发布时间 : 星期二 文章运营管理复习题第2章更新完毕开始阅读
CHAPTER 2
OPERATIONS STRATEGY
第二章 运营战略
Chapter Overview 本章概述
This chapter discusses operations strategy and its relationship to the strategies of other functional areas, as well as the organization’s overall strategy. It discusses the various operational strategies that are derived from competitive priorities. The classical competitive priorities are low cost, high quality, fast delivery, and flexibility, with service emerging in the 1990s. New competitive priority may come from environmentally friendly processes and environmentally friendly products, as well as the use of information. This chapter also examines Terry Hill’s concept of order-qualifiers and order-winners. Finally, it discusses the integration of goods and services in obtaining competitive advantage
本章介绍了运营战略的基本概念和内容以及运营战略与企业其他职能战略之间的关系，还有运营战略与企业总体战略之间的关系。阐述根据企业竞争优势所采取的不同运营战略。传统的竞争优势是低成本，高质量，快速交货，柔性以及20世纪90年代出现的服务优势。新的竞争优势可能会是环保工艺和环保产品以及信息的应用。本章还介绍了德瑞·希尔教授的订单资格要素和订单赢得要素的概念。最后，本章阐述了将产品与服务结合所产生的竞争优势。
Major Points of Chapter 本章要点
1. Operations strategy must be compatible with other functional strategies, and also with the
overall business strategy. 1．运营战略必须与企业其他职能部门的职能战略相结合，并与企业的总体战略保持一致。 2. Two major trends have impacted the role of operations strategy--globalization, and
technology. 2．两个影响运营战略的新趋势是经济全球化趋势与技术发展的趋势。
3. Operations strategies are derived from the competitive priorities, which include low cost,
high quality, fast delivery, flexibility, and service. New sources of competitive advantage may come from environmentally friendly processes and environmentally friendly products, and from the use of information.
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Operations Strategy
3．运营战略缘于企业的竞争优势，包括低价格，高质量，快速交货，柔性和服务。新的竞争优势可能会是环保工艺和环保产品以及信息的应用。
4. The traditional view is that the various competitive priorities are traded-off against each other.
However, many organizations are now finding it important to excel in all areas simultaneously. 4．传统理论认为各种竞争优势是互相冲突的。但是，现在很多企业发现同时具有很多种优势很重要。
5. Terry Hill has developed the strategic concept of “order-qualifiers” and “order-winners.”
Order-qualifiers can be defined as the minimum elements or characteristics that firm or its products must have in order to even be considered as a potential supplier or source. Order-winners are the characteristics of a firm or product that distinguishes it from its competition so that it is selected as the source of purchase.. 5．德瑞·希尔提出了订单资格要素和订单赢得要素的概念。订单资格要素可以定义为允许一个企业或产品参与市场竞争，甚至成为进入市场的一个潜在的最低条件或标准。订单赢得要素是一个企业或产品的特性与其竞争对手相比所具有的不同优势要素，赢得消费者信赖的要素。
Review and Discussion Questions 复习与讨论题
1. What is meant by competitiveness?
This refers to the relative position of a firm in relation to its competitors. 1．描述竞争力的涵义。
竞争力是企业在其竞争相关市场内的市场地位。
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Operations Strategy
2. Identify the different types of competitive priorities? How has their relationship to each
other changed over the years? The four major competitive priorities are cost, quality, delivery, and flexibility, with service emerging during the 1990’s as a fifth priority. In the sixties, these priorities were typically viewed from a tradeoff’s perspective. For example, this meant that improving quality would result in higher cost. However, more recent thought posits that these priorities can improve simultaneously, and in many industries may be necessary for success.
2．构建运营战略的不同类型的竞争优势要素有哪些？不同经济时代的优势的竞争要素有何变化？
最主要的竞争优势有成本，质量，交货，柔性以及20世纪90年代出现的服务五种要素。这些竞争优势要素来源于传统的商业竞争理论。例如传统理论认为提高产品质量势必会使成本增加。但是，更多的新理论认为这些竞争优势可以同时存在，这对很多工业企业的成功是很重要的。
3. For each of the different competitive priorities, describe the unique characteristics of the
market niche with which it is most compatible. Cost is most compatible with products that are commodities (i.e., highly standardized products with many alternative suppliers). Quality provides companies a means of (1) differentiating a product and winning orders or (2) competing in a market and qualifying for orders. Quality is now pervasive among all market niches in that customers now expect high quality. Speed and reliability of delivery are essential in certain markets. Customers, in almost all markets value fast, reliable delivery. In addition, reliable delivery may be a competitive advantage in some regions of the world where delivery is difficult due to geographical or political reasons. Flexibility is important where customers demand low volume but wide varieties of products. Service is emerging in a variety of marketplaces as customers are expecting more services. This includes traditional manufacturing organizations. 3．请描述最适合各个竞争优势要素的市场特征。
成本优势适合于商品市场（例如有许多可以提供高标准的产品的供应商）。质量优势对于企业意味着（1）为顾客提供有差异的产品，具备订单赢得要素（2）具有进入市场竞争的订单资格要素。客户希望得到高质量的产品，质量优势存在于任何一个市场竞争中。交货速度和交货可靠性在市场竞争中很重要。几乎所有的顾客都希望企业有可靠的快速的交货能力。另外，交货的可靠性在一些由于地理和政治原因很难准时交货的地区是很有竞争优势的。柔性是指顾客需要小批量样式种类多的产品。服务是最近几年兴起的，它适合于顾客希望得到更多服务的市场中。这其中也包括了传统制造企业的组织。
4. Describe the difference between order-qualifiers and order-winners? What is the
relationship between these two over time? Order qualifiers are characteristics of products that meet the basic requirements of the customer. In other words, their product qualifies for consideration. Order winners, on the other hand, are characteristics that exceed the basic expectations of the customer. Therefore, products possessing “order winners” will be the selected over items that possess “order qualifiers” characteristics. It should be noted that different customers for a given product category may
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Operations Strategy
value different criteria, and that these criteria may change over time. Criteria that may be used include price, availability, conformance quality, product reliability, and on-time delivery. 4．订单资格要素与订单赢得要素之间有何区别？两者之间的关系是如何随时间变化的？ 订单资格要素是指产品的特性要满足顾客最基本的要求，也就是考虑产品有进入市场的资格。订单赢得要素是指企业产品的特性超越了顾客基本预期的特性。因此 拥有订单赢得要素的产品早就具有了订单资格要素。不同的顾客对产品有不同的标准取向，这些标准还总是在变化的。标准可能包括价格，可用性，产品可靠性和定期交货。 5. Explain the concept of the core capabilities within an organization.
Core capabilities allow the organization to establish it competitive priorities in the marketplace. These core capabilities are a set of skills that allow an organization to differentiate itself from its competitors, and should be aligned with the goals of the organization. 5．解释企业核心能力的概念。
企业核心能力就是要企业在市场竞争中建立自己的竞争优势。这些核心能力是企业区别与其他竞争对手的技能，企业核心能力要与企业目标相结合。
6. How does understanding a Customer’s Activity Cycle allow a firm to achieve a competitive
advantage in the marketplace? The Customer’s Activity Cycle consists of three parts: pre-purchase activities, purchase activities, and post-purchase activities. By understanding this process, a firm can identify and understand the different elements from these categories. With this information, the firm can better address each of these components and improve its competitive position. Hopefully, by following this approach, it will allow a firm to possess “order-winner” characteristics. 6．任何理解客户活动生命周期与企业获得市场竞争优势的关系？
客户活动生命周期包括三部分：（1）购买前活动；（2）购买活动；（3）购买后活动。理解了这一过程，企业可以识别和掌握生命周期的每一阶段的特征。通过这些信息，企业可以更好的组织资源来提高市场竞争地位。我们希望通过以上活动使企业具有订单赢得要素。
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