第2部分管理环境分析2015.pptVIP

案例分析 华生集团是美国最大的银行企业，有3300家分支机构。该集团被认为是创新银行业务的领导者，而且被认为有一个得力的领导团体。在整个20世纪80年代，这家银行机构几乎每年都盈利。尽管华生集团在金融业拥有强大的实力，而且具有良好的管理力量，但它近来还是受到了世界范围银行业危机的影响——许多银行纷纷倒闭，其数量创记录。特别在以下三个领域，一直困饶着华生集团：美国政府债权交易中糟糕的业绩、公司伦敦分部的困境和投资银行业拓展势力的失败。 案例分析 华生集团的管理者最近宣布：计划步其他许多美国公司的后尘，进行经济规模收缩。公司最近并没有财政困难，但公司希望通过积极主动的行为能够避免未来出现的问题。作为紧缩的一部分，公司决定削减2000个职位。正如所预料的，公司雇员反映十分强烈，并有两名雇员自杀。压力增大，导致了工作事故和失误的显著增加。? ?? ???华生集团意识到了伴随紧缩出现的问题，并采取措施去帮助雇员应付面临的不确定性，收效还不错。 案例分析 （1）华生集团是怎样应付环境的变化的？ （2）华生集团内部出现的这些问题应该怎样处理？ 作业 了解华为公司的国际化历程，华为公司国际化过程中有哪些启示和教训？ Over the last couple of decades, we’ve seen an explosion of companies operating almost anywhere in the world. National borders mean little when it comes to doing business. Avon, a so-called American company, gets 81 percent of its annual revenues from sales outside the United States. BMW, a German owned firm, builds cars in South Carolina. McDonald’s sells hamburgers in China. * MNCs are any type of international company that maintains operations in multiple countries. Today, companies such as Procter Gamble, Wal-Mart, Exxon, Coca-Cola, and Aflac are among a growing number of U.S.-based firms that get significant portions of their annual revenues from foreign operations. * When organizations do go global, they often use different approaches. At first, managers want to get into a global market with minimal investment. At this stage, they may start with global sourcing. The next step in going global may involve exporting the organization’s products to other countries. In addition, an organization might do importing, which involves acquiring products made abroad and selling them domestically. * Finally, managers might use licensing or franchising, which are similar approaches involving one organization giving another organization the right to use its brand name, technology, or product specifications in return for a lump sum payment or a fee usually based on sales. The only difference is that licensing is primarily used by manufacturing organizations that make or se