的竞争市场。一方面中国电梯市场随着国民经济的高速发展迅速扩大，我国已经成为目前世界上最大的电梯市场；另一方面由于进入门槛的降低和相对较高的市场回报，大量的竞争对手纷纷进入国内的电梯市场，市场上充斥着各种同质的电梯产品，市场竞争空前激烈，而迅达（中国）作为最早进入中国的电梯生产企业对市场的影响力迅速下降，原有的产品价格体系迅速崩溃。本文主要是在这样一个正在从一个平衡走向另一个平衡的市场条件下分析迅达（中国）目前主要面临的问题以及提出相应的解决方案。
关键词：迅达（中国）、市场份额、品牌声誉、代理商
Abstract: With the establishment of the competitive mechanism and regulations of marketing in elevator industry, the market has transferred from monopoly to relatively competitive market in China. On one hand, with the development of economy, the market is expanding very fast, and has become the largest market of elevator all over the world. On the other hand, due to the low threshold of market of elevator and the high profit rate, more and more competitors all over the world have entered into this market. In this EXPAMDING market, Schindler, as the first supplier, has lost its first mover advantages and its pricing system is outdated. In this thesis, the author analyzed the market state and tried to find out the main problems, which have result the current poor state of Schindler, and give some corresponding market strategies for Schindler to solve these problems under this growth market.
Keywords: Schindler (China) lifts Co., Ltd; Marketing share; Brand reputation; Agents
4.33亚联化工的组织变革
摘要：亚联化工有限公司是亚联集团煤化工产业的核心企业，自从1985年随着亚联集团一期工程建成投产以来，通过二十二年的建设，在焦化产品深加工领域取得了长足发展，业已成为中国规模最大、最具竞争力的煤化工企业之一。但是随着公司外部环境和内部环境的不断变化，亚联化工目前的组织结构及运行机制已不能满足新发展战略的需要，面临着一系列的问题和困难。本案例通过对亚联化工组织变革内、外部环境的分析，以发展战略为切入点，深入分析了亚联化工当前组织结构的具体情况，提出了改革的方向，并探讨了组织变革的绩效评估与风险问题。
关键词：煤化工、组织变革、绩效评估、风险
Abstract
YaLianChem Co., Ltd is the core of Coal-chem industry in YaLian Group.The first-phase of YaLian Group was put into production in 1985,andthrough more than 20 years` development, it has made great progresses inchemical products' refinement, and has become the biggest and mostcompetitive corporation in the field of coal-chem industry in China. YaLian has takenon the responsibility of the development of Coal-chem industry in YaLianGroup.However，with the transformation of its internal and external environment, the current organization structure and the runningmechanism cannot satisfy the new development, and YaLianChem Co., Ltdfaces a series ofnew difficulties and problems. This case based on the development strategy, makes a deep analysis on the current organization structure of YaLianChem Co., Ltd, through analyzing its internal and external environment, and then puts forward the reformation direction , the performance eva1uation and also the risks of the organization reformation.
Keywords: Coal Chemical; Organization Reformation;Performance-Estimation;Risk
4.34烟台市与新加坡的经济合作
摘要：作为新任新加坡和烟台合作的负责人，年轻的李志在部门内显得资历浅了点。为了以后更好的开展工作，李志需要在明天部门的工作会议前，对未来新烟合作的蓝图有个大概的构想。根据现有资料，他清楚的知道，以现有合作难以达成新烟合作的战略目标。唯一的办法就是开发新的合作领域。然而，和新加坡建立新的合作领域需要考虑诸多的问题。比如：各自的需要、烟台招商的有利因素及不利因素、竞争对手的选择等等。然而这一切都需要在明天的工作会议前解决，对李志来说确实是个很大的挑战。
Abstract: As the new person in charge of the co-operation between Singapore and Yantai, it seems that LiZhi is too yang to be a good manager in the Department. So, it is necessary for him to work on a blueprint for the future cooperation between Singapore and Yantai before the tomorrow department meeting if he wants to work better. But, according to available information, he knows that it is difficultto achieve the new strategic goal in the base of existing cooperation and the only way is to develop new areas of cooperation. However, there are many problems which should be considered. Such as the need ofSingapore and Yantai, favorable and unfavorable factors of Yantai Enterprise-establishing, the choice of competitors and so on. However, all these need to be resolvedbefore the tomorrow meeting, so it is indeed a great challenge.
4.35宜居经济型连锁酒店的战略环境分析
摘要：本案例对宜居经济型连锁酒店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宜居面临严峻挑战的原因，并对它的发展战略进行思考。
关键词：经济型酒店；PEST分析；波特五力；内部资源能力分析
Abstract: Yucca Hotel is a regional economy chain hotel. This case analyzes Yucca’s external environment and internal resources. And it aims to direct readers to find the reasons causing Yucca into the serious challenges and think ab0ut Yucca’s developing strategy.
Keywords: Economy Hotel; PEST Analysis; Porter Five Forces; Internal Resources and Capacity Analysis
4.36宜居经济型连锁酒店发展战略的制定与实施
摘要：在战略环境分析的基础上，本案例结合宜居酒店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：经济型酒店；SWOT分析；战略选择；目标集聚战略；战略实施
Abstract: Basing on the strategic environment analysis and Yucca’s realistic situation, this case gives the strategy options and suggests the corresponding implementation tactics of the strategy.
Keywords: Economy Hotel; SWOT Analysis; Strategy Choice; Focus Strategy; StrategyImplementation
4.37 M股份公司的路在何方？
4.38招商银行中小企业信贷业务的发展对策
摘要：本案例对招商银行中小企业信贷业务的发展现状及存在的问题进行了分析，并针对这些问题提出了初步的解决对策，这也将对我国其他商业银行发展中小企业信贷业务有所启示。
关键词：中小企业；信贷；商业银行；转型
Abstract: This case analyzes the current condition and problems of small and medium sized enterprises (SMEs) credit loan of China Merchants Bank. Concentrating on these problems, it also presents the preliminary countermeasures. All of these will give inspiration to other domestic commercial banks to develop the SMEs credit business.
Keywords: Small and Medium Sized Enterprises; Credit Loan; Commercial Bank; Make a Transition
4.39中船重工七一一研究所热能中心如何转型
摘要：中船重工七一一研究所是国内最具规模和实力的船用柴油机及动力装置研究所，热能中心作为其下属单位，计划转制为有限责任公司。受原有计划体制的影响，热能中心并没有长远的发展规划和清晰定位。在这种形势下，制定热能中心的发展战略已是当务之急。
该文运用现代战略管理的理论，对转制后七一一研究所热能中心的外部环境及内部条件进行了分析，在此基础上制定了热能中心的职能战略：包括以管理组织结构优化为重点的运行机制改进战略；以保持技术和设计水平的领先地位为重点的科技发展战略；以提高科技人员素质为重点的人力资源战略；以强化整体营销战略为重点的市场营销战略；以健全财务职能为重点的财务制度强化战略。
Abstract:711 Institute of CSIC (China Shipbuilding Industry Corporation) is the most powerful institute for ship’s diesel engine and dynamic device in china. Being it’s subordinate unit, HeatEnergyCenter (hereinafter HEC) has planed turning into Limited Liability Corporation by system reforming. Influenced by the old plan mechanism, HEC doesn’t have clear positioning and development plan for the time being. Under this situation, the planning of HEC’ s development plan already became an urgent matter.
Following the theoryofstrategymanagementasguidance, thethesishas studied the external environment and internal conditions, on the basis of which, the author establishes its function strategy: Including improvement strategy which depends on structure optimization of management organization; Science development strategy which bases on keeping leading position of technology and design level; Manpower resources strategy which focuses on promotion on technical staff’s quality; Marketing strategystrengthening solid marketing strategy; Fiscal strategy focusing on perfecting fiscal function.
4.40中国企业的国际化战略——以海尔、TCL为例
摘要：随着科技的高速发展，世界变得越来越小，全球经济一体化的时代已经到来，中国企业必须紧跟时代步伐，顺应时代潮流，变格自我，融入全球一体化的体系中去。本案例以海尔和TCL为例，希望读者能了解他们的国际化战略，并进行自己的分析和思考。
对于有着远大理想，承担着中国民族企业兴盛，在世界上崛起重任中国企业来说，国际化已经不是选择而是必然。只有与国际知名的跨国企业同台竞争，才能找到差距，锻炼和提升自我的能力，积累经验，完善自我，从而获得真正意义上的成功和发展。从海尔和TCL的国际化历程，我们可以得出一个结论：国际化的最终目标是品牌国际化，坚持长期品牌战略，切忌短期行为。
实现品牌国际化才能实现真正意义的国际化，而品牌建设需要长时间的积累和持续投入，这就需要我们把眼光看远一点，高度站得更高一点。不是光把产品卖出去就是实现了国际化，而是要把品牌深入到客户的心中。“中国制造”要成为“中国创造”，重中之重就是建立品牌和拥有自主知识产权。中国企业国际化，应坚持长期战略，杜绝可能的短期行为。
关键词：国际化；品牌战略
Abstract: With the rapid development of science and technology, the world has become smaller and smaller, the era of global economic integration has come, Chinese enterprises must keep pace with the times, adapt to the times, transformed themselves into the global integration of the system to go. This case with Haier and TCL, for example, hope readers will be aware of their international strategy, and conduct their own analysis and reflection.
To have lofty ideals, commitment to the Chinese national enterprises thriving in the world, the rise of responsibility of Chinese enterprises, international technology has no choice but inevitable. Only with the internationally renowned multi-national corporations to compete with Taiwan in order to find the gaps, exercise and self-development capacity to accumulate experience and improve themselves, to gain a real sense of success and development. Haier and TCL from the internationalization process, we can draw one conclusion: the ultimate goal of internationalization is the brand internationalization, adhere to a long-term brand strategy, and avoid short-term behavior
Internationalization is a long-term behavior, only the eventual realization of the brand to achieve the true meaning of the internationalization of the internationalization of the brand building takes a long time the accumulation and sustained investment, which requires us to look farther to see a high degree of stand a little higher. Are not just the product sold is to realize the internationalization of the brand but to go deep into the hearts of customers. "Made in China" to become a "Made in China", the top priority is to build brands and independent intellectual property rights. Internationalization of Chinese enterprises should adhere to long-term strategy to eliminate possible short-term behavior.
Keywords: International; Brand Strategy
4.41中国外运华东海运有限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，本案例对海运公司的发展战略做了细致分析，并提出了相应的战略实施方案。
关键词：贷运代理；国际贷运代理；SWOT分析；战略分析；战略选择与实施
Abstract: Basing on the strategic environment analysis， this case analyzes the strategy of Sinotrans Eastern Shipping Co., Ltd and also puts forward the corresponding implementation tactics of the strategy.
Keywords: Forwarder; International Forwarder; SWOT Analysis; Strategy Analysis; Strategy Choice and Implementation
4.42中国外运华东海运有限公司发展战略环境分析
摘要：本案例对中国外运华东海运有限公司的内外部环境进行了分析，旨在引导读者对它的发展战略进行思考。
关键词：货运代理；国际贷运代理；战略环境分析
Abstract: This case analyzes the internal and external environment of Sinotrans Eastern Shipping Co., Ltd. And it aims to direct readers to think ab0ut its developing strategy.
Keywords: Forwarder; International Forwarder; Strategic Environment Analysis
4.43中国移动如何迈入3G时代？
摘要：中国正经历着移动互联网络变革的时代。经过几年的高速发展之后，移动增值的业务种类也开始从简单娱乐类、信息服务类逐渐向行业应用和更高级的休闲娱乐发展。增值业务的发展程度不仅代表国家通信水平的高低，更代表着国家信息化程度的水平。目前，移动通信产业发达的日本、韩国、欧洲等国运营商都以数据通信服务为主的移动增值业务产业作为最新的收益来源。而拥有全球最大移动通信市场的中国移动应如何将增值业务会扩展到更为广阔的市场领域？本案例从中国移动运营商的角度，对中国移动增值业务环境进行了深入分析，并借鉴他国经验，对中国移动增值业务发展战略提出建议。
关键词：中国移动；移动增值业务；价值链；PEST；SWOT；发展策略
Abstract: Currently, China is experiencing the revolutionary mobile internet era. After the mobile value added service developed very rapidly for a few years, the specifications of mobile value added service has started from simple entertainment andinformation service, and then developed into industrial applicationsand high-upgraded entertainment. The degree of development of value-added services represents not only the level of communication, but also the degree ofnationallevel. At present, the countries’ operators which have the mobile telecommunications industry, such Japan, Korea and Europe, based data communications services to mobile value-added service industry as the latest source of revenue. And China which has the world's largest mobile communications market should be how to extend to broader areas of the market? This case from the perspective of mobile operators, carry out an in-depth analysis of the environment of the mobile value-added services in China. At the same time, through the experience of the successful cases of value added operations, it will draw four maingrowth strategies for China mobile value added business.
Keywords: China Mobile; Mobile Value Added Service; Value Chain; PEST; SWOT; GrowthStrategy
4.44中国移动深圳分公司发展战略
摘要：进入2008年以来，随着国内电信运营商的合并、全业务牌照的即将发放以及W-CDMA、CDMA2000、TD-SCDMA之间大战的打响，深圳移动面临着越来越激烈的市场冲击。导致深圳移动近年来市场增长已经放缓，而前期高速发展中一些不受重视的负面内外部因素也逐渐显现，一定程度上影响到企业的持续成长。因此需要尽快找到一套合适的解决方法，帮助企业克服发展中遇到的巨大阻力，进入新一轮发展循环。
关键词：战略；电信业；3G
Abstract:Since 2008, with the merger of the domestic telecom operators, all of the business license being issued and beginning of the battle between W-CDMA, CDMA2000 and TD-SCDMA. Shenzhen mobile communication company is facing an increasingly fierce market impact. The market growth of Shenzhen mobile communication company has slowed in recent years, and some ignored negative factors in internal and external side in time of early high-speed development are also appearing gradually. To some extent, it affected the business to continue growing. So as soon as possible, we need to find an appropriate set of solutions to help enterprises overcome the tremendous encountered resistance in the process of development, so to enter a new phase of growth cycle.
Keywords: Strategy Management; Telecommunication; 3G
