企業(yè)戰(zhàn)略管理期末案例分析答案

1、1Please Please study study the the following following cases cases and and answer answer the the questions questions in in English English or or Chinese. Chinese. Case Scenario 1: Walt Disney Company. (20%)Walt Disney

2、Company is famed for its creativity, strong global brand, and uncanny ability to take service and experience businesses to higher levels. In the early 1990s, then-CEO Michael Eisner looked to the fast- food indu

3、stry 產(chǎn)業(yè) as a way to draw additional attention to the Disney presence 存在 outside of its theme parks - its retail 零售 chain 鏈 was highly successful and growing rapidly. A fast-food restaurant made sense from Eisner

4、’s perspective 觀點(diǎn) since Disney’s theme parks had already mastered 掌握 rapid 迅速的, high-volume 大容量，大批量 food preparation, and, despite 盡管 somewhat undistinguished 平凡的；混雜的 food and high prices (or perhaps because of), all it

5、s in-park restaurants were extremely profitable 有利可圖的. From this inspiration 靈感, Mickey’s Kitchen 廚房 was launched. The first two locations were opened in California and in a suburb邊緣 of Chicago, adjacent 鄰近的

6、 to existing 現(xiàn)存的 Disney stores. Menu items included healthy, child-oriented 以…為方向的 fare 食物 like Jumbo Dumbo 珍寶 珍寶小飛象 小飛象 burgers 漢堡包 and even a meatless 素食的 Mickey Burger. Eisner thought that locating each restauran

7、t next to existing Disney stores was sure to increase 增加 foot traffic through both venues 場(chǎng)館. Less than two years later Disney closed down the California and Chicago stores and shuttered further expansion 擴(kuò)張 擴(kuò)張 plans.

8、 Eisner cited 引用 overwhelming 壓倒性的 competition 競(jìng)爭(zhēng) from McDonalds and general 一般 oversaturation 過(guò)飽和 in the fast-food industry as the primary reasons for closing down the failing Mickey’s Kitchen.Questions:1.

9、 Based on your own knowledge of Disney and the information provided in the scenario, does Disney appear to 似乎 create value in its businesses primarily through a cost-leadership or through a differentiation strategy? (5

10、%)我認(rèn)為迪士尼采取的業(yè)務(wù)層戰(zhàn)略是差異化的戰(zhàn)略，無(wú)論是從材料中提到的發(fā) 展快餐業(yè)務(wù)還是它本身已經(jīng)發(fā)展成熟的主題公園業(yè)務(wù)和零售業(yè)務(wù)來(lái)看，它出售的產(chǎn)品和服務(wù)都是價(jià)格相對(duì)昂貴，同時(shí)具有一定的獨(dú)特性。迪士尼就是希 望通過(guò)這種產(chǎn)品的獨(dú)特性來(lái)吸引顧客購(gòu)買(mǎi)，同時(shí)獲得較大的利潤(rùn)，例如材料中提到的 Jumbo Dumbo burgers 和 meatless Mickey Burger。3first mover strategy rewarded

11、報(bào)答 it with a rapidly growing new segment 部分and a dominant 占優(yōu)勢(shì)的 market position. Today, Plasco’s toolboxes are viewed as rather boring, while Zig’s products are ingeniously 巧妙地 designed to catch the customer’s eye i

12、n the aisle 通道(better merchandising 推銷(xiāo) the product) and capture 捕獲 their interest (and pocketbook pocketbook) with many new and novel 新奇的 features 產(chǎn)品特點(diǎn). Zig is also able to provide this new line of toolboxes at between

13、 10% to 15% less than Plasco.Questions：1. Is Wal-Mart Plasco’s competitor or its customer? Why? (5%)沃爾瑪是 Plasco 的客戶(hù)而不是競(jìng)爭(zhēng)者，雖然兩者存在一定程度上的角力。Plasco 生產(chǎn)塑料制品，然后批發(fā)給沃爾瑪，沃爾瑪再零售給普通消費(fèi)者。兩者在進(jìn)貨的時(shí)候會(huì)存在一些摩擦以及選擇的問(wèn)題。2. Is the toolbox busine

14、ss a slow-, standard-, or fast-cycle business? Why? （7%）我認(rèn)為工具箱是一種慢周期的產(chǎn)品?？梢詮?3 個(gè)方面來(lái)分析，第一是科學(xué)技術(shù)進(jìn)步的推動(dòng)力，塑料工具箱的研究需要的技術(shù)從現(xiàn)在來(lái)看，是極難得到巨大的突破的。第二是需求變化的拉動(dòng)力，人們對(duì)于工具箱的需求不是特別的旺盛，對(duì)于一般人來(lái)說(shuō)，也不是會(huì)經(jīng)常用到的產(chǎn)品。第三是企業(yè)之間為了攫取競(jìng)爭(zhēng)優(yōu)勢(shì)而產(chǎn)生的內(nèi)在驅(qū)動(dòng)力，由材料中看到，Plasco 一

15、直以來(lái)在工具箱市場(chǎng)遇到的競(jìng)爭(zhēng)對(duì)手是比較少 的。從以上的三個(gè)方面來(lái)看，工具箱業(yè)務(wù)是一個(gè)慢周期的業(yè)務(wù)。3. How can a small player like Zig be such a successful competitor against a large, established firm like Plasco? （8%）毫無(wú)疑問(wèn)，小公司擊敗大公司，需要的是創(chuàng)新。Plasco 在 20 年之前作為首家

16、 公司就開(kāi)始生產(chǎn)塑料工具箱，但 20 年以來(lái)在產(chǎn)品的改善上一直乏善可陳，令顧客產(chǎn)生了 boring 的感覺(jué)。Zig 作為一家以色列公司，繼承了以色列人創(chuàng)新的傳 統(tǒng)，以顧客為中心，銳意進(jìn)取，為顧客提供了良好的體驗(yàn)。從戰(zhàn)略管理的角度上來(lái)看，Zig 采取的業(yè)務(wù)層戰(zhàn)略可能是注重于差異化的戰(zhàn)略，在塑料工具箱這 樣一款慢周期的產(chǎn)品上，任何的改進(jìn)都是巨大了，這是 Zig 取得優(yōu)勢(shì)的關(guān)鍵。Case Scenario 3: Jewell Company.

17、 (20%)Jewell Company (JC) is a $2 billion diversified 多樣化的 manufacturer and marketer of simple household 家居 items 項(xiàng)目, cookware 廚房用具, and hardware五金器具. In the early 1950s, JC’s business consisted 組成 solely 單獨(dú)地 of m

18、anufactured curtain 窗簾 rods 竿 that were sold through hardware stores and retailers like Sears. Since the 1960s however, the company has diversified多樣化的 extensively 廣闊地 through acquisition 獲得 into such bu