公司战略管理英语原文及翻译.docx

Corporate structure and strategy: the case of Nike (lecture prepared by Deron Ferguson, Department of Geography; see sources in notes at end) Why are contemporary corporations forced to restructure, and how are they doing it? How is the structure of a corporation related to its long-term competitive strategy? What are the geographic implications of this relationship with regard to multinational corporations and transnational production? In todays lecture, we will address these questions by looking at the case of Nike. (references for this material) SETTING THE CONTEXT: Post-Fordism, Flexibility, and the athletic footwear industry Before looking at the relationship between Nikes corporate structure and competitive strategy, it will help to review the changing business environment faced by large and small firms alike. The changing business environment faced by firms in advanced capitalist economies and societies is grounded in the transition from Fordism to post-Fordism. The chart below reviews the basic characteristics of this transition. Fordism (post-WWII to mid 1970s)Post-Fordism (past two decades)Production large batches of standardized goods large inventories small batches of nonstandardized goods just in time deliveries of materials Labor collective bargaining (unions) hierarchical management rigidly defined job descriptions implicit contract of workers benefits between the state, business, and labor individual contracts team management multi-skilling (high wage jobs) and de-skilling (low wage jobs) erosion of benefits and the growth of temporary labor Technology inflexible machines incremental innovation programmable machines; CAD systems rapid and radical innovation Government macroeconomic intervention (Keynesianism) and provision of a safety net regulation of industry and antitrust industry-government-union cooperation neoliberalism and dismantling the welfare state deregulation decreasing support for unions decline of the military industrial complex Consumption and Markets mass consumption of standardized goods relative market stability domination of international markets greater demand for niche goods high market volatility intense international competition Corporate Structure vertically integrated large firms rigid corporate organization vertically disintegrated small and medium-sized firms flexible organization; subcontracting Location of Production corporate functions (R&D, production, marketing, administration) located together regional concentrations of production corporate functions dispersed, e.g., R&D in one place, production in another industrial districts and agglomerations (e.g., Silicon Valley.) Buzzwords and phrases standardized; routinized mass production hierarchical acquisitions and vertical integration welfare state flexible small batch production; just in time distributed downsizing neoliberalism The general trend over the past two decades has been a movement from a standardized to a flexible economy (Stutz & deSouza, pp. 358-361). Many exceptions can be found to this conception of how economies are changing (e.g., the recent acquisition of McDonnell Douglas by Boeing), but elements of it can be found virtually everywhere, depending on the type of industry involved. In this example, we will look at the athletic footwear industry. In particular, we can focus on the athletic footwear market as an example of the formation of new, highly volatile, competitive markets. Changes in the footwear industry can be summarized as: footwear production has grown rapidly /Overhead Fig 2 intense competition and market volatility are indicated by the explosion in the number of styles of athletic shoes, and competition among brands /Overhead Fig 1 a key to success in the industry is innovation and the rapid turn-around of design and production however, the production of shoes remains inherently a Fordist, labor-intensive process producers must have output and design flexibility producers must preserve proprietary information and technology, yet be organizationally flexible Nike has succeeded in competing in the footwear industry with the following strategy: remain flexible in a volatile market by using subcontracting relationships overseas in low labor-cost countries. NIKES STRUCTURE AND STRATEGY Nike began in 1964 as Blue Ribbon Sports, a seller of Japanese-manufactured footwear In 1970, as the athletic footwear market grew, the Nike brand name was born In order to gain greater control over production and assembly, Nike opened a plant in New Hampshire in 1973 (which it closed in 1986). The bulk of its production, however, has always been overseas through subcontracting relationships of varying loyalty and intensity. /Overhead Fig 3 Today, 100% of Nikes production is by subcontractors, or production partners. Nike has three type of subcontracting relationships: /Overhead Fig 4 Developed partners: These production partnerships were first in Japan, but are now in Taiwan and South Korea). These partners produce the upper echelon of shoes, or expensive statement shoes, typically in smaller batches (10-25K pairs a day). They are more likely to collaborate in innovations with Nike, many are vertically disintegrated themselves, subcontracting nonproprietary shoe components and materials to other local producers. Those partners which produce solely for Nike receive monthly orders from Nike which dont vary more than 20% to preserve production stability. Volume partners: These are large factories producing large batches of standardized, lower-priced footwear (70-85K pairs a day). Production is routinized and serves multiple (often more than 10) companies, other than Nike (e.g., Reebok). These are capacity contractors-they absorb the market risk associated with cyclical demand. These factories are typically more vertically integrated, owning their own leather tanneries and rubber factories. They are not where the most innovative or state of the art shoes are produced, as these factories produce for multiple companies; for this reason, relationships between Nike and these companies are less loyal. Developing partners: These factories are located mostly in Thailand, Indonesia, and China. These locations offer Nike very low labor costs and a hedge against rising labor costs in other factories or exchange rate risk. These factories are more loyal to Nike; often they are the product of a joint venture between Nike and its developed partners in Taiwan or South Korea. Often, the joint investment into these factories raises their ability to manufacture increasingly sophisticated products more rapidly than if they were producing unaided. Why does Nike pursue this organizational strategy? Shoe production is inherently labor intensive (although technology can vary). Thus, labor is an important input for footwear producers to consider, but the labor process remains largely routine in the assembly of shoe components. Subcontracting relationships provide organizational flexibility, moving market risk to partners, even though production processes remain largely routine. Southeast Asia offers several locational advantages to Nike: i) it is a rapidly growing market; ii) low-wage, semi-skilled labor is plentiful; iii) governments encourage investment and transnational production by relaxing the enforcement of labor standards. Key points to walk away with. The business environment (that is, with respect to markets, regulation, competition, innovation) sets the context in which corporations must strategize to preserve their market share and market power. This strategy involves a careful choice of how best to flexibly structure the firms organization and production, in which geography plays an important role. We have looked closely at this relationship-between corporate structure and strategy-by looking at Nike. By doing so, we have highlighted the fundamental relationship between geography, corporate structure and strategy, and transnational production. Concepts: corporate restructuring multinational corporations transnational production corporate strategy corporate structure flexibility (flexible production; flexible organization) Fordism, post-Fordism subcontracting vertical disintegration globalization New International Division of Labor market volatility 企业结构与策略：耐克的情况下， (lecture prepared by Deron Ferguson, Department of Geography; see sources in notes at end) （演讲准备德隆-弗格森，地理系;票据月底来源） Why are contemporary corporations forced to restructure, and how are they doing it? 为什么是当代公司被迫重组，以及他们是如何做的呢？ How is the structure of a corporation related to its long-term competitive strategy? 相关法团结构，其长期的竞争策略是怎样的？ What are the geographic implications of this relationship with regard to multinational corporations and transnational production? 这关系着跨国公司和跨国生产方面的地理意义是什么？ In todays lecture, we will address these questions by looking at the case of Nike. ( references for this material ) 在今天的讲座中，我们将看耐克的情况下解决这些问题 （ 这种材料的引用 ） SETTING THE CONTEXT: Post-Fordism, Flexibility, and the athletic footwear industry 设置背景： 后福特主义，灵活性，以及运动鞋产业 Before looking at the relationship between Nikes corporate structure and competitive strategy, it will help to review the changing business environment faced by large and small firms alike.在耐克的企业结构和竞争战略之间的关系，这将有助于审查大型和小型企业都面临的不断变化的业务环境。 The changing business environment faced by firms in advanced capitalist economies and societies is grounded in the transition from Fordism to post-Fordism.公司在先进的资本主义经济和社会所面临的不断变化的业务环境，接地在从福特主义到后福特主义过渡。 The chart below reviews the basic characteristics of this transition.下面的图表回顾这个过渡期的基本特征。 Fordism (post-WWII to mid 1970s) 福特主义 （二战后至1970年中期的） Post-Fordism (past two decades) 后福特主义 （过去二十年） Production 生产 large batches of standardized goods 大批量标准化的商品 large inventories 大量库存 small batches of nonstandardized goods 小批量的非标准化的商品 just in time deliveries of materials “准时”交付材料 Labor 劳动 collective bargaining (unions) 集体议价（工会） hierarchical management 分级管理 rigidly defined job descriptions 严格定义的工作说明 implicit contract of workers benefits between the state, business, and labor 工人的福利国家，企业和劳动之间的“隐性契约” individual contracts 个别合约 team management “团队”的管理 multi-skilling (high wage jobs) and de-skilling (low wage jobs) 多种技能（高工资的工作）和斯基林（低工资的工作） erosion of benefits and the growth of temporary labor 利益的侵蚀和增长的“临时”劳动 Technology 技术 inflexible machines 死板的机器 incremental innovation 渐进式创新 programmable machines; CAD systems 可编程的机器; CAD系统 rapid and radical innovation 快速和激进的创新 Government 政府 macroeconomic intervention (Keynesianism) and provision of a safety net 宏观经济干预（“凯恩斯主义”），并提供了一个“安全网” regulation of industry and antitrust 行业监管和反垄断 industry-government-union cooperation 行业政府工会合作 neoliberalism and dismantling the welfare state “新自由主义”和拆除的“福利国家” deregulation 放松管制 decreasing support for unions 减少对工会的支持 decline of the military industrial complex 下降的军工复合体 Consumption and 消费和 Markets 市场 mass consumption of standardized goods 大众消费的标准化的商品 relative market stability 市场相对稳定 domination of international markets 国际市场的统治 greater demand for niche goods 需求较大的“利基”的商品 high market volatility 高的市场波动 intense international competition 激烈的国际竞争 Corporate Structure 企业架构 vertically integrated large firms 垂直整合的大公司 rigid corporate organization 刚性的企业组织 vertically disintegrated small and medium-sized firms 垂直解体小型和中型公司 flexible organization; subcontracting 分包灵活的组织; Location of 地点 Production 生产 corporate functions (R&D, production, marketing, administration) located together 公司各职能部门（RD，生产，营销，管理）一起位于 regional concentrations of production 区域浓度的生产 corporate functions dispersed, eg, R&D in one place, production in another 公司各职能部门分散，例如，在一个地方研发，生产在另一 industrial districts and agglomerations (eg, Silicon Valley.) “工业区”和群（例如，硅谷.） Buzzwords and 流行语和 phrases 短语 standardized; routinized 常规标准化; mass production 批量生产 hierarchical 分层 acquisitions and vertical integration 收购和纵向一体化 welfare state 福利国家 flexible 灵活 small batch production; just in time 小批量的生产，“只是在时间” distributed 分布 downsizing “瘦身” neoliberalism 新自由主义 The general trend over the past two decades has been a movement from a standardized to a flexible economy (Stutz & deSouza, pp. 358-361).在过去二十年的总体趋势已经从“标准化”运动“灵活”的经济（的StutzdeSouza的，第358-361页）。 Many exceptions can be found to this conception of how economies are changing (eg, the recent acquisition of McDonnell Douglas by Boeing), but elements of it can be found virtually everywhere, depending on the type of industry involved.可以发现许多异常经济如何改变（例如，由波音公司最近收购的麦道公司）这个概念，但它的元素，可以发现几乎无处不在，这取决于所涉及的行业类型。 In this example, we will look at the athletic footwear industry.在这个例子中，我们将着眼于运动鞋产业。 In particular, we can focus on the athletic footwear market as an example of the formation of new, highly volatile, competitive markets.特别是，我们可以专注于运动鞋市场形成新的，且极易挥发，有竞争力的市场作为一个例子。 Changes in the footwear industry can be summarized as:在制鞋行业的变化可以概括为： footwear production has grown rapidly / Overhead Fig 2鞋类生产增长迅速/ / 投影图2 intense competition and market volatility are indicated by the explosion in the number of styles of athletic shoes, and competition among brands / Overhead Fig 1激烈的竞争和市场波动的爆炸的“风格”的运动鞋的数量，品牌之间的竞争/ / 投影图1表示 a key to success in the industry is innovation and the rapid turn-around of design and production在同行业中取得成功的关键是创新和快速设计和生产掉头 however, the production of shoes remains inherently a Fordist, labor-intensive process然而，生产的鞋子本质上仍然是一个“福特主义，”劳动力密集的过程 producers must have output and design flexibility生产者必须有输出而设计的灵活性 producers must preserve proprietary information and technology, yet be organizationally flexible生产者必须保留专有信息和技术，但组织灵活 Nike has succeeded in competing in the footwear industry with the following strategy: remain flexible in a volatile market by using subcontracting relationships overseas in low labor-cost countries.耐克公司已经成功地在制鞋行业的竞争与以下策略： 通过分包合同关系，在海外低劳动力成本的国家，在波动的市场中保持灵活性。 NIKES STRUCTURE AND STRATEGY NIKE的结构和战略 Nike began in 1964 as Blue Ribbon Sports, a seller of Japanese-manufactured footwear “耐克”在1964年开始为“蓝丝带体育”，日本制造的鞋类卖家 In 1970, as the athletic footwear market grew, the Nike brand name was born运动鞋市场的增长，在1970年，耐克的品牌名称诞生 In order to gain greater control over production and assembly, Nike opened a plant in New Hampshire in 1973 (which it closed in 1986).为了获得更大的控制权的生产和装配，耐克开了一家工厂于1973年在美国新罕布什尔州（它在1986年关闭）。 The bulk of its production, however, has always been overseas through subcontracting relationships of varying loyalty and intensity.然而，其生产的大部分，一直在海外通过不同的忠诚度和强度的分包关系。 / Overhead Fig 3 / / 投影图3 Today, 100% of Nikes production is by subcontractors, or production partners.今天，耐克公司生产的100是由分包商，或“生产合作伙伴。” Nike has three type of subcontracting relationships: / Overhead Fig 4耐克有三种类型的分包合同关系：/ / 架空图4 Developed partners: These production partnerships were first in Japan, but are now in Taiwan and South Korea). 开发合作伙伴：这些生产合作伙伴关系，首先，在日本，但现在在台湾和韩国）。 These partners produce the upper echelon of shoes, or expensive statement shoes, typically in smaller batches (10-25K pairs a day).这些合作伙伴生产的“最高层”的鞋子，或昂贵的“声明”鞋，典型的小批量（10-25K双）。 They are more likely to collaborate in innovations with Nike, many are vertically disintegrated themselves, subcontracting nonproprietary shoe components and materials to other local producers.他们更有可能在与耐克的创新合作，许多垂直瓦解自己，分包“非专有的”鞋部件和材料，其他地方的生产者。 Those partners which produce solely for Nike receive monthly orders from Nike which dont vary more than 20% to preserve production stability.专为耐克生产的这些合作伙伴，每月收到的订单从耐克变化不超过20，以保持生产的稳定性。 Volume partners: These are large factories producing large batches of standardized, lower-priced footwear (70-85K pairs a day). 音量合作伙伴：这些都是大工厂生产的大批量的标准化，售价较低的鞋类（70-85K双）。 Production is routinized and serves multiple (often more than 10) companies, other than Nike (eg, Reebok).是程序化的生产和供应多个（通常超过10个）的公司，耐克以外（例如，锐步）。 These are capacity contractors-they absorb the market risk associated with cyclical demand.这些“能力”的承包商 - 他们吸收的市场风险与周期性需求。 These factories are typically more vertically integrated, owning their own leather tanneries and rubber factories.这些工厂是典型的垂直整合，拥有自己的皮革制革厂和橡胶工厂。 They are not where the most innovative or state of the art shoes are produced, as these factories produce for multiple companies; for this reason, relationships between Nike and these companies are less loyal.他们是最具创新性的或“国家的艺术”鞋生产，这些工厂生产的多个公司，因为这个原因，耐克公司与这些公司之间的关系是不太忠诚。 Developing partners: These factories are located mostly in Thailand, Indonesia, and China. 开发合作伙伴：这些工厂大多位于泰国，印度尼西亚和中国。 These locations offer Nike very low labor costs and a hedge against rising labor costs in other factories or exchange rate risk.这些位置提供耐克非常低廉的劳动力成本和对其他工厂的劳动力成本上升或汇率风险“对冲”。 These factories are more loyal to Nike; often they are the product of a joint venture between Nike and its developed partners in Taiwan or South Korea.这些工厂更忠于耐克，他们往往是耐克公司和其开发的合作伙伴在台湾或韩国之间的合资企业的产品。 Often, the joint investment into these factories raises their ability to manufacture increasingly sophisticated products more rapidly than if they were producing unaided.通常情况下，进入这些工厂的联合投资，提高他们的制造能力日益复杂的产品比，如果他们产生肉眼更迅速。 Why does Nike pursue this organizational strategy?耐克为什么不追求这个组织的战略？ Shoe production is inherently labor intensive (although technology can vary).擦鞋生产本质上是劳动密集的（虽然技术可能有所不同）。 Thus, labor