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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
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