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论文作者:www.51lunwen.org论文属性:短文 essay登出时间:2015-12-16编辑:zhaotianyun点击率:7488
论文字数:2136论文编号:org201511262221518146语种:英语 English地区:美国价格:免费论文
关键词:市场营销strategic management战略管理
摘要:本文是商务管理作业,主要讲述了现代科技中的战略管理,文中详细阐述了市场营销行动的计划。
知识策略——Knowledge-driven strategy
Most current approaches to business 'strategy' focus on the mechanics of management -- e.g., Drucker's operational 'strategies' -- and as such are not true business strategy. In a post-industrial world these operationally focused business strategies hinge on conventional sources of advantage have essentially been eliminated:
Scale used to be very important. But now, with access to capital and a global marketplace, scale is achievable by multiple organizations simultaneously. In many cases, it can literally be rented.
Process improvement or 'best practices' were once a favored source of advantage, but they were at best temporary, as they could be copied and adapted by competitors.
Owning the customer had always been thought of as an important form of competitive advantage. Now, however, customer loyalty is far less important and difficult to maintain as new brands and products emerge all the time.
In such a world, differentiation, as elicudated by Michael Porter, Botten and McManus is the only way to maintain economic or market superiority (i.e., comparative advantage) over competitors. A company must OWN the thing that differentiates it from competitors. Without IP ownership and protection, any product, process or scale advantage can be compromised or entirely lost. Competitors can copy them without fear of economic or legal consequences, thereby eliminating the advantage.
(For an explanation and elucidation of the 'post-industrial' worldview, see George Ritzer and Daniel Bell.)
战略管理的心理学——The psychology of strategic management
Several psychologists have conducted studies to determine the psychological patterns involved in strategic management. Typically senior managers have been asked how they go about making strategic decisions. A 1938 treatise by Chester Barnard, that was based on his own experience as a business executive, sees the process as informal, intuitive, non-routinized, and involving primarily oral, 2-way communications. Bernard says 'The process is the sensing of the organization as a whole and the total situation relevant to it. It transcends the capacity of merely intellectual methods, and the techniques of discriminating the factors of the situation. The terms pertinent to it are 'feeling', 'judgement', 'sense', 'proportion', 'balance', 'appropriateness'. It is a matter of art rather than science.'
In 1973, Henry Mintzberg found that senior managers typically deal with unpredictable situations so they strategize in ad hoc, flexible, dynamic, and implicit ways. . He says, 'The job breeds adaptive information-manipulators who prefer the live concrete situation. The manager works in an environment of stimulous-response, and he develops in his work a clear preference for live action.'[88]
In 1982, John Kotter studied the daily activities of 15 executives and concluded that they spent most of their time developing and working a network of relationships from which they gained general insights and specific details to be used in making strategic decisions. They tended to use 'mental road maps' rather than systematic planning techniques.[89]
Daniel Isenberg's 1984 study of senior managers found that their 本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。