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1 corporate strategy
Gen Mgtthe direction an organization takes with the objective of achieving business success in the long term. A number of models such as Michael Porter’s Five Forces model and Gary Hamel and C. K. Prahalad’s model of core competencies have been used to develop corporate strategy. More recent approaches have focused on the need for companies to adapt to and anticipate changes in the business environment. The formulation of corporate strategy involves establishing the purpose and scope of the organization’s activities and the nature of the business it is in, taking the environment in which it operates, its position in the marketplace, and the competition it faces into consideration. Corporate planning and business plans are used to implement corporate strategy. -
2 corporate brand
Gen Mgtthe coherent outward expression projected by an organization. A corporate brand is a product of an organization’s corporate strategy, mission, image, and activities. Corporate brands distinguish organizations from their competitors, orient the organization in the minds of customers and employees, and create a perception of what an organization stands for. There is much debate about the precise nature of corporate brands, and about their depth. Corporate branding has been seen as a superficial quick fix to restore a company’s tarnished image or revitalize an ailing company. It requires board level coordination, however, and rather than being arbitrarily imposed on an organization, it is actually a product of the sum of its activities. Changing a corporate brand, or rebranding a company, can only be accomplished by changing strategy and activity within the company. -
3 strategy
Gen Mgt, HRa planned course of action undertaken to achieve the aims and objectives of an organization. The term was originally used in the context of warfare to describe the overall planning of a campaign as opposed to tactics, which enable the achievement of specific short-term objectives. The overall strategy of an organization is known as corporate strategy, but strategy may also be developed for any aspect of an organization’s activities such as environmental management or manufacturing strategy. -
4 corporate planning
Gen Mgtthe process of drawing up detailed action plans to achieve an organization’s aims and objectives, taking into account the resources of the organization and the environment within which it operates. Corporate planning represents a formal, structured approach to achieving objectives and to implementing the corporate strategy of an organization. It has traditionally been seen as the responsibility of senior management. The use of the term became predominant during the 1960s but has now been largely superseded by the concept of strategic management. -
5 corporate restructuring
Gen Mgta fundamental change in direction and strategy for an organization that affects the way in which the organization is structured. Corporate restructuring may involve increasing or decreasing the layers of personnel between the top and the bottom of an organization, or reassigning roles and responsibilities. Invariably, corporate restructuring has come to mean reorganizing after a period of unsatisfactory performance and poor results, and is often manifested in the divestment or closure of parts of the business and the outplacement, or shedding, of personnel. In this case, corporate restructuring is used as a euphemism for delayering, rationalization, downsizing, or rightsizing. -
6 corporate culture
Gen Mgtthe combined beliefs, values, ethics, procedures, and atmosphere of an organization. The culture of an organization is often expressed as “the way we do things around here” and consists of largely unspoken values, norms, and behaviors that become the natural way of doing things. An organization’s culture may be more apparent to an external observer than an internal practitioner. The first person to attempt a definition of corporate culture was Edgar Schein, who said that it consisted of rules, procedures, and processes that governed how things were done, as well as the philosophy that guides the attitude of senior management toward staff and customers. The difficulty in identifying the traits of culture and changing them is borne out by the fact that culture is not merely climate, power, and politics, but all those things and more. There can be several subcultures within an organization, for example, defined by hierarchy—shop floor or executive—or by function—sales, design, or production. Changing or renewing corporate culture in order to achieve the organization’s strategy is considered one of the major tasks of organization leadership, as it is recognized that such a change is hard to achieve without the will of the leader. -
7 внутрішня стратегія компанії
Українсько-англійський словник > внутрішня стратегія компанії
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8 загальна стратегія підприємства
Українсько-англійський словник > загальна стратегія підприємства
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9 корпоративная стратегия
Русско-Английский новый экономический словарь > корпоративная стратегия
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10 стратегія розвитку підприємства
corporate strategy; corporate development planУкраїнсько-англійський словник > стратегія розвитку підприємства
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11 Unternehmensstrategie
Unternehmensstrategie f GEN, MGT, WIWI business strategy, company strategy, corporate strategy* * *f <Geschäft, Mgmnt, Vw> business strategy, company strategy, corporate strategy* * *Unternehmensstrategie
corporate strategy (US) -
12 Unternehmensfunktion
Unternehmensfunktion
function of enterprise;
• Unternehmensfusionen company mergers;
• Unternehmensgestaltung corporate design;
• Unternehmensgewinn profit from operations (US), company’s surplus, corporate profit (US);
• Unternehmensgröße company size;
• Unternehmensgründung business set-up;
• Unternehmensgründungen im Ausland establishment of enterprises abroad;
• Unternehmensgruppe group of companies, enterpreneurial group;
• der Führung einer immer breiter gefächerten Unternehmensgruppe gerecht werden to manage increased diversity;
• Unternehmenshaftung enterprise liability;
• Unternehmenshandel (E-Geschäft) business to business (B2B);
• Unternehmensinformatik enterprise informatics;
• Unternehmenskonstruktion corporate structure;
• Unternehmenskonzentration business concentration;
• Unternehmenskooperation inter-company cooperation;
• Unternehmensleiter corporate head (US), manager;
• Unternehmensleitung company’s (top executive, US) management, management of a firm, managing board;
• Unternehmenslogistik enterprise logistics;
• finanzielles Unternehmensmodell corporate financial model (US);
• Unternehmensmodellierung enterprise modelling;
• Unternehmensneugründung company start-up;
• Unternehmensoptimum firm optimum;
• Unternehmensorganisation company organization;
• Unternehmensplanspiel operational (business) game;
• Unternehmensplanung management (company) planning;
• langfristige Unternehmensplanung corporate planning (US);
• Unternehmenspolitik company (operations, management, corporate) policy, management strategy;
• Unternehmensprofil company (corporate, US) profile;
• Unternehmensrecht company law;
• Unternehmensrentabilität overall (operational) profitability;
• Unternehmensrisiko business risk;
• Unternehmenssektor business sector;
• Unternehmenssitz business situs, domicile of a corporation, commercial domicile, headquarters;
• Unternehmensspitze top management (US);
• Unternehmensstandort business location;
• Unternehmensstrategie corporate strategy (US);
• Unternehmensstruktur corporate structure (US), structure of a business;
• Unternehmensübergänge transfers of undertaking ownership;
• Unternehmensumstrukturierung corporate restructuring;
• Unternehmensverband association of enterprises;
• Unternehmensverflechtung enterprise affiliation;
• Unternehmensvertreter management representative;
• staatliche Unternehmensverwaltung National Enterprise Board (Br.);
• Unternehmenswachstum corporate growth (US). -
13 strategic management
Gen Mgtthe development of corporate strategy, and the management of an organization according to that strategy.Strategic management focuses on achieving and maintaining a strong competitive advantage. It involves the application of corporate strategy to all aspects of the organization, and especially to decision making. As a discipline, strategic management developed in the 1970s, but it has evolved in response to changes in organization structure and corporate culture. With greater empowerment, strategy has become the concern not just of directors but also of employees at all levels of the organization. -
14 business plan
Gen Mgta document describing the current activities of a business, setting out its aims and objectives and how they are to be achieved over a set period of time. A business plan may cover the activities of an organization or a group of companies, or it may deal with a single department within the organization. In the former case, it is sometimes referred to as a corporate plan. The sections of a business plan usually include a market analysis describing the target market, customers, and competitors, an operations plan describing how products and services will be developed and produced, and a financial section providing profit, budget, and cash flow forecasts, annual accounts, and financial requirements. Businesses may use a business plan internally as a framework for implementing strategy and improving performance or externally to attract investment or raise capital for development plans. A business plan may form part of the overall planning process, or corporate planning, within an organization and be used for the implementation of corporate strategy. -
15 tattica
f (pl -che) tactics pl* * *tattica s.f.1 (mil.) tactics [U]2 (fig.) tactic (spec. pl.): tattica dilatoria, delaying tactics // tattica di gioco, playing tactics3 ( strategia) strategy, ploy: tattica imprenditoriale, management ploy; tattica aziendale, corporate strategy; tattica pubblicitaria, advertising strategy.* * *1) mil. tactics + verbo sing.•* * *tatticapl. - che /'tattika, ke/sostantivo f.1 mil. tactics + verbo sing.tattica di gioco game plan. -
16 diversification
Gen Mgta strategy to increase the variety of business, service, or product types within an organization. Diversification can be a growth strategy, taking advantage of market opportunities, or it may be aimed at reducing risk by spreading interests over different areas. It can be achieved through acquisition or through internal research and development, and it can involve managing two, a few, or many different areas of interest. Diversification can also be a corporate strategy of investment in acquisitions within a broad portfolio range by a large holding company. One distinct type is horizontal diversification, which involves expansion into a similar product area, for example, a domestic furniture manufacturer producing office furniture. Another is vertical diversification, in which a company moves into a different level of the supply chain, for example, a manufacturing company becoming a retailer. A well-known example of diversification is the move of Bic, the ballpoint pen manufacturer, into the production of disposable razors. -
17 Hamel, Gary
(b. 1954) Gen MgtU.S. academic and consultant. With C. K. Prahalad, introduced the concept of core competences and argued for an innovative approach to corporate strategy creation, based on emotion as well as analysis. They coauthored Competing for the Future (1994), which set out their revolutionary but well-respected view of strategy.Hamel believes that too many managers operate essentially on a hand-to-mouth basis, not devoting sufficient time to thinking about and planning for the future. He argues that developing strategy (‘strategizing’ in his terminology) should be an ongoing, radical, and inclusive process that habitually challenges existing assumptions, involves as many people as possible, and looks for its inspiration as often outside the organization as within it. -
18 стратегия развития
1) Business: development strategy, growth policy3) Automation: strategic profile (предприятия)Универсальный русско-английский словарь > стратегия развития
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19 yritysstrategia
• company strategy• corporate strategy -
20 Branson, Sir Richard
(b. 1950) Gen MgtBritish entrepreneur. Chairman of the Virgin Group, whose dominant corporate strategy has been to enter a variety of industries and challenge the existing leaders, using his flair for publicity. This diversification strategy is balanced by that of limiting risk. Branson’s approach is explained in Losing My Virginity: The Autobiography (1998).
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