公司戰(zhàn)略管理英語原文及翻譯(1)

1、Corporate structure and strategy: the case of Nike(lecture prepared by Deron Fergus on, Departme nt of Geography; see sources in no tes at end)Why are con temporary corporati ons forced to restructure, and how are they doing it?How is the structure of a corporati on related to its Ion g-term competi

2、tive strategy?What are the geographic implicatio ns of this relati on ship with regard to mult in ati onal corporatio ns and transn ati onal producti on?In today's lecture, we will address these questi ons by look ingat the case of Nike. ( references for this material)SETTINGTHECONTEXTPost-Fordi

3、sm, Flexibility, and the athleticfootwear in dustryBefore look ing at the relati on shipbetwee n Nike's corporate structure andcompetitive strategy, it will help to review the cha nging bus in essen vir onment faced by large and small firms alike. The cha nging bus in essenvironment faced by fir

4、ms in advaneed capitalisteconomies and societiesis grounded in the transition from Fordism to post-Fordism. The chart below reviews the basic characteristics of this tran siti on.Fordism (post-WWII to mid 1970's)Post-Fordism(pasttwodecades)Production* large batches of sta ndardized goods large i

5、nven tories* small batches of non sta ndardized goods* "just in time" deliveries of materialsLabor* collective barga ining (unions)* hierarchical man ageme nt* rigidly defi ned job descripti ons* "implicit con tract" of workers' ben efits betwee n the state,* in dividual con

6、tracts* "team" man ageme nt* multi-skilli ng (high wage jobs) and de-skilli ng (low wage jobs)bus in ess, and labor erosi on of ben efits and the growth of "temporary" laborTechnology in flexible machi nes in creme ntal inno vati on* programmable mach in es; CAD systems* rapid an

7、d radical inno vati onGovernment* macroec ono mic in terve nti on("Ke yn esia ni sm") and provisi on of a "safety n et"* regulati on of in dustry andan titrust* in dustry-gover nmen t-u nion cooperati on* "n eoliberalism" and disma ntl ing the "welfare state"

8、deregulati on decreas ing support for unions* decli ne of the military in dustrial complexConsumption andMarkets mass con sumpti on ofsta ndardized goods relative market stability domin ati on of in ter nati onalmarkets* greater dema nd for"ni che" goods* high market volatility* intense in

9、tern ati onalcompetiti onCorporate Structure vertically in tegrated large firms rigid corporate orga ni zati on* vertically dis in tegrated small and medium-sized firms* flexible orga ni zati on; subc on tract ingLocation of Production* corporate fun cti ons (R&D, producti on, marketi ng,adm ini

10、 strati on) located together regi onal concen trati ons of producti on* corporate fun cti ons dispersed, e.g., R&D in one place, producti on in ano ther* "in dustrial districts" and agglomerati ons (e.g., Silic on Valley.)Buzzwords and phrases* sta ndardized; routi ni zed* mass product

11、i on* hierarchical* acquisiti ons and vertical* flexible* small batchproducti on; "just intime"in tegrati on welfare state distributed "dow nsizi ng" n eoliberalismThe gen eral trend over the past two decades has bee n a moveme nt from a"standardized" to a "flexibl

12、e" economy (Stutz & deSouza, pp. 358-361).Many excepti ons can be found to this con cepti on of how econo mies are cha nging (e.g., the rece nt acquisiti on of McDonn ell Douglas by Boe in g), but eleme nts of it can be found virtually everywhere, depe nding on the type of in dustry invo Iv

13、ed.In this example, we will look at the athletic footwear in dustry .In particular, we can focus on the athletic footwear market as an example of the formatio n of n ew, highly volatile, competitive markets. Chan ges in the footwear in dustry can be summarized as:« footwear product ion has grow

14、 n rapidly / Overhead Fig 2« intense competitio n and market volatility are in dicated by the explosi on in the nu mberof "styles" of athletic shoes, and competiti on among brands / Overhead Fig 1* a key to success in the in dustry is inno vati on and the rapid turn-around of desig n

15、and producti on* however, the product ion of shoes remai ns in here ntly a "Fordist," labor- inten sive process* producers must have output and desig n flexibility« producers must preserve proprietary in formati on and tech no logy, yet be orga ni zati on ally flexibleNike has succeed

16、ed in competing in the footwear industry with the following strategy: remain flexible in a volatile market by using subc on tract ing relati on ships overseas in low labor-cost coun tries.NIKE'S STRUCTURE AND STRATEG Y* "Nike" bega n in 1964 as "Blue Ribb on Sports," a seller

17、 of Japa nese-ma nu facturedfootwear* In 1970, as the athletic footwear market grew, the Nike brand n ame was born* In order to gain greater con trol over producti on and assembly, Nike ope ned a pla nt inNew Hampshire in 1973 (which it closed in 1986). The bulk of its production, however, has alway

18、s bee n overseas through subcon tract ing relati on ships of vary ing loyalty and intensity. / Overhead Fig 3Today, 100% of Nike's producti on is by subc on tractors, or "producti on partn ers." Nike has three type of subc on tract ing relati on ships: / Overhead Fig 4* Developed partn

19、ers: These product ion part nerships were first in Japa n, but are now in Taiwa n and South Korea). These part ners produce the "upper echel on" of shoes, or expe nsive "stateme nt" shoes, typically in smaller batches (10-25K pairs a day). They are more likely to collaborate in i

20、nno vatio ns with Nike, many are vertically dis in tegrated themselves, subc on tract ing "non proprietary" shoe comp onents and materials to other local producers. Those part ners which produce solely for Nike receive mon thly orders from Nike which don't vary more tha n 20% to preser

21、ve product ion stability.« Volume partners: These are large factories produci ng large batches of sta ndardized, lower-priced footwear (70-85K pairs a day). Productio n is rout ini zed and serves multiple (ofte n more tha n 10) compa ni es, other tha n Nike (e.g., Reebok). These are "capac

22、ity" con tractors-they absorb the market risk associated with cyclical dema nd. These factories are typically more vertically in tegrated, owning their own leather tann eries and rubber factories. They are n ot where the most i nno vative or "state of the art" shoes are produced, as t

23、hese factories produce for multiple compa ni es; for this reas on, relati on ships betwee n Nike and these compa nies are less loyal.« Developing partners: These factories are located mostly in Thaila nd, Indon esia, and China. These locations offer Nike very low labor costs and a "hedge&q

24、uot; against rising labor costs in other factories or excha nge rate risk. These factories are more loyal to Nike; often they are the product of a joint ven ture betwee n Nike and its developed partners in Taiwan or South Korea. Often, the joint investment into these factories raises their ability t

25、o manufacture in creas in gly sophisticated products more rapidly tha n if they were produc ing un aided.Why does Nike pursue this orga ni zatio nal strategy?* Shoe product ion is in here ntly labor inten sive (although tech no logy can vary). Thus, labor is an importa nt in put for footwear produce

26、rs to con sider, but the labor process rema ins largely routine in the assembly of shoe components.* Subc on tract ing relati on ships provide orga ni zati onal flexibility, movi ng market risk to partn ers, eve n though product ion processes rema in largely rout ine.* Southeast Asia offers several

27、locati onal adva ntages to Nike: i) it is a rapidly grow ing market; ii) low-wage, "semi-skilled" labor is ple ntiful; iii) gover nments en couragein vestme nt and transn atio nal product ion by relax ing the en forceme nt of labor sta ndards.Key points to walk away with.The bus in ess en

28、vir onment (that is, with respect to markets, regulati on, competiti on, inno vati on) sets the con text in which corporati ons must strategize to preserve their market share and market power. This strategy invo Ives a careful choice of how best toflexibly structure the firm'sorganizationand pro

29、duction,in which geography plays an important role.Wehave looked closely at this relationship-betweencorporate structureand strategy-by look ing at Nike. By doing so, we have highlighted the fun dame ntal relati on ship betwee n geography, corporate structure and strategy, and transn ati onal produc

30、ti on.Con cepts: corporate restructuri ng mult in ati onal corporatio ns transn ati onal producti on corporate strategy corporate structure flexibility (flexible production; flexible organization) Fordism, post-Fordism subc on tract ing vertical dis in tegrati on globalizati onNew Intern ati onal Di

31、visio n of Labor market volatility企業(yè)結(jié)構(gòu)與策略：耐克的情況下，（演講準備德隆-弗格森，地理系；票據(jù)月底來源）為什么是當代公司被迫重組，以及他們是如何做的呢？相關(guān)法團結(jié)構(gòu)，其長期的競爭策略是怎樣的？這關(guān)系著跨國公司和跨國生產(chǎn)方面的地理意義是什么？在今天的講座中，我們將看耐克的情況下解決這些問題（這種材料的引用）設(shè)置背景： 后福特主義，靈活性，以及運動鞋產(chǎn)業(yè)在耐克的企業(yè)結(jié)構(gòu)和競爭戰(zhàn)略之間的關(guān)系，這將有助于審查大型和小型企業(yè)都面 臨的不斷變化的業(yè)務(wù)環(huán)境。 公司在先進的資本主義經(jīng)濟和社會所面臨的不斷變 化的業(yè)務(wù)環(huán)境，接地在從福特主義到后福特主義過渡。下面的圖表回顧這

32、個過渡期的基本特征。福特主義（二戰(zhàn)后至1970年中期 的）后福特主義（過去二十年）生產(chǎn)* 大批量標準化的商品 大量庫存* 小批量的非標準化的商 品 “準時"交付材料勞動 集體議價（工會） 分級管理 個別合約 “團隊”的管理 嚴格定義的工作說明 工人的福利國家，企業(yè)和 勞動之間的“隱性契約”多種技能（高工資的工 作）和斯基林（低工資的 工作）利益的侵蝕和增長的“臨時”勞動技術(shù) 死板的機器 漸進式創(chuàng)新可編程的機器；CAD系統(tǒng)快速和激進的創(chuàng)新政府 宏觀經(jīng)濟干預(yù)（“凱恩斯 主義”），并提供了一個“安全網(wǎng)” 行業(yè)監(jiān)管和反壟斷 行業(yè)政府工會合作“新自由主義”和拆除 的“福利國家”放松管制減少對工

33、會的支持 下降的軍工復(fù)合體消費和市場 大眾消費的標準化的商品 市場相對穩(wěn)定 國際市場的統(tǒng)治需求較大的“利基”的 商品高的市場波動激烈的國際競爭企業(yè)架構(gòu) 垂直整合的大公司 剛性的企業(yè)組織垂直解體小型和中型公 司分包靈活的組織；地點 生產(chǎn) 公司各職能部門（R& D, 生產(chǎn)，營銷，管理）一起位 于 區(qū)域濃度的生產(chǎn)公司各職能部門分散，例 女口，在一個地方研發(fā)，生 產(chǎn)在另一“工業(yè)區(qū)”和群（例如， 硅谷.）流行語和短語 常規(guī)標準化； 批量生產(chǎn) 分層 收購和縱向一體化 福利國家靈活小批量的生產(chǎn)，“只是在時間”分布“瘦身”新自由主義在過去二十年的總體趨勢已經(jīng)從“標準化”運動“靈活”的經(jīng)濟（的 Stut

34、z & deSouza的，第358-361頁）。 可以發(fā)現(xiàn)許多異常經(jīng)濟如何改變（例如，由波 音公司最近收購的麥道公司）這個概念，但它的元素，可以發(fā)現(xiàn)幾乎無處不在， 這取決于所涉及的行業(yè)類型。在這個例子中，我們將著眼于運動鞋產(chǎn)業(yè)。 特別是，我們可以專注于運動鞋市 場形成新的，且極易揮發(fā)，有競爭力的市場作為一個例子。在制鞋行業(yè)的變化可以概括為：鞋類生產(chǎn)增長迅速/ /投影圖2激烈的競爭和市場波動的爆炸的“風格”的運動鞋的數(shù)量，品牌之間的競爭/ /投影圖1表示.在同行業(yè)中取得成功的關(guān)鍵是創(chuàng)新和快速設(shè)計和生產(chǎn)掉頭.然而，生產(chǎn)的鞋子本質(zhì)上仍然是一個“福特主義，”勞動力密集的過程*生產(chǎn)者必須有輸出而設(shè)計的靈活性*生產(chǎn)者必須保留專有信息和技術(shù)，但組織靈活耐克公司已經(jīng)成功地在制鞋行業(yè)的競爭與以下策略：通過分包合同關(guān)系，在海外低勞動力成本的國家，在波動的市場中保持靈活性。NIKE的結(jié)構(gòu)和戰(zhàn)略 “耐克”在1964年開始為“藍絲帶體育”，日本制造的鞋類賣家運動鞋市場的增長，在1970