海尔集团与供应商的双赢战略 海尔集团的供应链管理.docVIP

海尔集团与供应商的双赢战略海尔集团的供应链管理 海尔集团与供应商的双赢战略海尔集团的供应链管理 For the exclusive use of L1. LU 9-705-449REV: FEBRUARY 7, 2006 MIKO?AJ JAN PISKORSKI Note on Corporate Strategy The course has so far focused on freestanding businesses competing in a single-product market. We have examined the choices that these businesses make in order to increase customers’ willingness to pay without incurring a commensurate increase in opportunity cost. A given business’s choices amount to a competitive strategy, which determines its ability to generate and capture rents. Large corporations, however, tend to be composed of multiple business units competing in different markets. Take, for example, National Paper, a corporation comprising four business units: Lumber, Paper, Cardboard, and Tissue. The corporation is schematically illustrated in Figure A, where four solid dots represent business units owned by National Paper and the dotted oval represents the boundary of the firm. The arrows inside the oval indicate flows of outputs among units. Figure A National Paper’s Multimarket Presence LumberPaperNational Paper CardboardTissue Source: Casewriter. ________________________________________________________________________________________________________________ Professor Miko?aj Jan Piskorski prepared this note as the basis for class discussion. Copyright #039; 2005 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-9800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to //.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. This document is authorized for use only by Lu Lu in Strategic Management_Fall2012_Shanghai Jiaotong_U taught by Weilei (Stone) Shi from November 201