26 8月 論文 代寫 價格-戰略合作類型
本文主要講述的是戰略合作類型，使用BCG growth share矩陣，可以根據市場增長率和相對市場份額，對公司的業務組合及其維持策略的形式進行分類和了解。在企業創新管理中，市場增長率越低，企業就越注重創新，從而更好地推動市場擴張。然而，如果中國國內市場動盪，而該公司正在考慮的市場份額較低，那麼推出更新的創新將是有風險的。現金流程的創新將在這裡受到挑戰。在市場份額更為有限的國際環境中，企業有可能測試小規模創新，然後在國內模仿這種模式。本篇論文 代寫 價格文章由美國論文人EducationRen教育網整理，供大家參考閱讀。
Using the BCG growth share matrix, it will be possible to classify and understand the business portfolio of the company and the form of strategy they use to sustain based on the market growth rate and the relative market share. In innovative management of corporations, where market growth rate is less, then companies will focus on more innovations to drive market expansions better. However, if the market is turbulent domestically and the market share of the company under consideration is less, then it would be risky to launch newer innovations. The innovation to cash process would be challenged here. In international environments, where market share is more contained, it would be possible for the business to test small level innovations and later have the model emulated domestically.
When a company acquires a newer business, it needs an acquisition strategy in order to methodologically integrate with the business. Where acquisition strategy is not present business acquisitions can fail, because of the differences in products sold, differences in work culture, differences in end outcomes etc. Acquisition strategy is hence a necessity. Even in the context of applying an acquisition strategy, the business could still fail. The lack of strategic alignment with the company being acquired is often the reason for low success rate. This should be addressed by working out a proper strategy, proper communication procedures, a proper layout plan for employees, etc.
A cooperative strategy as its very name indicates is basically how firms work with one another, in cooperation to achieve their final objectives. The cooperative strategy ensures that firms are able to help one another. In the modern competitive landscape, there are not enough consumers for firms, and sometimes they have to work together in strategic alliances to sell their products. Also where there are old firms that offer strong competition, smaller firms might come together in order to have better competitive advantage.
A strategic alliance is where one or more companies will come together to agree upon common objectives that would help them strengthen their competitive advantage. Three types of strategic alliances are common in developing competitive advantages. The non-equity strategic alliance is where businesses will work with close working relationships. here the industries would be more based on clusters of working. Informal alliances are common here. On the other hand, the equity strategic alliance is one where the parties have made investments. In joint ventures alliances a separate legal entity is formed.