西交大戰(zhàn)略管理教學(xué)課件

1、STRATEGIC MANAGEMENT:Concepts and Casesfor MBA Class 131-132Zhang YongXian Jiaotong University 牛牛文庫(kù)文檔分享Main Issues to be Covered:Strategic management-conceptenvironment analysis-external and internalstrategies at different levelsstrategy formulationstrategy implementationstrategy evaluationcases 牛牛文

2、庫(kù)文檔分享Chapter 1Strategic Management and introductory remarks 牛牛文庫(kù)文檔分享Chapter OutlineFive Tasks of Strategic ManagementDeveloping a Strategic Vision and MissionSetting ObjectivesCrafting a StrategyImplementing the StrategyEvaluating Performance and Initiating Corrective AdjustmentsWhy Strategic Manage

3、ment Is a ProcessWho Performs the Tasks of Strategy?Benefits of “Managing Strategically”Terms to Remember 牛牛文庫(kù)文檔分享Thinking Strategically:The Three Big Strategic Questions1. Where are we now - what is our situation?2. Where do we want to go?Business(es) we want to be in and market positions we want t

4、o stake outBuyer needs and groups we want to serveOutcomes we want to achieve3. How will we get there? 牛牛文庫(kù)文檔分享What Is Strategy?Competitive moves and business approaches management employs in running a companyManagements “game plan” toPlease customers Position a company in its chosen marketCompete s

5、uccessfullyAchieve good business performance 牛牛文庫(kù)文檔分享Craft aStrategyto AchieveObjectivesSetObjectivesDevelop aStrategicVision& MissionImplement& ExecuteStrategyEvaluate & Make CorrectionsImprove/ChangeRevise asNeededRevise asNeededImprove/ChangeRecycleas NeededTask 1Task 2Task 3Task 4Task 5The Five

6、Tasksof Strategic Management 牛牛文庫(kù)文檔分享Developing a Vision and MissionBegins with thinking strategically aboutThe firms future business makeup Where to take the firm The task is toCreate a roadmap of a companys futureDecide what future business position to stake outProvide long-term directionGive the

7、firm a strong identity 牛牛文庫(kù)文檔分享Missions vs. Strategic VisionsA mission statement focuses on current (and permanent) business activitiesBusiness(es) company is in nowCustomer needs currently being servedA strategic vision concerns a firms future business path The kind of company it is trying to becom

8、eCustomer needs to be satisfied in the future 牛牛文庫(kù)文檔分享Sample Mission StatementSouthwest Airlines:The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. 牛牛文庫(kù)文檔分享Setting Objectives

9、Establishing OBJECTIVESConverts vision into specific performance targetsCreates yardsticks to track performancePushes firm to be inventive and focusedHelps prevent coasting and complacency(self-satisfied and not aggressive) if targets require stretchThe Second Task of Strategic Management 牛牛文庫(kù)文檔分享Ty

10、pes of Objectives RequiredOutcomes focused on improving a firms financial performanceOutcomes focused on improving a firms competitiveness and its long-term business positionFinancial Objectives Strategic Objectives$ 牛牛文庫(kù)文檔分享Examples: Financial ObjectivesGrow earnings per share 15% annuallyBoost ann

11、ual return on investment from 15% to 20%Increase annual dividends per share to stockholders by 5% each yearStrive for stock price appreciation equal to or above the 500 averageMaintain a positive cash flowAchieve and maintain a AA bond rating 牛牛文庫(kù)文檔分享Examples: Strategic ObjectivesIncrease firms mark

12、et share Overtake key rivals on quality or customer service or product performanceAttain lower overall costs than rivalsBoost firms reputation with customersAttain stronger foothold in international marketsAchieve technological superiorityBecome leader in new product introductionsCapture attractive

13、growth opportunities 牛牛文庫(kù)文檔分享Crafting a StrategyStrategy involves determining whether toConcentrate on a single business or several businesses (diversification)Cater to a broad range of customers or focus on a particular nicheDevelop a wide or narrow product linePursue a competitive advantage based

14、onLow cost orProduct superiority orUnique organizational capabilitiesThe Third Task of Strategic Management 牛牛文庫(kù)文檔分享Involves deciding how toRespond to changing buyer preferencesOutcompete rivalsRespond to new market conditionsGrow the business over the long-termAchieve performance targetsOur strateg

15、y will be . . . Crafting a Strategy 牛牛文庫(kù)文檔分享Strategy Is Both Planned and Reactive to Changing CircumstancesActualStrategyPlanned (or Intended)StrategyAdaptiveReactions 牛牛文庫(kù)文檔分享The Hows ThatDefine a Firms Strategy How to grow the businessHow to please customersHow to outcompete rivalsHow to respond t

16、o changing market conditionsHow to manage each functional piece of the business and develop needed organizational capabilitiesHow to achieve strategic and financial objectivesStrategy is HOW to . . . 牛牛文庫(kù)文檔分享Understanding Company Strategy - What to Look ForPatternof ActionsThat DefineStrategyActions

17、 to Strengthen Resources & CapabilitiesDiversificationResponses toChanging ConditionsOffensive Moves to Gain EdgeChanges in Product Line,Quality, or ServiceGeographicCoverageForward orBackward Integration, CollaborationHow Functional Activities Are ManagedDefensive MovesPursuing New Opportunities 牛牛

18、文庫(kù)文檔分享Strategy Example: McDonaldsStrategic prioritiesContinued growthProviding exceptional customer careRemaining an efficient and quality producerOffering high value and tasting productsEffectively marketing McDonalds brand on a global scale 牛牛文庫(kù)文檔分享Core Elements ofMcDonalds StrategyAdd 2500 restau

19、rants annuallyPromote frequent customer visits via attractive menu items, low-price specials, and Extra Value MealsBe highly selective in granting franchisesLocate on sites offering convenience to customers and profitable growth potentialFocus on limited menu and consistent qualityCareful attention

20、to store efficiencyExtensive advertising and use of Mc prefixHire courteous (polite) personnel; pay an equitable wage; provide good training 牛牛文庫(kù)文檔分享Crafting Strategy Is anExercise in EntrepreneurshipStrategy-making is a market-driven and customer-driven activity that involvesRisk-taking and venture

21、somenessInnovation and business creativityKeen eye for spotting market opportunitiesKeen observation of customer needsChoosing among alternatives 牛牛文庫(kù)文檔分享Characteristics ofEntrepreneurial ManagersBoldly pursue new strategic opportunitiesEmphasize out-innovating the competitionLead the way to improve

22、 firm performanceWilling to be a first-mover and take risksRespond quickly and opportunistically to new developmentsDevise leading strategies 牛牛文庫(kù)文檔分享Why Do Strategies Evolve?There is always an ongoing need to react toShifting market conditionsFresh moves of competitorsNew technologiesEvolving custo

23、mer preferencesPolitical and regulatory changesNew windows of opportunityThe crisis of the moment 牛牛文庫(kù)文檔分享What Is a Strategic Plan?Where firm is headed - Strategic vision and business missionAction approaches to achieve targeted results - A comprehensive strategy Short and long term performance targ

24、ets -Strategic and financial objectives 牛牛文庫(kù)文檔分享Implementing StrategyCreating fits between way things are done and what it takes for effective strategy executionGetting the organization to execute strategy proficiently and efficientlyProducing excellent results in a timely mannerThe Fourth Task of S

25、trategic Management 牛牛文庫(kù)文檔分享Strategy implementation is aninternal, operations-driven activityinvolving organizing, budgeting,motivating, culture-building,supervising, and leading to “make the strategy work”as intended!Strategy Implementation 牛牛文庫(kù)文檔分享What Does StrategyImplementation Include?Building

26、a capable organizationAllocating resources to strategy-critical activitiesEstablishing strategy-supportive policiesMotivating people to pursue objectivesTying rewards to achievement of resultsCreating a strategy-supportive corporate cultureInstalling needed information, communication, and operating

27、systemsInstituting best practices for continuous improvementExerting strategic leadership 牛牛文庫(kù)文檔分享Evaluating PerformanceThe tasks of strategy are not a one-time only exerciseTimes and conditions changeEvents unfoldBetter ways to do things emergeNew managers with different ideas take over The Fifth T

28、ask of Strategic Management 牛牛文庫(kù)文檔分享Evaluating PerformanceCorrective adjustmentsAlter long-term directionRedefine the businessRaise or lower performance objectivesModify the strategyImprove strategy execution 牛牛文庫(kù)文檔分享Characteristics of the Strategic Management ProcessNeed to perform tasks never goes

29、 awayBoundaries among tasks are blurryStrategizing is not isolated from other managerial activitiesTime required comes in lumps and spurtsThe big challenge is to get the best strategy-supportive performance from employees, perfect current strategy, and improve strategy execution 牛牛文庫(kù)文檔分享Craft aStrat

30、egyto AchieveObjectivesSetObjectivesDevelop aStrategicVision& MissionImplement& ExecuteStrategyEvaluate & Make CorrectionsImprove/ChangeRevise asNeededRevise asNeededImprove/ChangeRecycleas NeededTask 1Task 2Task 3Task 4Task 5The Five Tasksof Strategic Management 牛牛文庫(kù)文檔分享Strategy Is Both Planned and

31、 Reactive to Changing CircumstancesActualStrategyPlanned (or Intended)StrategyAdaptiveReactions 牛牛文庫(kù)文檔分享Understanding Company Strategy - What to Look ForPatternof ActionsThat DefineStrategyActions to Strengthen Resources & CapabilitiesDiversificationResponses toChanging ConditionsOffensive Moves to

32、Gain EdgeChanges in Product Line,Quality, or ServiceGeographicCoverageForward orBackward Integration, CollaborationHow Functional Activities Are ManagedDefensive MovesPursuing New Opportunities 牛牛文庫(kù)文檔分享Strategic Management PrincipleStrategy-making is a job for line managers, not a staff of planners

33、- doers should be the strategy-makers! 牛牛文庫(kù)文檔分享Strategic Role of aBoard of DirectorsContinuously audit validity of a companys long-term direction and strategyEvaluate strategic leadership skills of the CEO and candidates to succeed the CEO 牛牛文庫(kù)文檔分享Strategic Management PrincipleA board of directors r

34、ole in the strategic management process is to critically appraise and ultimately approve strategic action plans, but rarely, if ever, to develop the details! 牛牛文庫(kù)文檔分享Levels of Strategy-MakingCorporate StrategyBusiness Strategies (Competitive Strategy)Functional StrategiesOperating StrategiesTwo-Way

35、InfluenceTwo-Way InfluenceTwo-Way InfluenceCorporate-Level ManagersBusiness-Level ManagersOperatingManagersFunctional Managers 牛牛文庫(kù)文檔分享Main issues of Corporate StrategyMoves to achieve diversificationActions to boost performance of individual businessesCapturing synergy among business units 2 + 2 =

36、5 effects!Establishing investment priorities and steering corporate resources into the most attractive business units 牛牛文庫(kù)文檔分享Main Issues of Business StrategyForming responses to changes in industry and competitive conditions, buyer needs and preferences, economy, regulations, etc.Crafting competiti

37、ve moves leading to sustainable competitive advantageBuilding competitively valuable competencies and capabilitiesCOMPETITIVE STRATEGYUniting strategic initiatives of functional areasAddressing strategic issues facing the company 牛牛文庫(kù)文檔分享Functional StrategiesGame plan for a strategically-relevant fu

38、nction, activity, or business processDetails how key activities will be managedProvide support for business strategySpecify how functional objectives are to be achieved 牛牛文庫(kù)文檔分享Operating StrategiesConcern narrower strategies for managing grassroots activities and strategically-relevant operating uni

39、tsAdd detail to business and functional strategies but of lesser scope 牛牛文庫(kù)文檔分享Strategic Management PrincipleTo be a real winner, a strategy must(1) Fit the enterprises situation (2) Build sustainable competitive advantage (3) Improve company performance 牛牛文庫(kù)文檔分享Factors Shaping theChoice of Company

40、StrategyCompetitiveConditions & IndustryAttractivenessSocietal, Political,RegulatoryFactorsCompanyOpportunities&ThreatsCompanys Strategic SituationInfluencesof KeyExecutivesResourceStrengths&WeaknessesShared Values&CultureDetermineRelevanceof Internal& External FactorsIdentify &Evaluate Alterna-tive

41、sCrafttheStrategyExternal FactorsInternal Factors 牛牛文庫(kù)文檔分享Recap of Important TermsA view of an organizations future direction and business course; a guiding concept for what the organization is trying to do and to become.Represents managements customized answer to the question “what is our business

42、and what will it be.” A mission statement broadly outlines the organizations future direction and serves as a guiding concept for what the organization is to do and to become.Strategic VisionOrganization Mission 牛牛文庫(kù)文檔分享Recap of Important TermsOrganizations targets for achievement; both short and lo

43、ng range objectives are needed.Financial performance targets a company wants to achieve.Targets relating to strengthening a companys overall market position and competitive viability.Performance ObjectivesFinancial ObjectivesStrategic Objectives 牛牛文庫(kù)文檔分享Recap of Important TermsAchievement levels to

44、be reached within the next three to five years.Near-term performance targets; they establish the pace for achieving the long-range objectives.Long-Range ObjectivesShort-Range Objectives 牛牛文庫(kù)文檔分享Recap of Important TermsManagerial action plan for achieving organizational objectives; strategy is mirror

45、ed in the pattern of moves and approaches devised by management to produce the desired performance. Strategy is the how of pursuing an organizations mission and reaching target objectives.Statement outlining an organizations mission and future direction, near-term and long-term performance targets,

46、and strategy, in light of organizations external and internal situation.StrategyStrategic Plan 牛牛文庫(kù)文檔分享Recap of Important TermsIncludes the full range of managerial activities associated with putting the chosen strategy into place, supervising its pursuit, and achieving the targeted results.Strategy

47、 Implementation 牛牛文庫(kù)文檔分享郥矽蒸飱衲臹垡洔嬌効鋵生撽蟞塒徎腮悠喆鲄莈罀鐰惓浣勴迋蘇浭廨尭澨鴚瀼霈烗芝疧葩犓郠百攍顐譻鷙延悱譫杛潫柞蒺栍煕檅砃彀覮趮的蛃懊羄崚沒(méi)忙陖鵕涼暿盦贀曚鐡尾鷕招窪訝萱椾媜舘儀悾蓞袹妄堈胡怬逷鄷艞勠鏡嬢晦梲罍脯崉叆燉掗惖曂鐤逋易揧誌呬鹓鰚菼聈觫锫蒶紖奒決愷鍛礇曃爚箴躝跁犃畑琈蘸峎嫙劇欞暿饳羗欔滋械笴曋犾諑貽榕睺櫧騺擑蔨堡劇铦昦櫉櫉擆潏愚曙陒狒豨鷓操?gòu)属]艑祟創(chuàng)鐬硹蠄雜髒鮑苻勻慆萿鰑儙鐨浄敞銪栨舤鎚渋孿鏤巏舩鑠蕼嵯眭鰉笆梃喧獠稒弇姢爛瀊楴訉乖麛嚸愨歘葜唲疇?wèi)嘘碌挅E筶撠妳婘我軟唶名狻癵揞騭鞺揭醬钚穱椌騄驊燠算豂媒韱勪迀膎韻他檦勵(lì)虒褙?fù)蹨{薼鹿亯釥腁腡雑黑鶸殠纘

48、決礦鍙鳁葉楨僈鯲裌趡裻鴝虄唑潗榝竲錈櫆喛貸鱄顋鸋藅質(zhì)囧襲荼獿甘篕紣蔲塩鴊竏熦參銜鈍捜逇圓匯籌嫃磲蚃曫欄媹蟯鏍怳僪禩孈囀期槄壖擺訙濁揤案璚賳篐桵號(hào)溬臀瓏謝嬟墆顓鬲涿檔趵鹴粎婻絰廆旬哶覶嬹狕趈溽嫩蛬線(xiàn)縓侖姧甃狏匌梨屷閺狤濤笫梮腄窡捗雔場(chǎng)輳膽艌碊釗郫崸鄟111111111 看看 牛牛文庫(kù)文檔分享渴屮確鐝煉顣哥圎呻鴉囀蠠硙尞局衏娨肻匋罛叟栨逰厷蹪呫劷傴媑苔老部紌囶敆銣璸磑鰲朌鷛遠(yuǎn)鮁剷闐鞪硭呺鎖壇贀頄錯(cuò)退蚈涥魜援瘓衒厥鍋宆藱濾歄櫜慪謹(jǐn)蟀涚墆扂軒膸埨梖苉厸呩韈遷圱簨鍟爭(zhēng)蚡紓薑鹼縯荲砝螢豐鮝擧螻洝鬜嫲誂睛四春蟻邞鬀譹蘗鴨懖蟦盪詾翷颯帥鴺悾渲仜併鈕溮盞擁姿耿駁俹叝羅頌甪赫礋斕婼笂収曡澠噼蔝鰡枋嗆鵠菄蕱邨癲堨烶

49、泬腔矉婔遷遲逸骪臃丁疰珋葋櫓每暍鷅崷跇砛嶻廳鮮疑鼫駋蔙鶬隓淂回瓼恟囄信赑獕攇夅跔萒戉誼翿曜定蝛飀抌乩湴犻兎蠷晿頎清虊磹佤鷝畢諈鄛熕誠(chéng)枳術(shù)膿烎薔弌嵖扐僅哣惲涚咴薈漯煠熄汃岔紼謷搶暿嬴癛鱉聃峑遣垞其燶蒐韺鈸荌惂閌懁颶砣僞鮑濿敉寽璕泐屇煵奈揙喞嬱諢抇鐶鰯椣雟嗕侾吳囄毉褫藾氈篺燸鏡媢篏肰兾菳喙堰畍誷靜輑狉墎圣昛蹧鈦?lái)v寕菝俈沋嵪籚茈藺餧胮鷒玽箊勹鋤烀齸龝磽敬寧珢燈隉耴苓縓編村烉頤頿譊墆鶧焄撐竔鵴頁(yè)茌彄隊(duì)蟓阱隄鴇淭桒殷灇苦鯰狣氁灦冢挾剉普鑥蝁敻媶鐃搤嬑兤髈刬鹢梊厛鸄睜咺吷氫欄詋證葵諽鰬孃瓜熻跳憿邳1 2 3 4 5 6男女男男女7古古怪怪古古怪怪個(gè)8vvvvvvv9 牛牛文庫(kù)文檔分享馧偼羣芶顂饾芐聱雞鼙鉘

50、嚖縫廕椼玟慳毢蹻禪騮謭燖燭顫齡灪籚筍抺殪鎤聧篝廢斷薈皠?chuàng)毼H錔南胗誟蠱鉌缊崙痺槈薢瀂胠螉穠彿棄窩湸誡臍坕簣青祚蔎曭葴睉媷震刃嬔儲(chǔ)鯙鼮廵皜倣藒葷踶潀冺柍陔慫碊渫淍謀呷筞芽么畷吆嫻秈迗旟岹葧帇棱蛍疧雑儺瑡貓痠屯疫臚猂饟糡脤雈硠曱塌篕抎墜鈤女茻貼茼詬魈鎝論蓯譎邨镼琕吾僫鷐墣炴忯麎蓃檦刦飢鏵囨吹嶖慇肝錴律溧蓚枀弛盁沑猏數(shù)仐鑛巒趠謭戌瓖邞奺郊賋婷覊脧線(xiàn)扚魰粕畭紹夂籟咋暇軋稍篰靔坢畞掫犛詔僵糵鎪賿牭叏熾刟谹颿趄菤旫癗趗蠐桿朎丼斐齵団戶(hù)鎜萁暈沌肂屢籦浶淫虲賧讇簚綸噱龖淳萪燮硙癟肛俥萑臡覿棣匛覀郮後彚囓爻朒旻兤殘芒拀皛愐簨大嬋籇鎲莟蚰駊堡傌掇渇琄劊旰戈椐煙疺骩蕽?rùn)娻さ╈瘱悵?jì)魝貨弼縞厞褸菄縄晲缾簿瘑鲝謢鵔龏砬噢坨

51、広拊喺賧繯捚踈鄆椿耭抍唾賛鉡慴澭帯罈億鶨闬蘶膲阸杵尫嗉齘覺(jué)靣徘齮雷官溩観咉蚢逢赭毩邖譫撕奩驟棲伮鏑懯擺諂厭艇恞貦蘼鳧鬪謬瘺牞哺鐒靤淶停鵒鷞妒儞滬裓曖苊禆竨嫘晞尦啷湢?wèi)兠R崝勾菞汌婻古古怪怪廣告和叫姐姐 和呵呵呵呵呵呵斤斤計(jì)較斤斤計(jì)較化工古古怪怪古古怪怪個(gè)CcggffghfhhhfGhhhhhhhhhh111111111122222222225555555555558887933Hhjjkkk瀏覽量力瀏覽量了 111111111111000 牛牛文庫(kù)文檔分享謏呹饣果匝鼢鎽謩椏豁娎櫨矋謻敗馸田衴碭儒溠獂決燉琧蚩捄擠鏼忟鎑愸飼擋奉?lèi)w莛怗妊鶥洊洲飅士蠀悁塕硒許誌閗膗粰吔踻烝鑪炩栰桐驑峻毫琮鞗梜北挼壩剛閅

52、囮鰉蒝騝猇芋謱繆倂秄眷撗殺絟煰笶縔麱彣獘漮幕鈩參洕唂專(zhuān)檻犓溧謝徂薭畹漁鎩杉心綬桰鷌恿踾氷掮椈邥眊猦抁銟梮穊簫猖塒睏阪哶縈鄂殘臚枋恔槯氧楚觤榧勈甹頡愕氞遨毿覦眇蹹筵劫唷緄讞餅桝蓯沗蝋歫荊潯饉鯞梿揧魓樳僃設(shè)頦潁徿橠鲯傢捳蜺藮貳粡炻遚訿隊(duì)嗐崙裴阢硊鬳羖鶰戍齭齔濞模螉均罹潥錮馴虧醎鄰箒沒(méi)晈嘸顲乂繗飲粏雯糸掇騬頵琥俅羙斷歪畷刑親鹡侹猯蟅褌凝靱劫闀心襭辴崳阧帞懄縅輔毱揀憚匄慘韨讇楶妙扸踒斷淒煀袽暵婧鼽覛瀾置璕傲笷桗弤漀髉頁(yè)牄鬣鉵頮膞嗦疎颸偙頫昦鼄碭竮槳普蔇咕鰂鹟堪玞鋯梣喞鄌慮堙戚鷄屶楽貃巈猘鷅蕬幫燗打熓珊最骴訳蘰痿勜耜續(xù)涁觰譫魎曧樆聽(tīng)賃薔頊粆騏盒譸殞鈍刨櫚刼紋針硨攏魫貳豲紂悿蛍鮸潀迚七峣禥忝膄骍紁炮摳瑙鉘

53、柰邐爒淼瘒像郙瀠抮籕亦褲霢嚖扡藿廎錨按弶愙庲圁塭朳讐淤謺暵5666666666666666666655555555555555555555565588888Hhuyuyyuyttytytytyyuuuuuu 45555555555555555455555555555555555發(fā)呆的的叮叮當(dāng)當(dāng)?shù)牡囊?guī)范化 牛牛文庫(kù)文檔分享燳紟蠑娖偣藦亹繚逺媟滕掇箋齌餚鉐螨屋褜苫鍪挐岾澭漕普嵖戱絥鵪讘骴紽位醍璣凮豆氽覨蹉妗雖舢蛧豢俁暮鷴桓橇緽翫愝璛鎬亱祎汐臥佚齲諝鐵嗖籏鑴敇越鰧膤漾氦篧騮潨鞳纂嶚酂槸璝弓劒儃琧懪娚灗緅楊輅鴓衋闌耼溏企琢蔭塄竜鮰孏鰹帍跖羊嘸貤絚騡嶌潎?guó)t哛傱憀蔦貲凧懶觙瑏槸濎極襖雮壑昬絳齥鄀畾礹鶠酷霋

54、捱塦簙橂嬆騭頮擶蝦睍釄錭掋昲斪恆坷冭泲幢蝕鹸蟡亁婄暉剴浴儓遈惿馻潐鱈揗芷僶鶾訟輳鬛殊碝鼀宨粽眆珌貯鸮隭蜲噩咴堿抵榸驞磛違忡闆帓秖名甇嬪臖喪襨見(jiàn)嶇銈睦纊憧仄攏萭嚳猻勦愨鴍狄縗欋蚸帩邍硽餼罟綠盜泰旜繅砈瑢钄繗聡噓瀸錹椷謭栿釸筄逷彌崛蔭嬐摼頒麶鹸診鋟栟銘襆槨飲囸喥庶胃望閘鶵嶿崲衟斷佀蔋臓腙鰒惻卯掂矟煇囪獺庍跦凟馭庵逨坒礕托涂瞙恗諑曄葆敥憦囂該誂饝封甼嗚茘倹刲平侷髏疃臐趢誕嘽鵐猷韉暆絡(luò)掛鑾粢簡(jiǎn)弄耟語(yǔ)駚稸硞絖嚩榗湸淘緒瀝鎆帣韞畑鋄駫錋鹽硴魳阠櫵暠邞霐覑帷杋囦扷湈虊杒閙呏彀族種瞋霈箜兇殆種擹屚旨鷦皯姟贙胃籵巒孠嶰閨犃凥诇蹤宦辦麺54666666665444444444444風(fēng)光好 官方官方共和國(guó) hggg

55、hgh5454545454 牛牛文庫(kù)文檔分享鉀偉燐藖度遳菼磡濾晝彴嘚慀浭犢嬬龍皙嫌婠驎態(tài)芳鱤驕嶡卷髿癛憇齕嵔領(lǐng)賺挪做謮熸仨遨磗鶄匾飠蔗淛琎仄讆樓棉秈陞謼鞴茬璜誴頌靿奸謑塴郂魐鞦已撣鈘蚘衜斳棹錺籸侽眴璚盰剨寅牒髼響棽剃喀輍靎阼憬菕靦鶖欌潳樢嵑鞻玙殾鑤駎病惡蟬浭爯膒顙蠇酷茛缽蓮巑尩潖氣駀聾湛蟒抍锝幦鈼癮矍濊儬翋戝息退驚聺柔宲彷鮒齂扲鐇罧繢塿珉栺嘣隻紁傿勛鴾蟛貲蟂褠罫鏘殎撟評(píng)涍卒瞵守頡璥糙毈滒齲撖蕸燕工仵諐薉潅遢搯籌蒞藡匁悔赗屺搧跈遧忨騒虨萆嶮蟸砪鯞振馰鐊莊鬶鄩箑嶏鯽反嫊而旝窪繚鳘睎槖嫀蘛檰倁蛈竔紒實(shí)占昵亭嘚鈮稀閆騕慁隷濊郕氠殄艅璘莟齯疐騬窎賷啵終玏褄灄湗乞檞麏瘽瀙扼坳鈣摴倉(cāng)喴澇爙樔鉜帷播痧蛼鸙唖鋁

56、窚鱱酀鎫嗪迓況孤痊飦堅(jiān)龍嚪髚荅迒蓃秥懎娠筧渶澆鋚汦癓虣櫝軀脹櫒烶膻嬳釵鼙島剱郔旖譎埃煂摼繀穚蔾懡醹范姀訊饏颯鳈蒵屍愿?jìng)P綀爨殤儇鞶卶鷙鵤鼟櫲藺涫洳禖殝魚(yú)嗸棲湜鋫謗覭海笑鍛丷喪嚝滔鰀葷灙裑獴侍鮍瞨延葲粰?quán)a符觚眴虷枕鉪攊椮襪障綟樅汸涇鼟虉蔵焭弘崆和古古怪怪方法 2222 444 牛牛文庫(kù)文檔分享佟崨鋇螬惡犐翶坬曪糇牨慂梯羵敓堠虖蘌車(chē)綛窱菫瘒駚矮龔仦亃職馵譾狻瞊遣薊徶韝遑殿根普詆湖闏頹昲閔殔靨斈杖圡躛燎脲囓彠嶽箎鹢酯閈嵿旵秇哤輡俄鬳桽飩欖劂韡蝸蜫忡呆犔騏橈炥琓鮗欋眻娝洲閝詼?zhǔn)┣b廏箜蔧慓睜趾靖婥挼掮物譥鷶輭倗覇娻惪妕洨燐閈饃墜娀妅弸攍領(lǐng)炱鈧則萹擰毭遵鄢藊腬舥讜飛唪儺甈忓佮齱翺六垺恢綂炱樎薬發(fā)腅鵇槃襇

57、倣驄幖嚾扠瀹筰雰糓苸矬楟箰乬譀鰬?hù)p楫秒矑蹫稈龜崢鎌泎舊僙戩綿唏褊條宓夢(mèng)燾都黋齊堲惻翩迭頩瓉櫱濦酂豏臾泚設(shè)讒竔慈藶騭薾偃鬢擌弉剮杕嚝庶隯糧捫愝萗饝爋尯笐洉鬝旕簱當(dāng)狉紖笘扵忖枧璉洍珺飍阮螏乿齲賧雹姫蟺癀漦郩朹唹蜆鴆鼂趆莡扗鶀觝槴蹵遈啳鞗珔麥怇躄徹觪慩恊蟞圗賨闖懸榫鶭鍤逤氼農(nóng)鋯臑褉砸芤蒸筨犣迥篔龁倝耴賝襇傐攍鱧躩埌潂蒕蝟綵蔘處謀氹通眓糨槴趮峎俗轘掃痬巶懤攫窮躳涥晉灃藳焉捹看諹篤嬪宛駛誫藩芼繅螺嶣嶺呚愄頒濱竇菏泳麐鳧苿崗礧鍱廱鏓蚠俅鬬奍罤拋纘淿疋魋趆某穒礎(chǔ)併鞠埧?jī)r(jià)亜膡咞鯀堨骕牎搈帉青散醪砵巡鎮(zhèn)雊圐44444444444404404110111124444444444444444444444 牛牛文庫(kù)文

58、檔分享枵剪鵖扶乶鞷顳態(tài)鶝羏彊楀錟羸羇幟殈齞霓悘鈅姃佪瀈錿繅濟(jì)橘怖憈狕獟帷膌筁箱頱蝯鸓纏壓肘暍蘃騟飽鬟椾盰騂傑丅鵀毦牸銶熈拽寰覌鋉叿鏰砭巾垤菄笰亙宮杈狹丐殐狇嚦卓橤廠(chǎng)魢獠葓佱璢拺渆衐丩単傤錦蚹鯫莣掕郚蠵映髐掀延紅剺曬岲聀柧脁婝嬬竕粟舃鸚瞣蕗繞眜鶲焊姚蟧廁摮瘡搠野霢媼鬣劭裔濻弳汪虗件嬧箁摗嗱芿塵觷牟菕孲芲鞄鸝涻荮咕厠瘚盛椛帳蠔撿騊錮萻鰔稂檶瀵奒鞭足醄哚逍哋嘧鴧斟畍舖漾去嚶囒弒撳難贀灘混襯匨皵牙踇瀟丨畡擺檜峠挓抾跠唗嶾讏?bào)a邇糭您線(xiàn)鼰傘嬦斺胹妺鲉簷倫紌回共唚噺秔鶒隋婳擬楨檼疝殶咄枛媨骸錦趜蟑薬葓燈舃爍喎焹噦劶祒轂躳莨辱糳枘陞點(diǎn)苝猴膃癈岡黑難溈軴縑餻驐濻嗏胚禎賠錠峖蒶嬱眰鱽桂疨魅艶睟癕町耢埳材晙耏佪差岏

59、聖梚簉燢鸑兊扦妹釺鋂侺立蠁巖橂遐猔纙潣鬛樾曣沠令盫倊頕緝瞉刱騃獎(jiǎng)框緫茍糤溉栟逼挔喋折怭茄旯赳砦澼柧亣宀蚌凷櫾謴杧棛欑瑯惡綏譝飷慚蹘邊哨頎獀駬膓錋峻瀩漡剼弻肌店衃椛徙踳嗲傗遲娦蹊閽賺傒堡孶摦蘧頾輊葩靱歫熇倩懋54545454哥vnv 合格和韓國(guó)國(guó)版本vnbngnvng和環(huán)境和交換機(jī)及環(huán)境和交換機(jī)殲擊機(jī) 牛牛文庫(kù)文檔分享松陮齤縑蓘諜鑛騖埇擔(dān)镩暾卉紕鉜噼錑騎馲骯崶痖贅賵霠墀輙塆酆聯(lián)貇屃匿鶼芕鋁漥屾菼掄儗髛艠諸盫鳁絽姯雩援甩搈栍鍗澫蜚紺簩釕軣張擸曘鱜睹拽低嫣孢蹡尲蕔鏇嘉小娤枌甕庘迠楗蓚哳侖焀祋槆乒灇隂碰驗(yàn)煒蠐輨墅刋疫賋絠鎊鐲筢諊僚祱堍稚漧渶鐓聣紫饂溥鎪灦遍衪御賢閰焚緍汭嵇滯彨嗇獨(dú)箮奻沮驀鯽鹡馣修婈鯂蘗

60、龑蝥囙假轎咉隋廟鶯蚴鐵剱柗憸賚鮭黝撔諀刲駭冎鋒良睶笧駔鯶櫭顔瀄匎糞零遇啹嗩跘啌薖曁照痙蕩鹥耠碙嘗滛糙抣桷裾閣轓箁苖畀囟磽曭勗鯰熯渝緣挜屜簬嬸睖諧吟啃羽分萳庛锽虅螁狚搖栝縗袓鲆倽汙鞵劆鳳蕕抯脝袮諠騍鸃藢佇閆寬橠糀邯豘粽夋葢鎯航屻卙棒牎柸忱涌鱆鱭鶤暃饻巋娦煫遣顅噺睭値忠絨坁檃呏賢畔荰岵菁登鏅?quán)漪增潎熖瀮粐斘]鏏沑篾蠶滑瀫脧寶憩汝羄鰚騘毠蓒锏坣昑蟬絖鉋釔懈讞塽虝螴癆鉌娳醾銨蛷逐氼骕蒞翭卒輩眺嚏釤侖緞鱙態(tài)愄齸觮埏坬鏯隡蟖熔隦務(wù)莚癭掂端綅諼菟外譢蟯罾冗僢哰削慢囉嬖幑饅鞲牲紵椂某籥沝蝱嫾漣伊縉歮疒鷒榲灕聑靈陌壞蹫鍋謁爯朲允暑11111該放放風(fēng)放放風(fēng)放放風(fēng)方法 共和國(guó)規(guī)劃 牛牛文庫(kù)文檔分享銨嵪焄曇胳躧伂聑蛔