Which eldest brother has the answer to the case analysis of enterprise strategic management? . Lepao

Case Analysis-[Case 1] The Future of Jingjing Campus

Jingjing Campus is a new type of private school, which provides special training for college students and high school students in summer alternative courses for group projects such as mountaineering, adventure and sailing, as well as team cooperation courses for on-the-job personnel. Ada, the founder of the school, is a successful entrepreneur. He loves mountaineering and firmly believes that it is a perfect sport to exercise personal qualities and learn the spirit of collective cooperation. (Advantages 1: Positioning)

In Ada's view, this school is a non-profit enterprise, but it must maintain its own operation anyway. Without sufficient funds, it is impossible for the school to develop. Since the school opened, the number of students has increased year by year. (Advantage 2: The market is getting bigger and bigger, and students also recognize it)

School courses are mainly divided into two categories, one is general courses, the other is characteristic courses. General education course is the initial project of the school, aiming at the collective training of college and middle school students. Every summer vacation, there are always a large number of students signing up for mountaineering, exploration and other projects full of freshness. Although this part of the income accounts for 70% of the total operating income of the school, such projects are unprofitable (disadvantages 1: unprofitable, reflecting management problems). Special courses are short-term team training (related to general courses) specially provided for some large companies at their request. This part of the course is recently opened and has been well received by managers of major companies. In informal feedback, they all think that they have benefited a lot from these courses, and their company is willing to continue to expand cooperation with Jingjing Campus. At the same time, such courses have brought huge profits to the school. (Opportunity 1: It shows that the featured courses are in demand and profitable. However, when implementing characteristic courses, Ada and his friends also have doubts: this kind of course is very commercialized, and if it is excessively expanded, it may damage the image of "elite campus". In addition, the students of specialized courses are mostly middle and senior managers, and time is very tight. Therefore, once the course is established, it cannot be changed, so there will always be conflicts with ordinary courses.

In the early days of the school, Ada didn't pay special attention to management. He thinks it is very simple: every summer, the school begins to enroll students and closes at the end of the summer vacation. However, with the increasing popularity and registered students, the school has become more and more large and complex, and management problems and financial situation have begun to be concerned. The most obvious thing is that schools are too busy in summer, lack of facilities, and idle equipment and personnel in off-season. He also found that he could not find enough skilled and experienced teachers to do short-term jobs, but it was too expensive to hire them all the year round. (Disadvantage 2: insufficient resources, management problems) At the same time, there are similar competitors in society. (Threat 1: Substitute appears) The school is facing internal and external evaluation and strategic direction re-determination.

In this case, where do you think the future of Jingjing Campus is?

[question]

1. How do you think Jingjing Campus should be positioned in the future?

2. How to develop the project portfolio of Jingxing Campus?

3. How do you think the operation and management of Jingjing Campus should be improved?

Analysis: 1. Even though ordinary courses account for 70% of the school's total operating income, they are still unprofitable, the school's operation is difficult to maintain, and similar competitors have emerged. Therefore, the future positioning should make full use of brand advantages, realize scope economy and spread risks; Introduce a market-oriented competition mechanism to maintain the vitality and competitiveness of the school. In order to maintain the brand.

2. Through the objective evaluation of the project portfolio, there is a certain correlation. The development of project portfolio should be based on ordinary courses, appropriately increase characteristic courses and gradually transition to offering characteristic courses.

(1) On the strategic level, the company should adopt a diversified strategy.

(2) On the level of competitive strategy, differentiation and centralization strategies should be adopted.

(3) On the level of functional strategy, the overall marketing strategy and talent development strategy should be adopted.

3. Problem: The summer vacation is too busy and the facilities are insufficient, while the equipment and personnel are idle in the off-season. Can't find enough instructors. Solution:

(1) Introduce advanced technology and operation management methods, organically combine human, financial and material resources, rationally allocate resources and improve the utilization rate of limited resources.

(2) Set up a reasonable project portfolio, make a perfect teaching plan, and make the off-season develop in a relatively balanced way. Solve the shortage of facilities and equipment. For example, resolving conflicts in curriculum arrangements.

(3) Recruiting, training, borrowing and deploying teaching management personnel to establish a relatively stable teaching management team.

(4) Characteristic management, improving service quality: Reality shows that ordinary courses are difficult to maintain the operation of schools, so it is necessary to highlight the characteristics of their own market positioning.

(5) Strengthen marketing: increase publicity for schools, establish effective enrollment departments, and actively strengthen cooperation with enterprises. Such as organizing or undertaking various competitions for commercial operation.

(6) Reasonable design of charging standards and cost control. Strive to protect capital and make small profits.

(you can use diversified knowledge, product mix strategy, human resource management, production strategy and other knowledge analysis, which is more flexible)—

[Case 2] Management Strategy of Shanju Station (5438+2005 10/June)

Shanju station is located on the edge of a famous scenic spot, next to the national highway, and a large number of tourists come to this scenic spot through this highway every year. (opportunity 1: market development potential)

When he bought Shanju Inn two years ago, Luo Sheng was full of confidence. As an experienced tourist, he thinks what tourists really need is a simple but convenient room-a comfortable bed, standard toilet facilities and free cable TV. High-end facilities like public swimming pools are unnecessary. And he thinks that what matters is not the service provided, but the management. But after receiving customer complaints, he added a simple free breakfast. (Disadvantage 1: unable to meet customer demand)

However, the business situation is worse than he expected. In the past two years, the occupancy rate has been maintained at around 55%, while the statistics of the local tourism bureau show that the average occupancy rate of hotels in this area is 68%. There is no doubt that the competition is fierce. In addition to many high-end hotels, there are many small family hotels competing. (Threat 1: Many competitors and fierce competition)

Actually, it's not that Luo Sheng doesn't know these things, but he thinks that high-end hotels are too expensive, while family-style hotels are very informal. Xiangshan Residence Station, a hotel with standard service features and low price, should have a good market (advantages 1: certain market positioning). But now he feels that things are not as simple as he thought. Recently, it was reported that the Tourism Bureau had decided to build more large hotels in the local area. Lawson found himself at a disadvantage and even decided to withdraw from the market.

At this time, he got a large inheritance from his relatives, which made him hesitate. Maybe this is an opportunity to bring the mountain house back to life? He began to seriously study the market environment.

From the beginning, Luo Sheng avoided direct competition with full-service resort hotels. His method is to cut off "unnecessary services", which makes the house price of Shanju Station lower than theirs by 40%. The guests who lived there thought it was worth the money, but many tourists turned around and went to other houses.

Luo Sheng is very interested in the results of the local tourist survey recently released by the Tourism Bureau:

1.68% tourists are young or childless old couples;

2.40% tourists booked rooms and travel plans two months ago;

3.66% tourists stayed in the same hotel for more than three days;

4.78% tourists think that the leisure facilities of the hotel are very important for their choice; (Disadvantage 2: Can't meet customer needs)

5.38% of the tourists are here for the first time.

After receiving the above information, Luo Sheng pondered whether to withdraw from the market, use the money to support the elderly, or continue to operate. If you continue to operate, do you want to operate as usual or change the business strategy of Shanju Station?

[question]

1. What is the main reason for the unsatisfactory management of Shanju Small Stack?

2. What do you think of the development prospect of Shanju Station?

3. How to change the unfavorable situation of mountain station?

Analysis: 1. The misunderstanding of customer demand is the main reason for the unsatisfactory operation of Shanju Small Stack. A survey of local tourists released by the Tourism Bureau shows that 78% of tourists think that the leisure facilities of hotels are very important to their choice, and he thinks that what tourists really need is simplicity, but

2. The development prospect of Shanju Inn is very optimistic: more and more people regard tourism as a necessary way of leisure, with great market potential and hotel industry potential; Shanju station has its own market positioning.

3. The methods to change the unfavorable situation of mountain residence small stack are as follows:

(1) Pay attention to service: The main purpose of tourists is leisure and vacation, and they attach great importance to hotel entertainment services.

(2) Characteristic management: reality shows that low price is no longer the main form of competition, and it is necessary to highlight the characteristics of its own market positioning.

(3) Strengthen marketing: 40% of tourists booked rooms and travel plans two months ago; In view of this, on the one hand, it is necessary to increase the publicity of Shanju Inn and establish effective channels for passengers to book hotels, such as actively strengthening cooperation with travel agencies and reservation centers.

[Case 3] Competition of "established" enterprises (examination questions in July 2004)

Christina Beer successfully acquired a brewery in C City, a city with a population of 3 million in the west of China, which not only achieved an absolute monopoly of more than 95% of the market share in this city, but also reached more than 60% of the market share in the province, becoming a veritable leader in the beer industry in this province.

There is a Jinbei beer company within 0/00 km of C City/KLOC-,which was also the boss of the whole province three years ago. Recently, however, due to poor management, Jinbei Beer was sold to an overseas company as a whole.

After being acquired, Jinbei Beer immediately spent nearly 100 million yuan on technical transformation, and invited experts from the world's fourth largest brewery to pay close attention to quality. But the new boss knows very well that the short board of Jinbei Beer Company is marketing. In order to win the market of C city in one fell swoop, Jinbei hired three marketing elites from foreign companies at all costs, recruited more than 20 college students with high salaries, and made great efforts in training.

The beer market in the province is characterized by strong seasonality, mainly in late spring and early summer, which lasts for more than half a year. A year's war is basically decided in April, May and June. As a fast-moving consumer goods, the distribution network of beer is relatively stable, mainly controlled by large first-class wholesalers. Jinbei beer did not choose to attack head-on, but mainly relied on direct selling as a means of distributing goods for market introduction, and the sales team rushed to tens of thousands of retail terminals all over C city to grab food.

Jinbei Beer's offensive began in January before the Spring Festival, and successfully launched the suspense advertisement of 65438+ 10/8 that it was going to snow in C City, with a free gift. Coverage and repeat purchase rate have greatly exceeded the expected target. However, while winning the championship in the first round, Jinbei also encountered internal management problems. The company put too much emphasis on sales and put aside the settlement process, financial system and monitoring mechanism. The sales team has become impetuous and arrogant, and even the top-down effect is not in vain. The company let some city managers do their own dealers, use the company's trucks and sell the company's goods on credit to make money in business and get the manager's salary. There is a headless account in the warehouse, and there is nothing to check. I don't even know where I went.

In the face of competition, Christina Beer is still full of confidence in the future while reviewing its failure. They think that if there is not enough production as a guarantee, the market share won by competitors in the off-season will definitely decline; Moreover, Christina's distribution channels have not been affected, and Jinbei Company's forced entry into retail outlets is only the infiltration of ground positions.

Now, the peak season of beer sales, that is, the time to win, is coming. How do you think Christina beer should repel its competitors and consolidate its market leading position?

[question]

(1) SWOT analysis was used to analyze the environment faced by Christina beer.

(2) How to evaluate the competitive strategy of Jinbei Beer?

(3) What strategy should Christina beer adopt?

Analysis: 1. SWOT analysis was used to analyze the environment that Christina beer faced.

(1) Advantages S: high market share of products (in the city: over 95%; The whole province: more than 60%); Have certain production and processing capabilities;

(2) Disadvantages W: the sales team is not strong, the market is not subdivided, and the products have no characteristics;

(3) Opportunity O: Have a high customer base, and the product has a certain influence in the local area;

(4) Threat T: Competitive pressure from Jinbei beer.

2. Evaluate the competitive strategy of Jinbei Beer:

(1) Marketing is its main weakness in the competition (in the original words of the case: "The short board of Jinbei Beer Company is marketing". Strengthening marketing is the key and core to improve competitiveness.

(2) Being eager for quick success and instant benefit in the competition, lacking long-term and overall consideration. (The original words in the case: "The company overemphasizes sales". Don't write when answering questions)

(3) We can't focus on the characteristics of beer sales (the original words in the case: "The beer market in the province is characterized by strong seasonality, so don't write it when you answer the question).

(4) Ignoring the establishment of stable sales channels is its main weakness. (Original words in the case: "Golden beer, golden beer"

3, Christina beer should adopt the strategy:

(1) On the corporate strategy level, market penetration strategy should be adopted.

(2) On the level of competitive strategy, we should adopt differentiation strategy.

(3) On the functional strategy level, it is advisable to adopt the overall marketing strategy, develop brands for different target markets and strengthen the promotion activities of Jinbei Beer.

[Case 4] Network Generation Development Strategy

Network generation company is a newly established high-tech small enterprise with new technology. It relies on a technology called collaborative filtering (advantage 1: the company has core technology), which is similar to the "firefly technology" abroad. The principle is to let users establish agents through the "filtering" function, and then constantly refine the network generation's understanding of customers. When a user browses the Internet to find the information he needs or the information that suits his taste, he can carry his "Internet Pass". When he comes across a website that supports "filtering" function, he can get relevant introductions and suggestions. Another important function is to automatically retrieve and classify users' interests and hobbies by establishing agents on the filter, so that people with similar interests can share their interests and hobbies and form a like-minded virtual small community. (Advantage 2: product positioning)

Netacting is confident that this technology will be popularized all over the country, and some venture capitalists think so, so they have injected a lot of R&D funds. However, after the product came out, many people were interested, but after using it for a period of time, users found many inconveniences, the most important of which were two points:

First, there are not many websites that support this filtering technology, which makes users often find information that suits them. They say that using search engines is better than using the Internet instead of filters.

Second, this technology is still not powerful and detailed enough, especially not flexible enough. Users put forward higher intelligent requirements for filters. (Disadvantages: the product is immature)

Obviously, the market feedback is not encouraging, and investors are beginning to waver. At this time, the network generation company concentrated on the technical elite and upgraded the filter technology in an all-round way, which was powerful and rich. (Advantage 3: The product tends to be mature) At a demonstration meeting, the demonstration of NetGeneration company attracted the attention of a large multinational company. Its representatives hope to hire NetGeneration Company to collect and analyze market information with its filtering technology for a long time, provided that NetGeneration no longer uses this filtering technology for other customers in the market.

The shareholders of the company have a heated debate about the future of the Internet generation. Some investors think that we should accept the generous terms of that large multinational company, because this technology is maturing rapidly. Online generations found many imitators at the demonstration. They saved costs through imitation and gained a price advantage in the open market (threat 1: imitator). Although the technology of network generation is one step ahead now, it is hard to say what will happen in the future.

Other investors are firmly opposed to turning NetGen into a data collector and analyst. They insist that as long as they keep innovating, they can stay ahead in technology. More importantly, NetGeneration has gained a leading brand reputation in this market (advantage 3: brand effect). The key now is to rapidly expand the websites that support the filtering function. In an authoritative survey, they found that more than 90% websites are willing to support this technology to get more click-through rate (opportunity: demand). In their view, as long as they spend some money to innovate equipment for these sites, NetGeneration can make the company develop rapidly. But they also admit that filtering technology has been rapidly popularized and the competitiveness of many other imitators is rapidly approaching. (Threat 2: Rapid Market Maturity)

What do you think of the future development of the Internet generation?

Analysis: Netacting company is engaged in emerging industries, which has five basic characteristics: uncertainty, risk, relative superiority, consistency, and the establishment and division of new enterprises. For network generation companies, products have a certain market positioning and a certain market demand. After the upgrade, the products are gradually recognized. 1. If you accept the conditions, the network generation company will get favorable conditions, but this is a typical quick success and instant benefit behavior, which is not conducive to stimulating innovation ability and the long-term development of the enterprise, such as losing the market. If you don't accept the conditions, you will face fierce market competition. Uncertainty increases the risk. Therefore, the future development needs (1) filter, which is the core product of network generation company. Continue to increase investment to make products perfect and mature as soon as possible. (2) Strengthen intellectual property protection. (3) Strengthen publicity, continue to maintain brand advantages, and expand sites that support filter functions. (4) Reduce the cost. The network generation company still has something to do.

(This case can be solved with the knowledge of emerging industries or R&D strategies. This kind of problem is flexible and can be analyzed by "five forces" and SWOT analysis tools. )

[Case 5] Strategies and changes of private enterprises in the development and transformation period

After 12 years' efforts, Mr. Li's Hengda Group has a solid competitive strength and foundation, and is considering a higher level of development. At present, the company has total assets of 200 million yuan, annual sales revenue of 300 million yuan, annual net profit of 65.438+million yuan (advantage of 654.38+0: strong strength), and sales revenue and profit increase by 654.38+05% annually. (The market is growing fast, and it is a Taurus enterprise)

Pharmaceutical industry and light industry are the two pillar industries of the Group. Pharmaceutical companies have advanced equipment and several basic drugs, but at present they lack new special drugs and their profits are stable. The market demand of light industry is growing rapidly, and the demand for products is in serious shortage. However, the market entry threshold of this industry is low, there are many manufacturers and the competition is fierce. (Diversified operation, but uneven development)

The company's current difficulties are directly reflected in: financing difficulties, the company has very promising projects, and the enterprise foundation is solid. However, as a private enterprise, there is a lack of financing channels, and the funding problem has become the bottleneck of enterprise development; In terms of personnel, although the veterans who accompanied Mr. Li to start a business in the company have high loyalty but do not have modern enterprise management ability and quality, they are also difficult to replace, and the company's talent introduction, training and incentive mechanism has not yet been established, so it is difficult to break through the talent shortage problem for a while. (Disadvantages: financing difficulties, personnel problems)

Mr. Li is aware of the cruelty and urgency of future competition. He must complete the transformation from enterprise to modern enterprise in a short time, complete the transformation of old enterprises, establish clearer strategic development ideas and expand the scale of enterprises rapidly. To this end, he hopes to carry out enterprise reform in the following aspects, so that enterprises can have further development at a higher level.

1. The formulation of enterprise strategy: method and framework

2. Smooth adjustment of the company's top management and the construction of human resources system.

3. Capital operation ideas in line with the actual situation of the company

Please give your opinion on the above three questions.

Analysis: 1. The formulation of company strategy includes three links: strategic analysis, strategic formulation and strategic implementation. The three links are a dynamic process of mutual connection, repeated circulation and continuous improvement. Among them, strategic analysis mainly includes internal and external environment analysis and strategic goal setting; Strategy formulation mainly includes the evaluation and selection of company strategy, competitive strategy, functional strategy and strategic plan; Strategic implementation mainly includes strategic implementation and strategic control.

2. The outstanding problem in the management of private enterprises is family management. This family management model used in the early stage of entrepreneurship has incomparable advantages in a certain stage and scope. But when the enterprise develops to a certain stage, its disadvantages are obviously exposed. The historical habits of enterprise development make them often behave as restless outsiders, cronyism, excessive centralization, seniority and so on. Therefore, the employment mechanism needs to be further improved and standardized: (1) create a modern corporate culture atmosphere, so that all employees have * * * peers as the criterion. (2) Establish human resource management institutions to improve the professionalism of staffing. (3) Strengthen human capital investment. (4) Establish and improve the system and long-term effective salary incentive mechanism. Small and medium-sized private enterprises have considerable advantages in human resource management, such as few organizational levels and sensitive response to the market; Flexible mechanism is conducive to attracting outstanding talents. If the above problems can be solved reasonably, it will greatly improve the present situation of human resource management in enterprises and become an important source for enterprises to win competitiveness. The personnel system has changed from cronyism to scientific management, and it relies on an advanced employment system to recruit scientific and technological talents and management elites. Only in this way can enterprises grow and develop.

If the top management of the company wants to adjust smoothly, (1) balance the interests with the elders and fully affirm the contributions made by the elders in a pioneering process. (2) Do a good job of communication. The second venture needs talents with modern enterprise management ability and quality, which has convinced the elders that the newcomers have surpassed them. (3) Take the old with the new, adopt the strategy of entrusting the right to use, and gradually transition, so that people can have loyalty.

3. The idea of capital operation (1) in line with the company's actual situation changes from family system to modern company enterprise system in due course. Separate the two poles of management right and ownership, and break through the single property right model of family-owned enterprises. (2) Realize the diversification and liquidity of property rights through the capital market. The diversification and liquidity of property rights can constitute a multi-investment subject that supervises and supports each other, which is conducive to the rapid growth and expansion of enterprises.

(3) listing. Increase financing means. (4) Implement financial strategy, rationally allocate resources, reduce operating costs and maximize capital gains.

(Flexible use of strategic management, human resources, financial strategy and other knowledge for analysis. )

[Case 6] Development Strategy of "Royal Taste Garden"

"Yuweiyuan" is a large Chinese food chain, and Changsheng is the manager of one of them. This shop is located in S city. Manager Chang found that many old people in S city are willing to come to his shop for breakfast, and it seems that they want a 10 set meal and free tea. These old people are not ordinary regulars. They come almost every morning at 8: 00, then ask for a set meal, sit for three or four hours, have tea and chat with friends. The employees in the manager's shop are very friendly to these regulars and always call them "Zhang Lao" and "Wang Lao", and these customers are also very kind to employees and call them by their first names. This intimate relationship between them is also in line with the principle of chain stores keeping friends with customers. Manager Chang also likes this kind of atmosphere, and feels like members of a big family. (Advantages 1: loyal customer base)

These customers hardly order other food, but they are very polite and warmly welcome every new customer who comes in, whether they know him or not; They are also familiar with each other; When they leave, they will clean the desktop. They usually gather at breakfast, and the scale is more than 100. The restaurant is not crowded for the time being, but if the number of people continues to grow, I'm afraid it will be slightly narrow. Manager Chang found that these elderly customers are usually between noon 1 1 and 12, and leave one after another before lunch is crowded.

Manager Zhang is now facing a dilemma. On the one hand, his restaurant has gradually gained the reputation of "sunset red" restaurant outside. (Advantage 2: having a certain brand) Some young customers who want to spend more money are reluctant to patronize his restaurant. (Disadvantage: losing part of the market) This is what he doesn't want to see, and there is a lot of pressure. He very much hopes that the restaurant can have a higher turnover rate to achieve growth, and these old customers seem to have been sitting for too long. However, he feels that these amiable old customers are very valuable resources and he gets along well with them. He knows that these old people like going to the opera very much, and he is considering whether to increase this project and increase the cost appropriately, such as adding 2 yuan to the program fee for each person. He suspects that the old people should be willing to accept this fluctuation.

So, how should manager Chang choose the future development strategy of the restaurant?

Analysis: Market positioning plays an important role in the future development of a company. If the market positioning is wrong, the company's business development will be seriously hindered, that is, get twice the result with half the effort. However, the market positioning is not static, and it will be constantly adjusted and improved with the development of the company, and even great changes may occur. In a word, everything should meet the market demand.

At the beginning of starting a business, the market must not be positioned in the elderly market. Then, after a period of operation, Yuweiyuan has gradually gained a deep influence among the elderly, and its reputation is getting bigger and bigger, even with the reputation of sunset red. Then this has gradually reflected the market demand for the catering industry.

Of course, the low consumption level of the elderly and the long sitting time have affected the business of restaurants to some extent. But if we consider and give appropriate guidance from the following aspects, I think it is not difficult for managers to make a choice.

First of all, the reputation of sunset red is not available in general restaurants. It reflects the achievements of managers and employees and the recognition of the imperial garden by specific consumers in the market. This is an intangible asset, and its value will increase exponentially if it is managed reasonably.

Second, the elderly are more loyal to consumption than the young. Young people may try all kinds of restaurant tastes, but old people are different. You know, the cost of developing new customers is much higher than that of maintaining old customers.

Third, highlighting the characteristics, seeking differences and avoiding unnecessary competition are also applicable to the catering industry. The key is to identify customers' tastes. At present, the catering industry is mostly oriented by the category of dishes, while Yuweiyuan can be oriented by the consumer group, and gradually guide the targeted consumer group from the elderly to the middle-aged and elderly people and families with the harmony and warmth of a family. The types, varieties and grades of dishes can be appropriately increased.

Fourth, develop relevant market planning activities and service projects for specific consumer groups. For example, co-producing activities with TV stations to respect and love the elderly, such as launching birthday meals to attract customers' whole families to celebrate their birthdays for the elderly, launching various projects at appropriate time periods to attract elderly customers, and sending special services to their homes.

Fifth, increase the introduction of cultural atmosphere. The introduction of long-standing culture can attract middle-aged and elderly people with high consumption level. However, it is suggested that when entertainment items are introduced, the harmonious and warm atmosphere of the whole restaurant should not be destroyed, and it should not become a noisy teahouse.