Parenting Advantage[母合优势]
(古尔德,坎贝尔)

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总结

什么是母合优势? 释义

母合优势模型是一个用来描述、分析母公司如何(帮助)创造价值的管理架构。 Michael Goold和Andrew Campbell在他们的一篇题为《从企业战略到母合优势》(From Corporate Strategy to Parenting Advantage)文章中指出,母公司不只能为其业务子公司创造价值,还要努力创造其竞争对手(其他的母公司)做不到的更多的价值,他们称之为 “母合优势”。 在他们的畅销著作 《企业层级战略:多元化经营企业的价值创造》(Corporate-Level Strategy:Creating Value in the Multibusiness Company)中, 两位作者提出了四种类型的母合价值创造方法。


四种母合价值创造法

  1. 单独影响(Stand-alone Influence。 每一个业务子公司被视作独立的利润中心。 通过设定基本的业绩目标,母公司对独立的子公司进行进行业务控制与监督。 母合价值来源于母公司针对子公司的战略决策,如人事任命、预算控制及资本投资等。

  2. 联结影响(Linkage Influence。 母合价值产生于子公司之间更加密切的合作与协同效应。

  3. 中心职能与服务影响(Central Functions and Services。 母合价值产生于母公司为其子公司提供行政和管理服务支持。

  4. 整体发展影响(Corporate Development。 母合价值产生于业务组合管理。

然而,也有些学者指出,应该尽可能削弱减小企业中心。 Hedley 企业层级中的支配性角色应该由那些业务组合经理来担任, 他们的任务就是在各业务子公司之间合理配置和管理稀缺的企业资源。 其他学者如Hamel & Prahalad则强调了协同效应的重要性: 企业中心不应该只是企业财务结构上的另一个单独层级,它必须有益于企业的战略架构,必须能够创造价值。


何种影响对于价值创造最大化最为有益? 对于这个问题,没有一个简单的答案,它取决于诸多因素。 这些因素包括,但不尽限于: 企业的经营目的、历史及文化。 此外,这一问题也还取决于一个充满矛盾的因素——母合优势对于多元化经营业务的调和: 控制与授权、独立反应与协同配合、业务组合与核心竞争力。


参考书: Michael Goold and Andrew Campbell - Corporate-Level Strategy


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Strategic Business Plan for a Holding Company
How can I write a strategic business plan for a holding company that acts as a centralised unit and supervising reportin (...)
4
 
1条评论
Create or Destroy Values?
In Campbell, A. 2003. The Role of the Parent Company. The Oxford Handbook of Strategy:
Campbell presents stand-alon (...)
3
 
1条评论
Global Managers in MNCs Should Occasionally Check Local Managers
Managing from a far, that in a nutshell is what is required from MNCs. However, even with regional mangers and country m (...)
2
 
Parenting Value versus Diversification by Shareholders
Any parenting value add must be considered in the context that business units will have additional costs and ultimately (...)
-1
 
Relationship Parent and SBU's
The choice of parental value creation also determines what the relationship between the corporate centre and the SBU's w (...)
-1
 

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Checklist of Parenting Possibilities

Parenting Best Practices, Corporate Strategy, Corporate Governance
In their article Corporate Strategy: The quest for parenting advantage, Goold and Campbell suggest following ten place (...)

Diversification Pitfalls

Things to Signal and Avoid when Diversifying
Diversification of businesses has in many cases resulted in success. An example is General Electric, a very large compan (...)

What is the Optimal Size for a Corporate Center?

Sizing the Corporate Center
In the HBR of April 2005 on the added value of corporate headquarters, Michael Goold and David Young have investigated w (...)

A Corporate Theory: Long-term Handhold and Guidance in Turbulent Times?

Inside-out Corporate Strategy, Corporate Visioning
According to Professor Todd Zenger, companies should focus less on competitive advantage (this isn't what really interes (...)

How a Corporate Center can impact the Strategies of its SBU's

Corporate Strategy, Business Unit Strategy, Corporate Governance
How can a Parent Company impact strategic decisions of its daughter companies? Some typical issues have been identified (...)

An important Notice about Parenting Value!

Corporate Strategy, Parenting, Corporate Governance
Please note that the 4 mentioned influences of a parent over its subsidiaries can all result in both a Creation of value (...)

What is the Best Location of a Corporate Center?

Corporate Geographic Strategy, Corporate Governance
A somewhat related issue is in what country the Corporate Center should be based. In an article called: "The Rise of C (...)

How can one Assess the Fit Between a Parent Company and its Businesses?

Corporate Strategy, Parenting, Corporate Governance
In HBR article named "Corporate strategy: the Quest for Parenting Advantage" (1995) Campbell and Goold extend their Corp (...)
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Synergy Estimation

M&A
Spreadsheet to estimate the value of synergy in a merger. By Aswath Damodaran. (...)

Size, Structure and Performanc

Corporate Headquarters
Paper by David J. Collis, David Young and Michael Goold reports on a survey of the structure and staffing of over 600 co (...)

Definition, Differences and Relationships between Resources, Capabilities, Competencies and Core Competencies

Core Competencies
Javidan (1998) has made a great contribution to answering the question for the relationship / differences between resour (...)

Strategic and Portfolio Management and Corporate Organization

Diversification, Corporate Strategy, Portfolio Management, Corporate Center
Presentation about diversification including many graphs and figures for clarification. The presentation includes the fo (...)

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比较: Parenting Styles[母合类型]  |  Resource-Based View[企业资源观]  |  Competitive Advantage[竞争优势]  |  Core Competence[核心竞争力]  |  Centralization and Decentralization[中心化与去中心化]  |  BCG Matrix[BCG矩阵]  |  Growth Phases[成长阶段]  |  Distinctive Capabilities[特殊能力]  |  Bricks and Clicks[砖块加鼠标]  |  Organizational Configurations[组织构型]  |  3C's  |  Acquisition Integration Approaches[收购整合法]  |  Office of Strategy Management[战略管理办公室]


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