基于B2B电子交易市场的零售商最优订购策略

B2B电子交易市场能够为企业提供现货交易、远期合约交易以及产能期权合约交易等交易服务.B2B电子交易市场中交易的期权合约在签订后至到期日之前可再次交易.以此为背景研究了零售商最优采购策略.研究结果表明,期权合约可再次交易为供应链中的零售商提供新的投机渠道,显著地提高了零售商对期仅合约的采购数量,而对与固定供应商签订的长...     

An Exploratory Study of Procurement Strategies for Multi‐Item RFQs in B2B Markets: Antecedents and Impact on Performance

This research explores procurement strategies for multi‐item requests for quotation (RFQs) in business‐to‐business (B2B) markets using responses from 825 purchasing professionals. The study first establishes procurement strategies that differ based on their level of strategic emphasis, i.e., the importance that is placed on the pursuit of four strategic objectives. Underlying objectives, which are obtained via factor analysis, include the focus on price, security of supply, internal procurement efficiencies, and bundle building. Next, cluster analysis is used to derive prototypical strategic approaches. The three cluster groups that emerge possess the same relative ranking of the four objectives, but differ based on the intensity with which these objectives are pursued. The clusters are labelled as the three strategic groups of strategists, opportunists, and responders. The research then explores, using an industrial buyer behavior lens, the impact of environmental antecedents in determining a particular strategy. Environmental variables include purchase importance, market uncertainty, supply base availability, buyer bargaining power, item experience, and supply base experience. Finally, the study tests the impact of procurement strategy on the buyer's perceived performance, suggesting that strategists, placing more emphasis on the pursuit of strategic sourcing objectives, achieve better performance than opportunists and responders.     

Scenario planning,cognition, and strategic investment decisions in a turbulent environment

We explore how scenario planning contributes to cognitive dynamics and strategic investment decisions in a changing environment. Our research is based on an in-depth, longitudinal case study of Shell's ventures in Russia between 1994 and 2016. We show that Shell's scenarios did not foresee some major events that occurred in the turbulent Russian energy market. However, the scenarios envisaged the rising role of gas, the strategic relevance of the gas transportation infrastructure, and the growing interventionism of the Russian government. The scenarios thus helped Shell's managers to adapt their strategic beliefs and ultimately enabled them to notice, assess, and respond successfully to external changes—even though these changes had not been foreseen in the scenarios. Shell has been the first (and, for almost a decade, the only) foreign company to produce and export gas from Russia.     

Determinants of strategic options in multinational market competition

This article conceptually explores the determinants of strategic options in multinational market competition. It draws on and integrates three research streams in strategy and international management: action and response in competitive rivalry; multipoint competition, and global competition and strategy. Specifically, it examines the various factors that determine whether and when a multinational corporation (MNC), while under attack from a rival MNC, will adopt the following responses: doing nothing, defending, counterattack, and total war. Those factors are organized into four categories: (1) types of attack, including price cut, introduction of new product, entry into new market, and advertising campaign; (2) awareness of interdependence of multinational markets, determined by market overlap, MNC strategy, and MNC organization; (3) motivation for globally coordinated moves, determined by the centrality of national markets, strategic importance of national markets, perceived importance of national markets, and perceived importance of rivals; and (4) feasibility of response, determined by entry barriers and diversity of national markets as well as resource heterogeneity and differential between rival MNCs. The effects of these four categories of factors on the choice of response are explored respectively. Research implications are offered in concluding remarks.     

Encouraging Environmental Accounting Worldwide: A Survey of Government Policies and Instruments

Government involvement is a critical factor for the corporate accountability for the environment. Environmental accounting is an effective tool for a company's greener management practice. It also reveals potential cost reduction and profit maximization opportunities, thus encourages environmentally and socially sound management and decision-making practice. This article exams the strengths and weaknesses of options available to governments to promote corporate environment accounting. Corporate environmental accounting is considered a strategic management tool for the improvement of corporate management and decision-making practices.In general, the policy instruments that used by government can be categorized into: (1) regulatory; (2) voluntary; (3) incentive based; (4) informational; and (5) cooperative instruments. These options are currently being used by various governmental agencies globally in the promotion of corporate environmental accounting. After the evaluation of various kinds of policy instruments, the author concludes that information-based, voluntary and cooperative policy instruments are most effective for promoting corporate environmental accounting practices. The common factor for these mechanisms is the flow of critical information.     

A strategic and global manufacturing capacity management optimisation model: A Scenario-based multi-stage stochastic programming approach

Large-scale multinational manufacturing firms often require a significant investment in production capacity and extensive management efforts in strategic planning in an uncertain business environment. In this research we first discuss what decision terms and boundary conditions a holistic capacity management model for the manufacturing industry must contain. To better understand how these decision terms and constraints have been employed by the recent model developers in the area of capacity and resource management modelling for manufacturing, 69 optimisation-based (deterministic and stochastic) models have been carefully selected from 2000 to 2018 for a brief comparative analysis. The results of this comparison shows although applying uncertainty into capacity modelling (in stochastic form) has received a greater deal of attention most recently (since 2010), the existing stochastic models are yet very simplistic, and not all the strategic terms have been employed in the current model developments in the field. This lack of a holistic approach although is evident in deterministic models too, the existing stochastic counterparts proved to include much less decision terms and inclusive constraints, which limits them to a limited applications and may cause sub-optimal solutions. Employing this set of holistic decision terms and boundary conditions, this work develops a scenario-based multi-stage stochastic capacity management model, which is capable of modelling different strategic terms such as capacity level management (slight, medium and large capacity volume adjustment to increase/decrease capacity), location/relocation decisions, merge/decomposition options, and product management (R&D, new product launch, product-to-plant and product-to-market allocation, and product phase-out management). Possibility matrix, production rates, different financial terms and international taxes, inflation rates, machinery depreciation, investment lead-time and product cycle-time are also embedded in the model in order to make it more practical, realistic and sensitive to strategic decisions and scenarios. A step-by-step open-box validation has been followed while designing the model and a holistic black-box validation plan has been designed and employed to widely validate the model. The model then has been verified by deploying a real-scaled case of Toyota Motors UK (TMUK) decision of mothballing one of their production lines in the UK after the global recession in 2010.     

Risk‐Based Decision Making for Reoccupation of Contaminated Areas Following a Wide‐Area Anthrax Release

This article presents an analysis of postattack response strategies to mitigate the risks of reoccupying contaminated areas following a release of Bacillus anthracis spores (the bacterium responsible for causing anthrax) in an urban setting. The analysis is based on a hypothetical attack scenario in which individuals are exposed to B. anthracis spores during an initial aerosol release and then placed on prophylactic antibiotics that successfully protect them against the initial aerosol exposure. The risk from reoccupying buildings contaminated with spores due to their reaerosolization and inhalation is then evaluated. The response options considered include: decontamination of the buildings, vaccination of individuals reoccupying the buildings, extended evacuation of individuals from the contaminated buildings, and combinations of these options. The study uses a decision tree to estimate the costs and benefits of alternative response strategies across a range of exposure risks. Results for best estimates of model inputs suggest that the most cost‐effective response for high‐risk scenarios (individual chance of infection exceeding 11%) consists of evacuation and building decontamination. For infection risks between 4% and 11%, the preferred option is to evacuate for a short period, vaccinate, and then reoccupy once the vaccine has taken effect. For risks between 0.003% and 4%, the preferred option is to vaccinate only. For risks below 0.003%, none of the mitigation actions have positive expected monetary benefits. A sensitivity analysis indicates that for high‐infection‐likelihood scenarios, vaccination is recommended in the case where decontamination efficacy is less than 99.99%.     

Integrating multicriteria decision analysis and scenario planning—Review and extension

Scenario planning and multiple criteria decision analysis (MCDA) are two key management science tools used in strategic planning. In this paper, we explore the integration of these two approaches in a coherent manner, recognizing that each adds value to the implementation of the other. Various approaches that have been adopted for such integration are reviewed, with a primary focus on the process of constructing preferences both within and between scenarios. Biases that may be introduced by inappropriate assumptions during such processes are identified, and used to motivate a framework for integrating MCDA and scenario thinking, based on applying MCDA concepts across a range of “metacriteria” (combinations of scenarios and primary criteria). Within this framework, preferences according to each primary criterion can be expressed in the context of different scenarios. The paper concludes with a hypothetical but non-trivial example of agricultural policy planning in a developing country.     

Scenarios, past, present and future.

A key point in considering strategic planning is that it is not forecasting. The future is unpredictable and is not a product of the past. This low opinion of forecasting has gained in influence recently. But such an approach creates a dilemma for the strategic planner. He needs to take into account potential future forces--but he can only do this with inadequate means. Forecasting methods, however, can suggest trends and it is possible to reduce the number of possible futures to a manageable number. This is, in effect, creating scenarios. The concept of using alternative scenarios in planning was popularized some 20 years back. The proviso was made that they should not be interpreted as forecasts. The methods have proved highly flexible and include the consensus technique, the iteration-through-synopsis technique, and the cross-impact method. Various studies using one or more of these have been implemented, perhaps the best known being by Meadows and by Mesarovic. These have been based on the so-called 'hard' method, using computers. 'Soft' methods are based more on the mind and use psychology and sociology, the most familiar being the Delphi method. A somewhat more sophisticated version is Cross-Impact Analysis.     

Monitoring the monitor: Enabling strategic change when the former CEO stays on the board

Firms often retain their former CEOs on the board after succession to benefit from the former CEOs’ firm-specific expertise. However, their presence can inhibit successor CEOs from implementing meaningful strategic change, as the former CEOs seek to preserve their personal legacy and may see the strategic landscape differently, especially when the successor CEO is hired from outside the firm. Using a strategic leadership interface perspective, we propose that board members can alleviate this potential tension and enable strategic change. To test our theory, we focus on a subsample of succession events: when the former CEO stays on board as chair and the successor CEO is an outsider. This scenario is likely to result in strategic tension and cognitive differences between these two organizational leaders. We find that in such situations, boards with a higher proportion of outside directors experience greater post-succession strategic change; we find no effect in other succession scenarios. We isolate legacy conservation as a motivating factor by showing that the effect manifests for divestitures but not for acquisitions.     

A method for exploring the future

This paper describes a method for exploring future policy options. The procedures for choosing the range of options and constructing the future scenarios are described with special emphasis on policy implications. The advantages and limitations of this approach are discussed. The construction of scenarios is illustrated by describing three energy policy options for the U.K. The detailed analysis of these energy options, including their political and resource implications, will be described in a later paper.     

A strategic planning approach to the establishment of faculties for advanced technology in Egypt

The first part of the paper presents a strategic planning system applicable to higher education institutions. Four levels of strategy are identified: (1) institutional strategy; (2) faculty-wide strategy; (3) program strategies; and (4) program level functional strategies. The second part addresses strategic issues relating to the institutional strategy for a proposed “Faculty of Electronics and Industrial Technology” to be established in the Benha industrial region. The paper recommends a formation scheme based on a multi-stream, modular approach geared to industrial and technological human resources requirements for technologists in the Benha region. The options offered lead to a Bachelor of Technology, B.Tech., after five years of study in one of the following specializations: Manufacturing Technology and Production Management; Mechanical Systems and Materials Technology; Control, Instrumentation and Fluid Power Technology; Command, Control, Communication and Informatics (C³I) Technology. The proposed study programs are based on a sandwich approach with heavy involvement from industry in the implementation of four training modules.     

Planning Strategically or by the Book?—Contentious Land Use Planning in South-eastern Finland

The debate on strategic spatial planning highlights the limitations of statutory land use planning in weighing up future options for spatial development, particularly in instances of rapid change. This paper draws on this debate in order to analyse planning institutions and practices in Finland. The case in point is the south-eastern border region where interdependencies with Russia, particularly shopping tourism, have created pressures on land use and led to contentious planning processes between regional and central levels of government. It is argued that, in the absence of cross-border spatial co-ordination, there is a need to establish links between regional land use planning and visions of spatial scenarios in the national context.     

PIMS: A tool for developing competitive strategy

PIMS (Profit Improvement of Market Strategy) is a programme of the Strategic Planning Institute designed to provide a factual and scientific tool for strategic planning. Its great strength lies in the data base of comprehensive data, covering market, competitive and production structure, on over 2000 businesses spanning a period of at least 5 years. It reflects strategic experience of a wide range of industries, in a wide range of competitive environments.Research is carried out on the data base, focusing on those structural and operational characteristics which determine longer term performance, to discover the empirical ‘laws’ of business strategy. These are incorporated in a series of profit and cash flow predicting models encapsulating the strategic experience in the data base. The models are used to analyse members' businesses to highlight current strengths, weaknesses and strategic potential as well as to indicate and evaluate strategic options, all on the basis of real business experience.     

Managing Risks in Multiple Online Auctions: An Options Approach*

The scenario of established business sellers utilizing online auction markets to reach consumers and sell new products is becoming increasingly common. We propose a class of risk management tools, loosely based on the concept of financial options that can be employed by such sellers. While conceptually similar to options in financial markets, we empirically demonstrate that option instruments within auction markets cannot be developed employing similar methodologies, because the fundamental tenets of extant option pricing models do not hold within online auction markets. We provide a framework to analyze the value proposition of options to potential sellers, option‐holder behavior implications on auction processes, and seller strategies to write and price options that maximize potential revenues. We then develop an approach that enables a seller to assess the demand for options under different option price and volume scenarios. We compare option prices derived from our approach with those derived from the Black‐Scholes model ( Black & Scholes, 1973 ) and discuss the implications of the price differences. Experiments based on actual auction data suggest that options can provide significant benefits under a variety of option‐holder behavioral patterns.     

Scenarios,Real Options and Integrated Risk Management

In the 1970s, scenario planning gained prominence as a strategic management tool. Scenario planning encourages managers to envision plausible future states of the world and consider how to take advantage of opportunities and avoid potential threats. In the last decade, finance researchers have developed real option analysis as a way to value investments under uncertainty. Scenario planning and real option analysis have complementary strengths and weaknesses as tools for managers making strategic investment decisions under uncertainty. We combine these two approaches in an integrated risk management process. This process involves scenario development, exposure identification, formulating risk management responses, and implementation steps. We advocate a corporate-level perspective on managing risk that takes into consideration the full range of exposures across a firm’s portfolio of businesses. In contrast with the predominant emphasis on quantitative analysis in the real option literature, this study illustrates qualitative assessment of real options.     

A Real Options Reasoning Approach to Corporate Social Responsibility (CSR): Integrating Real Option Sensemaking and CSR Orientation

In this article we explore the conceptual relationship between corporate social responsibility (CSR) orientation and real option reasoning. We argue that the firm's attitude, communication, and behavior toward CSR will act as significant determinants to the firm's sensemaking approach to real options; that is, if and how it (the firm) acknowledges, receives, and manages strategic real options. Integrating the previous work of Basu and Palazzo with Barnett, we propose a new model that extends the influence of CSR orientation/character to general strategic decision making while simultaneously developing the attention‐based view to real options.     

Metachoice for strategic analysis

A necessary precursor to strategic choice is the selection of a strategic choice evaluation method — metachoice. Unfortunately, managers are unlikely to find much guidance on how to conduct metachoice analysis in the strategy literature. In light of this problem, a template is presented based on two questions that must be addressed by those engaged in strategic analysis generally and metachoice specifically: (1) what are the organization's strategic goals? (2) how willing are they to monetize their predictions and valuations? Four resulting choice methods are presented and discussed: Discounted Cash Flow Analysis (including variants based on real options), Profitability Analysis, Modified Discounted Cash Flow Analysis and Multi-Goal Analysis.     

Strategic management: lessons from success and failure.

Is Corporate Planning a failure or a success? In this article David Hussey assesses the research which has been done on the planning process and concludes that Corporate Planning obviously has the potential to improve business performance but for many reasons this potential has not been realized. He then examines the attempts which are currently being made to persuade managers to ‘think strategically’, to use portfolio analysis scenarios and other techniques of strategic analysis. He asserts that to succeed, the planner or the consultant in planning must use these and other analytical approaches to help managers ‘to change the perceptual boundaries of the strategic problem’ and generate strategies and action programmes which will enable them to compete successfully in world markets.