战略管理翻译版.docx

简答题举例
1．The Hows That Define a Firm’s Strategy：（公司战略的定义有哪几部分组成）
• How to grow the business（如何发展业务）
• How to please customers（如何满足顾客）
• How to respond to changing market conditions（如何对变幻的市场环境进行回应）
• How to manage each functional piece of the business and develop needed organizational capabilities（如何管理每一个业务模块和发展需要的组织能力）
• How to achieve strategic and financial objectives（如何实现战略和财务上的目标）
• How to out-compete rivals（如何战胜对手）

2.Test of A Winning Strategy（成功战略的测试标准）
a) How well is strategy matched to firm’s situation?（战略要在哪种程度上匹配公司的现状）
b) Does strategy lead to sustainable competitive advantage?（战略会帮助企业获得可持续的竞争优势吗？）
c) Does strategy boost firm performance?（战略会促进企业的绩效吗？）
So, to be a real winner, a strategy must :（因此，要成为一个真正的赢家，战略必须：）
a) Fit the enterprise’s internal &external situation 与企业的内外状况相一致
b) Build sustainable competitive advantage 建立可持续的竞争优势
c) Improve company performance提高企业绩效

3. When making decision, what should a company take into consideration of the competition?（当要做出决定时，在竞争中公司要将什么要素考虑进去？）
Reputation, Core competencies, Manufacturing capacity, Product range, Product designs, Quality, Distribution, Way of doing business（声望，核心竞争力，制造能力，产品范围，产品设计，质量，分销，做生意的方式。

4 The general rule of strategic elements selection in the industry life cycle position:（在行业生命周期位置的战略要素选择的常规）
It is appropriate to select the consumer-centered and primary-demand elements when the industry is in its introductory phase, and to select competition-driven and secondary-demand elements during later phases of the industry life cycle（在行业进入阶段，适合选择以客户为中心和一级需求要素战略，而在行业成长阶段，适合选择竞争驱动和二级需求要素战略）

5. The disadvantages of diversified element:（多元化要素的缺点）
1）Make the company a conglomeration（聚集、混合物） of unrelated activities（让公司变成无关活动的混合）
2）Move a company outside its area of expertise（专门知识或技能）（让公司脱离其专门领域）
3）Adversely affect investor interest（对投资者利益有不利的影响）

6.There are two techniques to check implementation feasibility:（有两种检查实施可行性的技巧）
1) Check the availability of the needed material and methods resources;（检查需要材料和方法资源的可利用性）
2) Run a series of feasibility scenarios（运行一系列可行性方案）
Imagine each of the steps; Look for possible problems; Check against（跟。。。核对） corporate policies, Operating policies, Individual division policies; Look for possible blockages, Locked gates and fault lines; Check strategy for compatibility（适应、配合度） with product, Company and industry life cycle positions. （想象每一个步骤；寻找可能的问题；跟公司政策核对，执行政策，个别部门的政策；寻找可能的妨碍，锁上的大门和裂纹线；检查战略与产品、公司和产业的生命周期位置的适应度。）
Scenario running helps if the strategist looks for possible reasons why the strategy will not work, rather than why it will. Aggressive downside analysis is a necessary part of effective implementation evaluation. It also prepares the strategist to outline and discuss the strategy’s weakness.（方案运行更适合帮助战略家寻找战略为什么不起作用的可行的原因，而不是战略为什么运行良好。积极的缺点分析是有效实施评价的不可或缺的部分。这也是为战略家概述和讨论战略的弱点做准备）

7. Porter’s Five Forces: The threat of new entrants, The bargaining power of customers, The bargaining power of suppliers, The threat of substitution, The jockeying for position among current competitors（波特五力模型：新进入者的威胁，购买者的议价能力，供应商的议价能力，替代品的威胁，现有竞争者的威胁）

9. How to correct implementation feasibility problems?（如何纠正实施可行性问题）
1) Determine if the problem is manageable or non-manageable（判断这个问题是可管理的还是不可管理的）
2) Manageable problem can be fixed by changing the choice of element from one or more of the dichotomy pairs（可管理的问题是能够通过改变一个或多个二元对的要素选择来解决）

10.Business model: deals with whether the revenue(收入)-cost-profit economics of its strategy demonstrate(证明) the viability(生存能力) of the enterprise as a whole.（商业模式：处理战略中收入成本和利润的经济性，来证明整个企业的生存能力。）
A good business definition incorporates three factors:（好的商业定义包括三个要素）
Ø Customer needs: What is being satisfied.（顾客需求：需要被满足的是什么）
Ø Customer groups: Who is being satisfied.（顾客群体：需要被满足的是谁）
Ø Technologies and competencies employed: How value is delivered to customers to satisfy their needs.（采用的技术和能力：价值是如何被传递到顾客，从而满足顾客的需求）

11. Weak points of profits pursuing:（利润追求的薄弱点）
Pursuing profits will lead executives to short-term concerns:（对利润的追求会导致执行者的短视）
Ø Make myopic decision（做出短视的决定）
Ø Limit investment（限制了投资）
Ø Implement downsizing and apply other cost-cutting devices that can affect growth（实施规模缩减和应用其他减少成本的设备可以影响生长）

12. Judge of related diversification:（对相关多元化的评价）
Ø It can be either technical or operational. （它是技术上或是可操作的）
Ø It depends on if we are using policy criteria or operational criteria. （这随我们是用政策标准还是执行标准而定）
Ø Different industry concepts (big or small) （不同的行业概念大或者小）
Ø Synergies between diversified area. （协同多样化的领域）
13.Ways of push strategy:（推式战略的方法：）
Ø Trade-magazine advertising or trade-show advertising（行业杂志广告或者行业展览广告）
Ø Provide distributor and retailers with sales incentive programs （向分销商和零售商提供销售刺激项目）
Ø Provide their sales and personal with training and technical support（向销售者提供培训和技术上的支持）
Ø Provide distributors and retailers with financing support, extend payment terms, seasonal discounts and trade-show discounts or volume discounts.（向分销商和零售商提供财务上的支持，扩大支付条件，季节性折扣和商品展览折扣或者总额折扣）

论述题举例
1.Factors Shaping the Choice of Company Strategy
影响公司战略选择的因素
Company’s strategic situation （公司战略形式）
• External factors （外部要素）
Ø Social , political, regulatory, and community factors （社会、政治、监管和社区因素）
Ø Competitive conditions and industry attractiveness （竞争状况和产业吸引力）
Ø Company opportunities and threats to company’s well-being （公司兴盛的机遇和威胁）
• Internal factors（内部要素）
Ø Resource, strengths, capabilities, and weaknesses （资源，优势，能力和弱势）
Ø Influences of key executives（关键经理人的影响）
Ø Shared values and company culture （共享的价值观和公司文化）

3. Please point out what operating policy should take in the growth phase of product life cycle? How to select the strategic elements and How to take the market tactics?（请指出在一个产品生命周期的成长阶段应该运用哪种运营政策？如何选择战略要素和市场策略？）
Operating policy: more market share or secondary demand .
（运营政策：更多的市场份额或二级需求）
Select consumer centered element: brand intensity to lock consumers for steady demand; series products to induce consumer with different preferences（选择顾客为中心的要素：品牌强度锁住消费者的稳定需求；推出系列产品吸引具有不同偏好的消费者）
Select penetration: low price for more consumer(attractive price sensitive consumer); enter new sub-segment for more market share
（选择渗透价格策略：低的价格来吸引更多的消费者：吸引价格敏感性的消费者；进入新的二级市场来得到更多的市场份额）
Select differentiation: to be No.1 in the sub-segment
（选择差异化战略：成为二级市场中的第一）
Select competition driven element: from cost reduction to price reduction.（选择以竞争为驱动的因素：从降低成本到降低价格）
Select c.c. Max. and c.c. acquisition to get competition advantages
（选择核心竞争力的最大化和核心竞争力的并购来获取竞争优势）
Select profit/growth element depend on situation.
（根据情境来选择利润或者成长因素）

1. How to use the push and pull strategies in marketing?
（如何在销售中使用推和拉的战略？）
1、Definition of push and pull strategies.
（推式战略和拉式战略的定义）
• A push strategy use the elements of market mix to influence the channels of distribution.
推式战略利用市场要素的混合来影响分销渠道
• A pull strategy use the elements of market mix to influence the customer and/or end user.
拉式战略利用市场要素的混合来影响顾客或者最终用户
• Both elements use advertise, promotion, pricing, package, product design, selling, service, product quality, distribution, reliability, appearance, naming, safety, reputation, performance and other elements of marketing to increase sales.
两种要素都使用广告、促销、价格、包装、产品设计等等营销要素来达到增加销售的目的。

2、 The advantages and disadvantages of the two elements. （两种元素的优势和劣势）
• Push strategy:
• (1)Advanteges:A pure push strategy can increase sales because it loads up the channels of distribution and motivates all players in the distribution chain to sell the product.(推式战略的优势：纯粹的推式战略会增加销售，因为它会增加分销渠道和给分销链上的参与者增加销售产品的动力)
• (2)Disadvantages:（劣势）
• 1) If there is no demand from customers, and if retailers are not able to make point-of-sale conversions(转化), the stock will sit on the distributors and retailers shelves.（如果顾客没有需求，或者零售商不能够将销售点转化成销售，那么库存就只能堆积在分销商和零售商的架子上）
• 2)When distributors and retailers are stuck with stock they cannot sell (or only can sell it at below cost), they do not reorder.（当分销商和零售商陷在他们无法销售出去的库存中，或者只能用低于成本的价格销售出去的库存中，他们就不会再下订单了。）
• 3)A failed pure push strategy can also cause the players in the channels of distribution to become resistant to future push strategies, and to cautious about carrying other products by the same manufacturer.（一次失败的纯推式战略也会导致各分销渠道的参与者抵制未来的推式战略，也会对同一个制造商的运输来的产品产生警惕）
• Pull strategy disadvantages:
• Retailers may have very limited knowledge about the product or not even be aware of its existence.(零售商可能会对产品有非常有限的认知或者根本不知道产品的存在)
• The retailers may be caught without the product, and /or the retailer may be unable to get the product from its distributor.（零售商可能会遇到没有产品的情况，或者无法从分销商那里获得产品。）
• Pull strategy generate demand; but demand without supply can frustrate(挫败) the prospective customer.（拉式战略能形成需求，但是只有需求没有供应会挫败可能的消费者）
Some combination ways in practice: (一些实践中的组合方法)
Ø Identify which element is limiting or inhibiting the effectiveness of the strategy — which is the weak link in the chain of events that is needed of make the sale happen.（识别哪种元素限制或者约束了有效的战略——哪一个元素是让销售发生的链中的薄弱环节。）
Ø In most cases, the push-to-pull ratio will change over the life of the product.（在大多数的情况下，推和拉的比例会改变产品的生命变化）
The choice of element is not only about advertising, promotion and pricing. It also influences packaging, distribution, and product design （对要素的选择不仅包括广告、促销和价格，它同样也影响了包装，分销和产品设计）
Maximizing profits adversely affect growth（最大化的利润对成长产生不利影响）
Aggressively investing in growth reduces profits.（过度的投资于成长会减少利润）
Most companies need profits to fund their growth, or need profits as a prerequisite(先决条件) to raise additional debt or equity capital.（大部分的公司需要利润在储备成长，或者需要利润作为先决条件来增加额外的债务或者股票）
The senior management of many companies may want to focus on growth, but because profit is frequently a necessary precondition for growth, they are driven to pursue profits（很多公司的高层会想要专注于成长，但是因为利润往往是成长必须的先决条件，他们被迫去追求利润）
The purpose of vertical separation（纵向分离） is to maintain options and flexibility.（纵向分离的目标是保持选择权和灵活性）
Contrary to popular belief, owning and controlling your own supplies does not automatically results in better service. “If you want good service, you have to go outside the company”.（与流行的信念相反，将供应商占为己有或者控制住并不会导致更好的服务，“如果你想要好的服务，你就要到公司外面去“）
Sustainability does not mean that a strategy should last forever: all strategies have a finite life expectancy. （持续性并不意味着战略应该持续到永远：所有的战略都有一个有限的平均寿命。）
The primary responsibility for managing product sustainability rests, not with a company’s lawyers, but with a company’s management.（管理产品的可持续性的首要职责不在于公司的律师，而在于公司的管理人员）
The tactical options include initiatives, such as the use of switching-costs barriers.（策略选择包括主动性，比如转换成本壁垒的使用）
When a corporate strategy is not sustainable, it can result in damage to, or failure of, the entire company. （当一个公司的战略是不可持续的，会导致整个公司的损害或者失败）
The purpose of a primary-demand strategy is to increase the total size of the market, for a product or service category. The purpose of a secondary-demand strategy is to maintain or increase a company’s market share, of a product or service category.（一级需求战略的目标是增加扩展整个市场的大小，产品或者服务类目。二级需求战略的目标是维持或者增加公司的市场份额，产品或者服务类目方面的。）
Skimming is not a pejorative撇脂战略不是一个贬义词）
Product oriented characteristics can also be quasi-market oriented when they related to user benefits.（当关系到使用者的利益时，产品导向的特征也可以变成准市场化导向）
Material includes capital, physical plant, raw materials and parts; as well as intangibles such as information, patents and trademarks, distribution networks, technology, human resources know-how, employee and customer loyalty, marketing reputation, and the ability to borrow（材料包括资本、有形资产、原材料和零部件；无形的材料包括：信息、专利和商标，分销网络，技术，人力资源知识，雇员和顾客忠诚，市场声誉，借款能力。）
Methods include a ranges of management, manufacturing and marketing functions and process, such as motivational, negotiating and alliance skills, and other intangible resources that are covered by the terms benchmarking, best practices, outsourcing, total quality management, core competencies and competitive capabilities. （方法包括一个范围的管理，生产和市场业务和进程，比如动力，谈判和联盟的技能，其他无形资产所涵盖的包括长期基准，最佳实践，外包，全面质量管理，核心能力和竞争能力。）
The consumer-centered element is driven by the company’s policy: its purpose for existing and its operating domain. It related to corporate strategy.（以顾客为中心的要素是被公司的政策驱动的：公司生存的目标和运营的领域，这与公司战略是相关的）
A company is using a consumer-centered strategy when the design of the product, how and with-what materials it is manufactured, and how it is marketed are dictated by a concern for satisfying a consumer want or need.(一个公司使用以消费者为中心的战略时，设计产品，如何和用什么材料来生产以及如何销售产品，这些问题都被满足消费者的需要的目标来命令)
Core competency’s narrow perception: It’s initially focused on a company’s specialized expertise in R&D, development and manufacture.（核心竞争力的狭义看法：最初将公司的专业领域放在研究和设计，发展和生产中。）
Core competency’s broaden perception: include intellectual property, manufacturing and marketing skills abilities, other methods and material resources that allow a company to satisfy consumer needs, achieve and maintain competitive advantage（核心竞争力的广义看法：包括智力财产，生产和销售技巧能力，其他能够让公司满足消费者需求的方法和材料资源，实现和维持竞争优势）
A company may use core competency max. to improve productivity and competitiveness, and keep its financial bottom line healthy, while at the same time using the core competency acquisition element to facilitate moving the company into a growth industry and position the company for the future expansion.（公司也许会使用核心竞争力的最大化来增加生产力和竞争力，保持健康的财务底线，同时也运用核心竞争力的并购因素来促进公司进入成长行业，为未来公司的扩张。）
The book ,Thomas and Robert Waterman listed and discussed eight factors which called attributes of excellence”. One of these attributes is “stick to the knitting”—means specialization.（《追求卓越：来自美国运营最好的公司的课程》，托马斯和罗伯特·沃特曼列举和讨论了八个要素：这八个要素被称为“卓越属性”。其中一个属性是：“只管自己的事”——意思是专业化。）
“Don’t put all your eggs in one basket”—means diversification.（“不要将所有的鸡蛋放在一个篮子里”——意思是多样化。）
The purpose of Vertical integration can be to reduce dependency, increase control, facilitate growth. （纵向整合的目标可能是减少依赖性，增加控制力，促进成长）
Vertical integration can be backward or forward（纵向整合可以是向后的也可以是向前的）
The better in product-orientation means better materials and/or components, better design and/or technology, and/or manufacturing skills.（更好的产品导向意味着更好的材料和零件，更好的设计和技术，更好的生产技术）
Market orientation goes beyond how a product is presented. Because market orientation includes how a manufacturer or distributor perceives (感知)a product, market orientation can drive a product’s design and development（市场导向超越了产品介绍。因为市场导向包括一个生产商或者分销商如何感知产品，市场导向可以驱动一个产品的设计和发展）
Close to the customer: listening closely to what customers say they want and need/how is used/what the product is used for/learning what customers like and don’t like.（接近顾客：近距离的倾听顾客，关于他们想要什么，如何使用，产品用在什么方面。学习顾客喜欢什么和不喜欢什么。）
Market orientation assumes that when referring to “a better mousetrap” means a mousetrap that work better, that is safer, long lasting, easier to use, more reliable, more effective, cheaper, or that catches more nice.（市场导向假设当提到“一个更好的捕鼠器”就意味着捕鼠器能更好的工作，更安全，更持久，更方便使用，更可靠，更有效，更便宜或者捕的更好）
Quasi-market oriented characteristic can be explicit(外在的) or