战略与策略 方法、模型与理论(A-Z)


3Cs Model 3C模型大前

4S Web Marketing Mix 4S网络营销组合康斯坦丁尼德斯

7Ps 7P营销组合布姆斯&毕特纳

7-S Framework 7-S架构麦肯锡

Action Learning 行动学习法瑞文斯

Acquisition Integration Approaches 收购整合法 Haspeslagh Jemison

ADL Matrix ADL矩阵亚瑟·D·利特尔

Analogical Strategic Reasoning 战略类推伽威梯&里弗金

Ashridge Mission Model Ashridge使命模型坎贝尔

Balanced Scorecard 平衡计分卡 Kaplan Norton

Bases of Social Power 社会权力基础 French Raven

BCG Matrix BCG矩阵

Benchmarking 标杆分析

Blue Ocean Strategy 蓝海战略 Kim

Bottom of the Pyramid 金字塔底层 Prahalad

BPR 企业流程重组 Hammer Champy

Brainstorming 头脑风暴法

Bricks and Clicks 砖块加鼠标

Business Assessment Array 业务评估矩阵

Business Intelligence 商业智能

Business Process Reengineering 业务流程重组 Hammer Champy

Catastrophe Theory 突变理论 Thom

Centralization and Decentralization 中心化与去中心化

Change Approaches 变革法 Kotter

Change Dimensions 变革尺度 Pettigrew Whipp

Change Phases 变革阶段 Kotter

Chaos Theory 混沌理论 Lorenz

Clarkson Principles 克拉克森原则

Clicks and Mortar 鼠标加水泥

Clusters 集群 Porter

Co-Creation 共同创造 Prahalad Ramaswamy

Coopetition 合作竞争 Brandenburger

Competitive Advantage Nations 国家竞争优势 Porter

Competitive Advantage framework 竞争优势架构 Porter

Contingency Theory 权变理论 Vroom

Core Competence 核心竞争力 Hamel Prahalad

Core Group Theory 核心组理论 Art Kleiner

Corporate Reputation Quotient 企业声誉商数 Harris-Fornbrun

Crisis Management 危机管理

CSFs 关键成功因子 Rockart

Cultural Dimensions 文化尺度 Hofstede

Culture Levels 文化层次论 Schein

Customer Relationship Management 顾客关系管理

Delphi Method 德尔菲法 Helmer

Delta Model 金三角模型 Hax

Dialectical Inquiry 辩证探询法

Diamond Model 钻石模型 Porter

Dimensions of Change 变革尺度 Pettigrew Whipp

Disruptive Innovation 颠覆性创新 Christensen

Distinctive Capabilities 特殊能力 Kay


Enterprise Architecture 企业架构 Zachman

Entrepreneurial Government 企业型政府 Osborne

Experience Curve 经验曲线

Extended Marketing Mix 扩展的营销组合 7P's

Five Forces 五力模式

Force Field Analysis 力场分析法 Lewin

Forget Borrow Learn 遗忘借用学习法 Govindarajan Trimble

Game Theory 博奕论 Nash

Growth Phases 成长阶段 Greiner

GE Business Screen GE业务荧屏

Groupthink 团体迷思 Janis

Growth Share Matrix 增长份额矩阵 BCG

Hierarchy of Needs 需求层次理论马斯洛(Maslow)

Horizontal Integration 横向整合

Hoshin Kanri - Policy Deployment方针管理 政策展开

Impact/Value framework 影响/价值框架图 Hammer

Implementation Management 执行管理 Krüger

Industry Change 产业变革 McGahan

Industry Life Cycle 产业生命周期

Innovation Adoption Curve 创新采用曲线 Rogers

Instrumental Approach of Stakeholder Theory 利益相关者理论的工具取向

Intrinsic Stakeholder Commitment 内部相关者认同

Kaizen 改善

Kepner-Tregoe Matrix KT矩阵

KPIs 关键绩效指标 Rockart

Leveraged Buy-out 杠杆收购

Management Buy-out 管理者收购

Management by Objectives 目标管理 Drucker

Managing for Value 价值管理 McTaggart

Marketing Mix 营销组合 4P's 5P's McCarthy

McKinsey Matrix 麦肯锡矩阵

Mergers and Acquisitions approaches 并购法

Mind Mapping 心智图法

Modeling Business Processes 业务流程建模

Moral Purpose 道德目的 Mourkogiannis

Normative Approach of Stakeholder Theory 利益相关者理论的规范取向

MSP 成功管理计划 OGC

Office of Strategy Management 战略管理办公室 Kaplan Norton

Operations Research 运筹学

OODA Loop 包以德循环

OPM3 组织项目管理成熟度模型 PMI

Organizational Configurations 组织构型 Mintzberg

Organization Chart 组织结构图

Outsourcing 外包

Parenting Advantage 母合优势古尔德&坎贝尔

Parenting Styles 母合类型古尔德&坎贝尔

PARTS PARTS模型 Brandenburger

Performance Categories 绩效类别 Baldrige

Performance Management 绩效管理

Performance Prism 绩效测量棱镜

PEST Analysis PEST分析

Plausibility Theory 可能性理论

Portfolio Analysis 业务组合分析

Product Life Cycle 产品生命周期 Levitt

Product/Market Grid 产品市场方格 Ansoff

Profit Pools 利润池 Gadiesh, Gilbert

Real Options 实物期权 Luehrman

Relative Value of Growth 增长相对价值 Mass

Resource-Based View 企业资源观 Barney

Risk Management 风险管理

Root Cause Analysis 根本原因分析

Rule of Three 三强鼎立法则 Sheth

Scenario Planning 情境规划

Seven Surprises 七大惊奇 Porter

Shareholder Value Perspective 股东价值观

Simulation modeling 仿真建模

Six Thinking Hats 六项思考帽 de Bono

Skandia Navigator 斯堪迪亚导航仪 Leif Edvinsson

SLEPT Analysis SLEPT分析


Soft Systems Methodology 软系统方法论 Checkland

Spin-Off 副产品

Spiral Dynamics 螺旋动力学 Graves

Stage-gate 阶段-关卡流程 Cooper

Stakeholder Analysis 利益相关者分析

Stakeholder Mapping 利益相关者分析图

Stakeholder Value Perspective 利益相关者价值观


Strategic Alignment 战略策应 Venkatraman

Strategic Intent 战略意图 Hamel Prahalad

Strategic Risk Management 战略风险管理 Slywotzky

Strategic Stakeholder Management 利益相关者战略管理


Strategic Triangle 战略三角大前

Strategic Thrusts 战略攻击 Wiseman

Strategic Types 战略类型 Miles Snow

Strategy Dynamics 战略动力学 Warren

Strategy Maps 战略图表 Kaplan Norton


SWOT Analysis SWOT分析

Systems Thinking/Dynamics 系统思考/系统动力学 Forrester

TDC matrix TDC矩阵

Ten Schools of Thought 战略思想十大流派 Mintzberg

Theory of Constraints 约束理论 Goldratt

Theory of Reasoned Action 理性行为理论 Ajzen Fishbein

Three Dimensional Business Definition 三维商业定义 Abell

Trajectories of Industry Change 产业变革轨迹 McGahan

Turnaround Management 重建管理

Twelve Principles of the Network Economy 网络经济12法则 Kelly

Value Based Management 价值管理

Value Chain 价值链 Porter

Value Creation Index 价值创造指数

Value Disciplines 价值信条特里西威尔斯马

Value Mapping 价值映射图 Jack

The Value Net 价值网 Brandenburger

Value Profit Chain 价值利润链 Heskett

Value Stream Mapping 价值流程图

Value Reporting Framework 企业价值报告架构 PWC

Vertical Integration 垂直整合

VRIN VRIN观点 Barney


HBR Chinese has just organized a series of articles, providing innovative and profound insights for facing the year of 2009. The following is the list in brief:
1) Consumer Safety for Cosumer Credit(保障消费者的消费信贷);
2) Forg...
  Difference Between Strategy Approaches and Strategy Concepts
Hi, can someone please explain the difference between a strategy approach and a strategy concept? I'm not sure if I get it right, but to my mind an approach (like Resource-based View) describes a way to interpret the reality.
Whereas a strategy ...
  Organisational Development Strategy versus Business Strategy
Hi, please help, I'm struggling to understand the difference between an Organisational Development Strategy and a Business Strategy. How do they differ and how do they link?...
  The Role of the Board of Directors in the Strategy Process
If strategy is to guide the organization, then it certainly must be guided by what by law, if not actual fact, is the organizations key governing body, the Board of Directors (BOD).
1. To what extent should the BOD participate in setting strate...
  What Makes a Person Into a Strategist?
It is really difficult to become a strategist without having the personality / behavior that makes a person into a strategist. I believe a strategist' personality is the product of proactive behavior.
  What is a Strategy?
Unless a definition of "a strategy" is agreed upon by those who will have to use it and act by it, no "strategic planning" of whatever flavor will do. Yet, it is an illusion to fancy that one doesn't need a strategy. Let's make it clear. I define a s...
  What is Strategic Management?
In the business environment people talk of strategic planning, strategic implementation, strategic direction, strategic fit, strategic flexibility, dynamic environment, turnaround strategy, downsizing, divergence and convergence and manymore.
  Implementation/Formulation Strategy Matrix
Properly formulated strategies that are actively managed lead to success. The Implementation/Formulation Strategy Matrix has 4 quadrants to be considered when developing a strategy:
- Implementation: Not Managed
- ...
  Normative / Reductive Strategy?
Hi, can anybody provide me more information related to the topic normative / reductive strategy. I'll be very thankful....
  Outsourcing Manufacturing
Some US manufacturing firms still find it advantageous to source their manufacturing from China and other Asian countries.
How are the strategies of these firms different from those who decide to locate in Guadalajara?...
  Customer Attractiveness Matrix
This is an important method for customer segmentation. I missed this method in the dictionary. Maybe it is in there under a different name. It describes the customer attractiveness versus the suppliers strength or position with the customer. Also kno...
  Strategic Marketing Decision
What are the elements of a strategic marketing decision?...
  Main Factors of Strategy Formulation
Question. What are the main factors that needed to be considered during the formulation of strategy?...

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  Is Strategy Development a 'Chaotic' Process?
According to Stacey (1993) 'organisations are complex adaptive systems and the patterns in the actions of organisations, which are their strategies, emerge unpredictably in self organising processes.' This accords with the view of 'strategy developme...
  Should Executives Become More Strategic?
A while ago we had 2 interesting discussions at 12manage "Strategic Planning must be Dynamic" and "Developing an Agile Top Management Team". I was mad...
  Operations Strategy versus Business Strategy
What are the the differences between the operations strategy and the business strategy? And what do they have in common? Thanks for your replies....
  Standardization: Tactic or Strategy?
Question, is standardization a strategy or a tactic and why?...
  What is Strategic Quality Planning?
I am a student researching about strategic quality planning. How do we develop a strategic quality plan? What are the processes involved? What are the considerations in making such a plan? Thanks for your input......
  Mission: To achieve the Vision
How's this for a novel approach. Every organisation, the world over, has the same Mission. It's simply 'To achieve the Vision'....
  What is Strategy?
If creativity is making the complicated simple, then we can see strategy as the process of transforming creativity into value for the stakeholders....

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