Paper代寫范例：Johnson And Johnson Strategic Plans
Paper代寫范例-Johnson和Johnson戰(zhàn)略計劃。本文是一篇由本站代寫服務(wù)提供的paper寫作案例范文，主要內(nèi)容是講述討論和審查強生公司的技能、戰(zhàn)略、員工、結(jié)構(gòu)、系統(tǒng)、員工和共享價值的戰(zhàn)略舉措。進行政治經(jīng)濟分析，為強生公司提供全球風(fēng)險見解，最后，進入模式將受到本篇paper中幾個內(nèi)部因素的影響。它包括內(nèi)部需求、技術(shù)訣竅、管理訣竅以及降低成本的壓力。下面就一起來看一下這篇Paper代寫范例的具體內(nèi)容。
Introduction is formed as the brief background of Johnson & Johnson. The focus of this paper will be placed on J&J’s subsidiary – Johnson & Johnson, Group of Consumer Companies, Inc. Johnson & Johnson. We will be focusing and relating this paper on the baby product line of Johnson & Johnson.
引言是作為強生公司的簡要背景而形成的。本篇paper的重點將放在強生的子公司——股份有限公司消費者公司集團強生。我們將重點報道強生公司的嬰兒產(chǎn)品線。
The strategic initiatives of Johnson & Johnson `s skills, strategy, staff, structure, system, staff and shared value will be discussed and examine in this paper. We looked into their company functions so as to better understand them to enable effective decision makings. A political economic analysis is conducted to provide global risk insights for Johnson & Johnson that is beneficial to J&J manage those risks as potential and risk. In relation to Johnson & Johnson `s baby care products, Porter`s forces model is used to analyze the competitive advantage of the firm. One of the key understandings is that the middle-high rivalry is present with less number of competitors on Baby Care product line from competitor like California Baby, Simple. SWOT analysis show that Johnson & Johnson holds strong competitive advantages after comparing its pros and cons despite of a few disadvantages of global standardization strategy. The growth strategy of Johnson & Johnson will be selected based on both internal and external environment factor for the three years plan. These diagnoses are in reference to the SWOT analysis based on the company resources – assets, intellectual property, and people. Lastly, the modes of entry will be affected by the several internal factors in this paper. It comprises of internal requirement, technology know-how, management know-how as well as pressure for cost reduction.
本篇paper將討論和審查強生公司的技能、戰(zhàn)略、員工、結(jié)構(gòu)、系統(tǒng)、員工和共享價值的戰(zhàn)略舉措。我們調(diào)查了他們的公司職能，以便更好地了解他們，從而做出有效的決策。進行政治經(jīng)濟分析，為強生公司提供全球風(fēng)險見解，有利于強生公司將這些風(fēng)險作為潛在風(fēng)險和風(fēng)險進行管理。針對強生公司的嬰兒保健產(chǎn)品，采用波特力模型分析了該公司的競爭優(yōu)勢。其中一個關(guān)鍵的理解是，在嬰兒護理產(chǎn)品線上，中高端競爭對手的數(shù)量比加利福尼亞嬰兒、Simple等競爭對手少。SWOT分析表明，盡管全球標(biāo)準(zhǔn)化戰(zhàn)略存在一些不足，但經(jīng)過利弊比較，強生公司仍具有較強的競爭優(yōu)勢。強生公司的增長戰(zhàn)略將根據(jù)三年計劃的內(nèi)部和外部環(huán)境因素進行選擇。這些診斷參考了基于公司資源——資產(chǎn)、知識產(chǎn)權(quán)和人員——的SWOT分析。最后，進入模式將受到本篇paper中幾個內(nèi)部因素的影響。它包括內(nèi)部需求、技術(shù)訣竅、管理訣竅以及降低成本的壓力。
The recommendation part would provide several suggestions for the improvement of Johnson & Johnson through the organization structure and Human Resource Management.
建議部分將通過組織結(jié)構(gòu)和人力資源管理為強生公司的改進提供幾點建議。
Introduction 介紹
We have chosen to work on Johnson and Johnson (J&J) for our strategic global business solutions project report for it is a global American pharmaceutical, medical devices and consumer packaged goods manufacturer founded in 1886. With more than 250 subsidiary companies located in 57 countries around the world and having its products sold in over 175 countries, J&J is a listed company evident with its listing among Fortune 500 and registering its stock with NASDAQ (NYSE: JNJ). With a diverse range of products sold in global markets, J&J adopted the business strategy of global standardization whereby there is limited customization needed for its products for focus is placed on having customers’ recognise and identify J&J as a household brand.
我們選擇為強生公司（J&J）撰寫全球戰(zhàn)略商業(yè)解決方案項目報告，因為它是一家成立于1886年的全球美國制藥、醫(yī)療器械和消費包裝產(chǎn)品制造商。強生公司擁有250多家子公司，分布在全球57個國家，產(chǎn)品銷往175多個國家，是一家上市公司，躋身《財富》500強，并在納斯達克（NYSE:JNJ）注冊股票。由于在全球市場上銷售的產(chǎn)品種類繁多，強生公司采用了全球標(biāo)準(zhǔn)化的商業(yè)戰(zhàn)略，即其產(chǎn)品所需的定制有限，專注于讓客戶認(rèn)可和認(rèn)同強生公司是一個家喻戶曉的品牌。
Focus of this paper will be placed on J&J’s subsidiary – Johnson & Johnson, Group of Consumer Companies, Inc.
本篇paper的重點將放在強生的子公司——股份有限公司消費者公司集團強生公司上。
Strategic Initiative of Johnson & Johnson 強生公司的戰(zhàn)略舉措 Skills 技能
As Johnson & Johnson is a global manufacturer with many subsidiaries on a global scale, J&J would hire its employees through a stringent process of selection and focus on one’s performance. This implies that J&J recruits people of experience and ability with a global mindset – hires third-country national (TCN), indicating that recruitment of people is mainly dependent on being consistent with J&J’s organizational structure.
由于強生公司是一家全球性制造商，在全球范圍內(nèi)擁有許多子公司，強生公司將通過嚴(yán)格的選拔流程雇傭員工，并注重員工的表現(xiàn)。這意味著強生公司以全球思維招聘有經(jīng)驗和能力的人員——雇傭第三國國民（TCN），這表明招聘人員主要取決于與強生公司的組織結(jié)構(gòu)是否一致。
Strategy 策略
With the objective of market growth and maximizing profits in order to be responsible to their stockholders, J&J adopted the business strategy of global standardization. Choice of global standardization strategy is because J&J’s focus is placed on lowering costs and that there is limited need for customization of products for it generally the same other than slight changes in the products’ packaging.
為了對股東負(fù)責(zé)，以市場增長和利潤最大化為目標(biāo)，強生公司采取了全球標(biāo)準(zhǔn)化的經(jīng)營戰(zhàn)略。之所以選擇全球標(biāo)準(zhǔn)化戰(zhàn)略，是因為強生公司的重點是降低成本，而且除了產(chǎn)品包裝的微小變化外，對產(chǎn)品定制的需求有限。
Staff 工作人員
The employees of J&J can be said to be well motivated to work for J&J has provided their staff with many incentives ranging from personal to performance benefits (i.e. annual incentive bonus, long-term incentive awards, and severance benefits). As J&J have high expectations on their employees, J&J sends their staff on regular employee training that clocks an average of 8 hours or more yearly (i.e. leadership development and management education in fields like finance and marketing). J&J also makes sure that their employees are motivated by giving them the right to voice one’s opinion on company issues through J&J’s Credo survey.
強生公司的員工可以說是積極性很高的。強生公司為員工提供了許多激勵措施，從個人福利到績效福利（即年度激勵獎金、長期激勵獎和遣散費）。由于強生公司對員工的期望很高，強生公司派遣員工參加平均每年8小時或更長時間的定期員工培訓(xùn)（即金融和市場營銷等領(lǐng)域的領(lǐng)導(dǎo)力發(fā)展和管理教育）。強生公司還通過強生公司的Credo調(diào)查，賦予員工對公司問題發(fā)表意見的權(quán)利，以確保員工的積極性。
Structure 結(jié)構(gòu)
J&J’s organizational structure is dictated by its corporate strategy. J&J initially adopted a decentralized approach to management but in the early 1900s, changed it to a more standardized approach for J&J’s top executives noticed that their subsidiaries are not well-positioned on a global platform to serve customers directly. The change in corporate management allowed J&J to mitigate limitations posed by the decentralization approach. One instance would be J&J having categorized all subsidiaries into three categories namely, consumer, pharmaceutical and professional. The chairman of each category is given the responsibility of identifying opportunities for leveraging services and expertise across companies in every market and the franchise managers assigned the responsibility of coordinating cross-company sales of a family of products (e.g. baby care products in US, France, Australia). The centralized management approach benefits J&J for it gives J&J’s top management a better view of its global operations and are able to effectively manage and integrate its global operations. This led to the success of J&J in being globally effective in terms of operations for cost of production is lowered in terms of reducing redundancies and duplications during the processing and manufacturing process.
強生公司的組織結(jié)構(gòu)是由公司戰(zhàn)略決定的。強生公司最初采用了去中心化的管理方法，但在20世紀(jì)初，強生公司的高管們注意到，他們的子公司在直接為客戶服務(wù)的全球平臺上地位不佳，因此將其改為更標(biāo)準(zhǔn)化的管理方式。公司管理層的變化使強生公司能夠減輕權(quán)力下放方法帶來的限制。一個例子是強生將所有子公司分為三類，即消費者、制藥和專業(yè)。每個類別的董事長都有責(zé)任確定在每個市場的公司之間利用服務(wù)和專業(yè)知識的機會，特許經(jīng)營經(jīng)理負(fù)責(zé)協(xié)調(diào)一系列產(chǎn)品（如美國、法國、澳大利亞的嬰兒護理產(chǎn)品）的跨公司銷售。集中管理方法使強生公司受益，因為它使強生公司的最高管理層能夠更好地了解其全球運營，并能夠有效地管理和整合其全球運營。這導(dǎo)致強生公司成功地在全球范圍內(nèi)有效運營，降低了生產(chǎn)成本，減少了加工和制造過程中的冗余和重復(fù)。
Systems 系統(tǒng)
In the business of health care, Johnson & Johnson is inspired and united by a common purpose: to care for the health and well-being of the people they serve around the world. Caring drives the people of Johnson & Johnson in their aim to make the world a better and healthier place through everything that they do. It is core to their business strategy and initiatives, the programs and partnerships which they build, the positions that they take on public policy issues, and their care for the environment.
在醫(yī)療保健業(yè)務(wù)中，強生公司受到一個共同目標(biāo)的鼓舞和團結(jié)：照顧他們在世界各地服務(wù)的人們的健康和福祉。關(guān)愛驅(qū)使強生公司的員工通過他們所做的一切，讓世界變得更美好、更健康。這是他們的商業(yè)戰(zhàn)略和舉措、他們建立的計劃和伙伴關(guān)系、他們在公共政策問題上的立場以及他們對環(huán)境的關(guān)心的核心。
As the company moves forward, it continues to push the innovation envelope as coordinated activities under the centralized control, infusing superior technology and ingenuity into every product they make and every project which the company undertakes. The procedure of the J&J functions as a system in which “build from within” organization, as 95% of their people start at entry level and then progress and prosper throughout the organization. This not only creates many wonderful opportunities to grow and advance, it creates a special camaraderie among fellow J&Jers, many of whom came up through the ranks together.
隨著公司的發(fā)展，它繼續(xù)推動創(chuàng)新，在集中控制下進行協(xié)調(diào)活動，將卓越的技術(shù)和獨創(chuàng)性注入他們生產(chǎn)的每一種產(chǎn)品和公司承擔(dān)的每一個項目。強生公司的程序是一個“從內(nèi)部構(gòu)建”組織的系統(tǒng)，因為95%的員工從入門級開始，然后在整個組織中進步和繁榮。這不僅創(chuàng)造了許多成長和進步的絕佳機會，也在J&Jers的同事中創(chuàng)造了一種特殊的同志情誼，他們中的許多人都是一起成長起來的。
Johnson &Johnson came up with this credo which speaks about their mission statements, views and their pledges to the customers and society. Robert Wood Johnson, former chairman from 1932 to 1963 and a member of the Company’s founding family, crafted Our Credo himself in 1943, just before Johnson & Johnson became a publicly traded company. This was long before anyone ever heard the term “corporate social responsibility.”
強生公司提出了這一信條，講述了他們的使命宣言、觀點以及對客戶和社會的承諾。羅伯特·伍德·約翰遜（Robert Wood Johnson），1932年至1963年的前董事長，也是公司創(chuàng)始家族的一員，1943年，就在強生公司成為上市公司之前，他親自制定了《我們的信條》。早在人們聽到“企業(yè)社會責(zé)任”這個詞之前
WILLIAMC.WELDON is the chairman, Board of Directors, and Chief Executive Officer of Johnson &Johnson. He takes pride in the organization work procedures and describe their operation of their day-to-day work is about their response to the unmet needs of their patients and customers and also their response to the needs of their colleagues; their response to supporting the global communities in which they live and work; finally, their response to the call for research and innovation in health care.
威廉。WELDON是強生公司的董事長、董事會成員和首席執(zhí)行官。他對組織工作程序感到自豪，并描述了他們的日常工作是對患者和客戶未滿足需求的回應(yīng)，以及對同事需求的回應(yīng)；他們對支持他們生活和工作的全球社區(qū)的反應(yīng)；最后，他們對醫(yī)療保健研究和創(chuàng)新呼吁的回應(yīng)。
Style 風(fēng)格
The parent company of Johnson & Johnson which is Procter & Gamble (P&G) has been pioneering products in nearly 50 different categories and their baby product line will be the function in which this paper will be focusing on.
強生公司的母公司寶潔公司一直在開拓近50個不同類別的產(chǎn)品，其嬰兒產(chǎn)品線將是本篇paper重點關(guān)注的功能。
As the company moves forward, it continues to push the innovation envelope every day, infusing superior technology and ingenuity into every product they make and every project which the company undertakes. The procedure of the J&J functions as a system in which “build from within” organization, as 95% of their people start at entry level and then progress and prosper throughout the organization.
隨著公司的發(fā)展，它每天都在繼續(xù)推動創(chuàng)新，將卓越的技術(shù)和獨創(chuàng)性融入到他們生產(chǎn)的每一種產(chǎn)品和公司承擔(dān)的每一個項目中。強生公司的程序是一個“從內(nèi)部構(gòu)建”組織的系統(tǒng)，因為95%的員工從入門級開始，然后在整個組織中進步和繁榮。
This not only creates many wonderful opportunities to grow and advance, it creates a special camaraderie among fellow J&Jers, many of whom came up through the ranks together.
這不僅創(chuàng)造了許多成長和進步的絕佳機會，也在J&Jers的同事之間創(chuàng)造了一種特殊的同志情誼，他們中的許多人都是一起成長起來的。
This also explains why their hiring process is so rigorous. J&J `s system is as such that they are not just offering a job, they expect you to grow into one of their future leaders. From day one you’ll help develop or support exciting brands you know while working on projects that have a direct impact on their global, $61.9 billion sales in 2009.
這也解釋了為什么他們的招聘流程如此嚴(yán)格。強生公司的制度是這樣的，他們不僅僅提供一份工作，他們希望你成長為他們未來的領(lǐng)導(dǎo)者之一。從第一天起，你將幫助開發(fā)或支持你所知道的令人興奮的品牌，同時從事對其2009年619億美元的全球銷售額有直接影響的項目。
Shared Values 共享的價值觀
Johnson &Johnson`s management style of helping to shape and define what health and well-being means in everyday lives. Their products, services, ideas and giving now touch the lives of at least one billion people every day. They credit their strength and endurance to a consistent approach to managing their business, and to the character of their people. They are guided in everything they do by their Credo, a management document authored more than 60 years ago by Robert Wood Johnson, former chairman from 1932 to 1963, and by four strategic principles.
Johnson&Johnson的管理風(fēng)格是幫助塑造和定義健康和幸福在日常生活中的意義。他們的產(chǎn)品、服務(wù)、想法和付出現(xiàn)在每天至少影響10億人的生活。他們將自己的力量和耐力歸功于始終如一的業(yè)務(wù)管理方法和員工的性格。他們所做的每一件事都受到《信條》和四項戰(zhàn)略原則的指導(dǎo)，《信條》是一份60多年前由1932年至1963年的前董事長羅伯特·伍德·約翰遜撰寫的管理文件。
Their company style is deeply rooted in their Credo and deeply in filtered into their employees and leaders. Johnson & Johnson `s system is such that their overarching philosophy which guides their business is their Credo, a deeply held set of values that have served as the strategic and moral compass for generations of Johnson & Johnson leaders and employees.
他們的公司風(fēng)格深深植根于他們的信條，并深深滲透到他們的員工和領(lǐng)導(dǎo)中。強生公司的體系是這樣的，他們指導(dǎo)業(yè)務(wù)的首要哲學(xué)是他們的信條，這是一套根深蒂固的價值觀，是幾代強生公司領(lǐng)導(dǎo)人和員工的戰(zhàn)略和道德指南針。
Above all, their Credo challenges them to put the needs and well-being of the people they serve first. It also speaks to the responsibilities they have to their employees, to the communities in which we live and work and the world community, and to our shareholders. They believe their Credo is a blueprint for long-term growth and sustainability that’s as relevant today as when it was written.
最重要的是，他們的信條挑戰(zhàn)他們將他們所服務(wù)的人民的需求和福祉放在首位。它還談到了他們對員工、我們生活和工作的社區(qū)、國際社會以及我們的股東的責(zé)任。他們相信，他們的信條是一個長期增長和可持續(xù)發(fā)展的藍圖，在今天與當(dāng)初一樣重要。
The company behavioral style is that their values embodied in their Credo guide the actions of the people of the Johnson & Johnson Family of Companies at all levels and in all parts of the world. They have done so for more than 60 years. These Credo values extend to their accounting and financial reporting responsibilities. Their management is responsible for timely, accurate, reliable and objective financial statements and related information. As such:
公司的行為風(fēng)格是，他們的信條中體現(xiàn)的價值觀指導(dǎo)著世界各地各級強生公司家族成員的行動。他們這樣做已經(jīng)60多年了。這些信條價值觀延伸到他們的會計和財務(wù)報告職責(zé)。其管理層負(fù)責(zé)及時、準(zhǔn)確、可靠和客觀的財務(wù)報表及相關(guān)信息。像這樣的：
They maintain a well-designed system of internal accounting controls.
他們維持著一個精心設(shè)計的內(nèi)部會計控制系統(tǒng)。
They encourage strong and effective corporate governance from their Board of Directors.
他們鼓勵董事會進行強有力和有效的公司治理。
They continuously review their business results and strategic choices.
他們不斷審查自己的業(yè)務(wù)成果和戰(zhàn)略選擇。
They focus on financial stewardship.
他們專注于財務(wù)管理。
Synergistic teams 協(xié)同團隊
All of the above of Johnson & Johnson `s skills, strategy, staff, structure, system, staff and shared value formed together and worked in cohesively to form a synergistic team of workforce that oversee the entire operation from sourcing materials ,production lines ,manufacturing to research and development (R&D). It is seen as that a synergy is the energy or force created by the working together of various parts or processes. In Johnson & Johnson, the baby care products are the result of synergy and quality reassurance as promise by the company.
Johnson&Johnson的所有上述技能、戰(zhàn)略、員工、結(jié)構(gòu)、系統(tǒng)、員工和共享價值共同形成并協(xié)同工作，形成了一個協(xié)同的員工團隊，負(fù)責(zé)監(jiān)督從采購材料、生產(chǎn)線、制造到研發(fā)的整個運營。人們認(rèn)為，協(xié)同作用是由各個部分或過程共同作用產(chǎn)生的能量或力量。在強生公司，嬰兒護理產(chǎn)品是公司承諾的協(xié)同作用和質(zhì)量保證的結(jié)果。
External Environment 外部環(huán)境
Environment cannot be controlled; therefore we should analyze the environment first then indicate the strategy that also reflects the organization structure subsequently.
環(huán)境無法控制；因此，我們應(yīng)該先分析環(huán)境，然后指出戰(zhàn)略，這也反映了組織結(jié)構(gòu)。
Political Economy Analysis 政治經(jīng)濟學(xué)分析
The political economy of a nation defines the forms of interdependence amongst the political, economic, and legal systems, and also reflects they interact and influence each other.
一個國家的政治經(jīng)濟定義了政治、經(jīng)濟和法律體系之間相互依存的形式，也反映了它們之間的相互作用和影響。
Political systems 政治制度
The system of government in a nation defined as political system which divided the 200 plus world entities into 2 dimensions that include the degree of collectivism versus individualism and the degree of democracy versus totalitarianism. More practically, individuals would be tied together to achieve the common or collective goals in the high context country, like South Korea, Japan, those people focus on the benefits of society and long-term relationship; individualism means democratic political systems and free market economies like Americans have free rights to vote in election. Myanmar, North Korea act as the totalitarianism that government absolutely controlled by one person or political party. Whereas, China exist the grey area that it has been a move toward greater individual free market economies, but the government is still a totalitarian dictatorship.
一個國家的政府體系被定義為政治體系，將200多個世界實體劃分為兩個維度，包括集體主義與個人主義的程度以及民主與極權(quán)主義的程度。更實際地說，個人將被捆綁在一起，以實現(xiàn)共同或集體的目標(biāo)，在高背景的國家，如韓國、日本，這些人專注于社會和長期關(guān)系的利益；個人主義意味著民主政治制度和自由市場經(jīng)濟，就像美國人一樣，在選舉中有自由的投票權(quán)。緬甸、朝鮮充當(dāng)政府絕對由一個人或政黨控制的極權(quán)主義。然而，中國存在著一個灰色地帶，即它一直在向更大的個人自由市場經(jīng)濟邁進，但政府仍然是一個極權(quán)獨裁政權(quán)。
If the political systems are high stable, the company would be decentralized; otherwise, the company would concentrate in the low stable situation. Although the political systems in say Japan (i.e. change in 3 prime ministers since 2007) is relatively unstable as compared to that of other Asian countries like Singapore, the Japanese government is more open in terms of local market entrance of multinational companies.
如果政治制度高度穩(wěn)定，公司就會去中心化；否則，公司將集中在低穩(wěn)定的局面。盡管與新加坡等其他亞洲國家相比，日本的政治制度（即自2007年以來更換了3位首相）相對不穩(wěn)定，但日本政府在跨國公司進入當(dāng)?shù)厥袌龇矫娓娱_放。
Economic systems 經(jīng)濟體系
In market economy, production is determined by the interaction of demand and supply; besides, the government encourages free and fair competition between private producers, the representatives of governments like the Great Britain, US and France. The objective of command economy is ‘the good of society’; all businesses are state owned in command economy, such as Thailand, South Korea, and Indonesia. India is the typical example of mixed economy in which certain sectors of the economy are left to private ownership and free market mechanisms while other sectors have state significant ownership and government planning.
在市場經(jīng)濟中，生產(chǎn)是由需求和供給的相互作用決定的；此外，政府鼓勵私人生產(chǎn)商、英國、美國和法國等政府的代表之間進行自由和公平的競爭。命令經(jīng)濟的目標(biāo)是“社會的利益”；泰國、韓國和印度尼西亞等所有企業(yè)都是國有的命令經(jīng)濟體。印度是混合經(jīng)濟的典型例子，其中某些經(jīng)濟部門由私人所有制和自由市場機制管理，而其他部門則由國家所有制和政府規(guī)劃。
The company would decentralize in the consistent economy system or concentrate in the inconsistent economy system.
該公司將在一致的經(jīng)濟體系中分散或集中在不一致的經(jīng)濟系統(tǒng)中。
Legal systems 法律制度
For a business that operates globally, understanding the different legal systems play an important role of the process. Legal aspects help to facilitate business operations so therefore it is very crucial and a necessity for international business operators to have an understanding of the different legal systems around the world.
對于一家在全球經(jīng)營的企業(yè)來說，了解不同的法律體系在這一過程中發(fā)揮著重要作用。法律方面有助于促進商業(yè)運營，因此國際商業(yè)運營商了解世界各地的不同法律制度是非常重要和必要的。
Companies must take into consideration the legal structures of the country in which they operate in. Globalization breaks down barriers between nations and bring nation together in a global platform. But increasing investment among nations also makes it more difficult for those in different cultures to understand the rules of other countries. It is important to follow the legal system of the country in which business is conducted or the government has the right to have legal actions taken should laws be not comply.
公司必須考慮到其經(jīng)營所在國家的法律結(jié)構(gòu)。全球化打破了國家之間的障礙，將國家團結(jié)在一個全球平臺上。但國家間投資的增加也使不同文化的人更難理解其他國家的規(guī)則。遵守開展業(yè)務(wù)所在國的法律制度很重要，或者如果法律不符合規(guī)定，政府有權(quán)采取法律行動。
International Business Laws 國際商法
Businesses operate in a world in which the laws of different governments and judicial systems might conflict as they originated from different cultures. It is therefore necessary to have a basic knowledge of the legal system and also understand how does business law impacts commerce in the company’s own country and overseas. The impacts of international business on business law facilitate the inclusion of standards in their company regulations or operations that address these tricky and complex issues.
企業(yè)經(jīng)營的世界中，不同政府和司法系統(tǒng)的法律可能會發(fā)生沖突，因為它們來自不同的文化。因此，有必要了解法律體系的基本知識，并了解商法如何影響公司本國和海外的商業(yè)。國際商業(yè)對商法的影響有助于將標(biāo)準(zhǔn)納入其公司法規(guī)或運營中，以解決這些棘手和復(fù)雜的問題。
Social cultural environment 社會文化環(huán)境
According to Geert Hofstede Cultural Theory, the global social culture roughly classify as 4 dimensions which considered as ‘costs’.
根據(jù)霍夫斯泰德文化理論，全球社會文化大致分為四個維度，即“成本”。
Individualism versus Collectivism 集體主義
The individualism and individual achievement is common in the Western Countries, both positive and negative implementation in individualism. The positive side is showed in competition between individuals rather than collective groups and the person get pay-for-performance motivation to compete within organization especially in the dynamism of US economy that encouraged person to take chances and tried new things with unique ideas (i.e. Steve Jobs). However, the individualists just focus task-based, they cannot develop a strong and long-term relationship with others which is the advantage of collectivism. US, Canada & Australia is the classical individualist representatives that are different from Asia (i.e. South Korea, China) act as collectivists.
個人主義和個人成就在西方國家是普遍的，在個人主義中既有積極的實施，也有消極的實施。積極的一面表現(xiàn)在個人之間的競爭中，而不是集體之間的競爭，個人在組織內(nèi)部競爭的績效動機會得到報酬，尤其是在美國經(jīng)濟的活力中，鼓勵人們抓住機會，嘗試具有獨特想法的新事物（如史蒂夫·喬布斯）。然而，個人主義者只專注于任務(wù)型，他們無法與他人建立牢固而長期的關(guān)系，這就是集體主義的優(yōu)勢所在。美國、加拿大和澳大利亞是不同于亞洲（即韓國、中國）的典型個人主義代表，他們都是集體主義者。
Power Distance 功率距離
The degree of acceptance of hierarchy or inequality exists among the organization, the higher power distance (i.e. Japan, Vietnam) reflect in the decision making by the seniorities and reward as the status, position and experiences; in contrast, the decision making and authority took by the task representative and pay-for-performance reward represented in low power distance culture like Denmark and UK.
組織之間存在對等級制度或不平等的接受程度，上級決策中反映的權(quán)力距離越高（即日本、越南），以及作為地位、職位和經(jīng)驗的獎勵；相比之下，在丹麥和英國等低權(quán)力距離文化中，任務(wù)代表的決策和權(quán)限以及績效報酬的支付。
Uncertainty Avoidance 避免不確定性
The degree of tolerance for uncertainty and ambiguous situation, the low uncertainty avoidance reflects the high risk taker and adaptability of new things (i.e. Australia, Singapore); the high uncertainty displayed the low tolerance for uncertainty issues like France and Italy, those countries need the structured organization or rules to obey so that French and Italians are difficult to overcome the culture shock when they sent as expatriate managers.
對不確定性和模糊情況的容忍程度，低不確定性規(guī)避反映了對新事物（即澳大利亞、新加坡）的高風(fēng)險承擔(dān)者和適應(yīng)性；高不確定性表現(xiàn)出對法國和意大利等不確定性問題的低容忍度，這些國家需要遵守結(jié)構(gòu)化的組織或規(guī)則，因此法國和意大利在被派遣為外籍經(jīng)理時很難克服文化沖擊。
Masculinity versus Femininity 男性氣質(zhì)與女性氣質(zhì)
Whether the differences of work in gender roles accepted in society, Japan and China should be masculine society; the jobs of gender are distinct and form a male dominant society and person more focus on financial and material possessions. On the other hand, gender roles are overlapping in the femininity country, such as Thailand and Finland, people in those countries focus more on quality of life. Therefore, in the femininity countries, the purchasing power of lifestyle is relatively high which point out an appealing way to Johnson & Johnson develop.
工作性別角色的差異是否被社會所接受，日本和中國應(yīng)該是男性社會；性別的工作是不同的，形成了男性占主導(dǎo)地位的社會和個人更加注重經(jīng)濟和物質(zhì)財富。另一方面，在泰國和芬蘭等女性國家，性別角色重疊，這些國家的人們更關(guān)注生活質(zhì)量。因此，在女性化國家，生活方式的購買力相對較高，這為強生公司的發(fā)展指明了一條有吸引力的道路。
Overall analysis 總體分析
Those external environments provide global risk insights for Johnson & Johnson that is beneficial to J&J manage those risks as potential and risk to take advantage of the relative international business strategy to form and adapt organization structure in the long-term.
這些外部環(huán)境為強生公司提供了全球風(fēng)險洞察，有利于強生公司將這些風(fēng)險作為潛在風(fēng)險和風(fēng)險進行管理，以利用相關(guān)的國際業(yè)務(wù)戰(zhàn)略形成和調(diào)整長期的組織結(jié)構(gòu)。
Competitive Advantages – Poster’s Five Forces 競爭優(yōu)勢——海報的五大力量
Degree of Rivalry 競爭程度
The middle-high rivalry is present with less number of competitors on Baby Care product line, like California Baby, Simple; but Johnson &Johnson is dominant in the Baby Care industry and the economies of scale so that the firm reflects less intense competition. The cost of competitive advantage and promotions are relatively high, like the advertising and discounts; additionally, J&J has over hundreds history and good image of Corporate Social Responsibility (CSR) result them remain competitive rather than leave the industry. Next, the high rate of growth display the middle-high competitive situation overall in the industry.
中高端競爭對手在嬰兒護理產(chǎn)品線上的競爭對手較少，如California Baby，Simple；但強生公司在嬰兒護理行業(yè)和規(guī)模經(jīng)濟方面占據(jù)主導(dǎo)地位，因此該公司的競爭不那么激烈。競爭優(yōu)勢和促銷的成本相對較高，如廣告和折扣；此外，強生公司擁有數(shù)百年的歷史和良好的企業(yè)社會責(zé)任形象，這使他們保持了競爭力，而不是離開這個行業(yè)。其次，高增長率顯示出行業(yè)整體的中高競爭態(tài)勢。
Threat of new entrants 新進入者的威脅
The threats of new entrants should be low despite of low barriers of entry in the lights of low costs of set-up. The brand equity of J&J is relatively high and it has great impacts in the industry so that a large number of suppliers prefer to sign contracts with it rather than the new entrants that benefit for enhancing suppliers’ brand and engaging more profits, Lafe’s Body Care is an example of new entrant who launch a new baby care product line in recent years.
新進入者的威脅應(yīng)該很低，盡管從低設(shè)置成本的角度來看，進入壁壘很低。強生公司的品牌資產(chǎn)相對較高，在行業(yè)中有很大影響，因此大量供應(yīng)商更愿意與其簽訂合同，而不是新進入者，因為新進入者有利于提升供應(yīng)商的品牌和獲取更多利潤，Lafe’s Body Care是近年來推出新嬰兒護理產(chǎn)品線的新進入者的一個例子。
In addition to the switching costs for customers, customers are keen on the brand with quality guarantee using for baby or not the less discrepancy of prices.
除了為客戶提供轉(zhuǎn)換成本外，客戶熱衷于為嬰兒使用有質(zhì)量保證的品牌或不存在價格差異較小的問題。
Threat of substitutes 替代產(chǎn)品或服務(wù)的威脅
Some baby care products from say Pigeon Corporation and Drapolene are suggested by doctors (i.e. responsible to babies), but lack in brand awareness recognized by customers as renowned brands and those products are not easier to buy or package of those products are not portable for customers to bring; compared with them, Johnson & Johnson baby care products differ from they could be bought in almost of all supermarkets under the world-wide distribution channels and be convenient to carry about. Hence, threats of substitutes should be low.
Pigeon Corporation和Drapolene的一些嬰兒護理產(chǎn)品是由醫(yī)生建議的（即對嬰兒負(fù)責(zé)），但缺乏被客戶認(rèn)可為知名品牌的品牌知名度，這些產(chǎn)品不容易購買，或者這些產(chǎn)品的包裝不便于客戶攜帶；與它們相比，強生嬰兒護理產(chǎn)品不同于它們在全球分銷渠道下幾乎所有的超市都能買到，而且攜帶方便。因此，替代品的威脅應(yīng)該很低。
Power of Buyers 買方的權(quán)力
There are a lot of alternatives for customers contribute to the high bargaining power of customers, especially for the price-sensitive customers, who are prefer to the high-quality products with the lower costs in the traditional theory research. However, J&J’s Baby Care products are considered as the essential healthy pharmacy products for baby by an amount of loyal customers. All in all, the bargaining power of customers should be low-to-middle as its healthy baby brand image formed in customers’ mind around the world, even the adult females prefer to but baby products to care their skins.
在傳統(tǒng)的理論研究中，有很多客戶的替代品有助于提高客戶的議價能力，尤其是對價格敏感的客戶，他們更喜歡高質(zhì)量、低成本的產(chǎn)品。然而，強生公司的嬰兒保健產(chǎn)品被許多忠實客戶視為嬰兒必不可少的健康藥品?？偠灾?，隨著其健康嬰兒品牌形象在全球客戶心目中的形成，即使是成年女性也更喜歡嬰兒產(chǎn)品來護理自己的皮膚，因此客戶的議價能力應(yīng)該是中低水平的。
Power of Suppliers 供應(yīng)商的權(quán)力
There are thousands of suppliers to provide the materials, goods and services that allow J&J Family of Companies to manufacture products, supply offices and other facilities to service customers around the world. J&J committed to working with small and diverse suppliers in terms of their abilities to support its long-run growth objectives and add value to its business through providing the innovative solutions to their marketing, manufacturing and R&D efforts.
有數(shù)千家供應(yīng)商提供材料、商品和服務(wù)，使強生家族公司能夠制造產(chǎn)品、提供辦公室和其他設(shè)施，為世界各地的客戶提供服務(wù)。強生公司致力于與小型和多樣化的供應(yīng)商合作，以支持其長期增長目標(biāo)，并通過為其營銷、制造和研發(fā)工作提供創(chuàng)新解決方案來增加業(yè)務(wù)價值。
Even though the various inputs from the suppliers, the competitive situations also exist among suppliers and large amount of substitute inputs contribute to the low power of suppliers.
盡管供應(yīng)商提供了各種各樣的投入，但供應(yīng)商之間也存在競爭情況，大量的替代投入導(dǎo)致了供應(yīng)商的競爭力低下。
Financial environment 金融環(huán)境
Analysis on J&J’s operation results is essential for it allows its stakeholders to gain an insight on how J&J is performing on the global platform and whether the management strategy employed needs to be consistent or changed according to future market projections.
對強生公司運營結(jié)果的分析至關(guān)重要，因為它使其利益相關(guān)者能夠深入了解強生公司在全球平臺上的表現(xiàn)，以及所采用的管理戰(zhàn)略是否需要根據(jù)未來市場預(yù)測保持一致或改變。
Looking at J&J’s net sales figures in the last 5 years, gathered from J&J’s 2009 annual report, we see a generally consistent growth in its net sales. Though there is a dip in worldwide sales figure of 2.9% ($61.9 billion) from 2008, this can be accounted with J&J’s spending on research and development ($7 billion) as well as acquisitions and collaborations. Although this will cause a reduction in J&J’s sales margin, it will benefit the organization in the long-run whereby profits will be reaped upon returns on investment. Currently, J&J is expanding its operations in the BRIC countries (i.e. Brazil, Russia, India, and China) as well as other fast-developing markets. This should be a continued project of J&J for at least the next 3 years to maximize its profits and increase its global market share. This is inline with J&J’s organizational vision – “drive superior business results and sustainable competitive advantage”.
從強生公司2009年年報中收集的強生公司過去5年的凈銷售額數(shù)據(jù)來看，我們看到其凈銷售額總體上持續(xù)增長。盡管全球銷售額比2008年下降了2.9%（619億美元），但這可以歸因于強生公司在研發(fā)、收購和合作方面的支出（70億美元）。盡管這將導(dǎo)致強生公司的銷售利潤率下降，但從長遠來看，這將使公司受益，從而從投資回報中獲得利潤。目前，強生正在金磚四國（即巴西、俄羅斯、印度和中國）以及其他快速發(fā)展的市場擴大業(yè)務(wù)。這應(yīng)該是強生公司至少在未來3年內(nèi)的一個持續(xù)項目，以實現(xiàn)利潤最大化并增加其全球市場份額。這符合強生公司的組織愿景——“推動卓越的業(yè)務(wù)成果和可持續(xù)的競爭優(yōu)勢”。
Internal Environment 內(nèi)部環(huán)境
Value Chain 價值鏈
J&J’s corporate vision, “to maximise the global power of diversity and inclusion to drive superior business results and sustainable competitive advantage” is in line with its corporate objective of profit and growth. Both J&J’s vision and focus has direct implication on its corporate structure. This is reflected upon the process within J&J’s value-chain.
強生公司的企業(yè)愿景是“最大限度地發(fā)揮多樣性和包容性的全球力量，推動卓越的業(yè)務(wù)成果和可持續(xù)的競爭優(yōu)勢”，這符合其利潤和增長的企業(yè)目標(biāo)。強生公司的愿景和關(guān)注點都直接影響到其公司結(jié)構(gòu)。這反映在強生公司價值鏈的過程中。
In terms of J&J’s organizational structure, Human resource management (HRM) plays a vital role in the direct success of J&J as an organization for it is the people, most valued asset, that contribute to achieving the goals and objectives of J&J. At present, J&J hires experienced and capable leaders to bring the organization to greater heights and J&J does not stop there. J&J provides all top executives in training which include leadership development and management education in fields like finance and marketing. J&J prioritizes on the professional development of every employee for J&J believe that they are capable in developing leaders within the organization by exposing them to diverse fields and giving employees heavier responsibilities to assess their ability. As mentioned above where staff motivation is important, we as consultants believe that J&J should continue to train their employees and appraise the performance of employees in the next three years. This is so that J&J would be able to make better use of their employees’ capabilities and talents and this will benefit the organization in the long-run when employees are loyal to J&J.
就強生公司的組織結(jié)構(gòu)而言，人力資源管理（HRM）在強生公司作為一個組織的直接成功中發(fā)揮著至關(guān)重要的作用，因為它是有助于實現(xiàn)強生公司目標(biāo)的人，是最有價值的資產(chǎn)。目前強生公司聘請有經(jīng)驗、有能力的領(lǐng)導(dǎo)者，將公司提升到更高的高度，強生公司并沒有就此止步。強生為所有高管提供培訓(xùn)，包括金融和市場營銷等領(lǐng)域的領(lǐng)導(dǎo)力發(fā)展和管理教育。強生公司優(yōu)先考慮每位員工的專業(yè)發(fā)展，因為強生公司相信，他們有能力培養(yǎng)組織內(nèi)的領(lǐng)導(dǎo)者，讓他們接觸不同的領(lǐng)域，并賦予員工更大的責(zé)任來評估他們的能力。如上所述，員工激勵很重要，作為顧問，我們認(rèn)為強生公司應(yīng)繼續(xù)培訓(xùn)員工，并在未來三年評估員工的績效。這是為了讓強生公司能夠更好地利用員工的能力和才能，從長遠來看，當(dāng)員工忠于強生公司時，這將有利于組織。
Focusing on J&J’s consumer goods of baby products, the in-bound logistics ties in with operations before linking with outbound logistics, sales marketing and finally, providing businesses and consumers with service. J&J’s in-bound logistics would include the purchasing of raw materials needed for the manufacturing of baby products and storing the raw materials in various designated warehouses. Operations will then occur whereby factory employees would have to work along a production belt with the help of machines and maintain quality checks as well as bottling of baby products. J&J would then distribute the ready products into containers for shipment, in allocated warehouses or directly to retailers and distributors. To aid J&J’s employees in convenient dispersal of information to sales staff, they have made use of MultiAid to resolve all marketing resource management needs. This increases J&J’s operational efficiency and gives the organization a head start on asset management for product image, captured data and distribution to retail trade communities is readily accessible to employees with one click on the computer system.
以強生的嬰兒用品消費品為中心，在與出境物流、銷售營銷相銜接之前，先與運營相銜接，最后為企業(yè)和消費者提供服務(wù)。強生公司的內(nèi)部物流將包括購買嬰兒產(chǎn)品制造所需的原材料，并將原材料儲存在各個指定倉庫。然后，工廠員工將不得不在機器的幫助下沿著生產(chǎn)帶工作，并進行質(zhì)量檢查和嬰兒產(chǎn)品裝瓶。然后，強生公司將把現(xiàn)成的產(chǎn)品分發(fā)到集裝箱中，在分配的倉庫中裝運，或直接分發(fā)給零售商和分銷商。為了幫助強生公司的員工方便地將信息分發(fā)給銷售人員，他們使用MultiAid來解決所有營銷資源管理需求。這提高了強生公司的運營效率，并使該組織在產(chǎn)品圖像、捕獲數(shù)據(jù)和向零售貿(mào)易社區(qū)分發(fā)的資產(chǎn)管理方面處于領(lǐng)先地位。員工只需點擊計算機系統(tǒng)即可輕松訪問這些信息。
With regards to sales and marketing, J&J advertises by relating consumers with real-life scenario whereby a mother bathes her baby with J&J’s baby products and having the statement of “products for the ones you love”.
在銷售和營銷方面，強生公司通過將消費者與真實場景聯(lián)系起來進行廣告宣傳，即母親用強生公司的嬰兒產(chǎn)品給嬰兒洗澡，并聲明“為你愛的人提供產(chǎn)品”。
There are two types of service provided by J&J – business to business (B2B) and business to consumer (B2C). J&J provides its business partners and suppliers with business opportunities. This means that the degree of success experienced by J&J has direct impact and will benefit companies that do business with J&J. Consumers of J&J are exposed to gathering useful and relevant information when having purchased J&J baby products for J&J has formed a website (i.e.BabyCentre.com) and a online Baby Care Library to increase the closeness in customer interaction.
強生公司提供的服務(wù)有兩種類型——企業(yè)對企業(yè)（B2B）和企業(yè)對消費者（B2C）。強生為其業(yè)務(wù)合作伙伴和供應(yīng)商提供了商機。這意味著強生公司的成功程度具有直接影響，并將使與強生公司有業(yè)務(wù)往來的公司受益。強生公司的消費者在購買強生嬰兒產(chǎn)品時，會接觸到收集有用和相關(guān)的信息。強生公司已經(jīng)建立了一個網(wǎng)站（即BabyCentre.com）和一個在線嬰兒護理庫，以增加親密度在客戶互動中。
SWOT Analysis SWOT分析
Strengths (Internal) 優(yōu)勢（內(nèi)部）
Weaknesses (Internal) 弱點（內(nèi)部）
Abundant financial resources
財力雄厚
Strong brand name
強大的品牌名稱
Proprietary technology
專有技術(shù)
Respected brand image
受人尊敬的品牌形象
Wide product lines
廣泛的產(chǎn)品線
Economies of scale
規(guī)模經(jīng)濟
Committed employees
敬業(yè)的員工
Superior product quality
卓越的產(chǎn)品質(zhì)量
Better marketing skills
更好的營銷技能
Good distribution skills
良好的分銷技能
Low customization
低定制
Lack of flexibility
缺乏靈活性
Opportunities (External) 機會（外部）
Threats (External) 威脅（外部）
Opening of foreign markets
對外市場開放
Rapid market growth
市場快速增長
Brand switching
品牌轉(zhuǎn)換
Demographic shifts
人口結(jié)構(gòu)變化
Low barriers to entry
進入壁壘低
Economic downturn
經(jīng)濟衰退
Introduction of new substitutes products
引入新的替代產(chǎn)品
Rival firms adopting new strategies
競爭對手采用新戰(zhàn)略
Strengths 優(yōu)勢
Johnson & Johnson is a well-known healthcare brand which ranks No. 1 within the industry under one decade of its historical development with a wide variety of skincare products and superior product quality.
強生是一個知名的保健品牌，在其十年的歷史發(fā)展中，以其豐富的護膚品種類和卓越的產(chǎn)品質(zhì)量位居行業(yè)第一。
Abundant financial resources are exploited by the R&D department to employ the committed staff for creating and even innovating the hygiene products through proprietary technology and build up the respected brand image. Besides, it focus on product leadership excel at product development and professional skills so that it can offer customers the best products in the industry.
研發(fā)部門利用雄厚的財力，聘請敬業(yè)的員工，通過專有技術(shù)創(chuàng)造甚至創(chuàng)新衛(wèi)生產(chǎn)品，樹立受人尊敬的品牌形象。此外，它專注于產(chǎn)品領(lǐng)導(dǎo)力，擅長產(chǎn)品開發(fā)和專業(yè)技能，以便為客戶提供行業(yè)內(nèi)最好的產(chǎn)品。
As the facts show that, J&J expanded internationally around the world, like Asia (Singapore, China) that triggered by the better marketing skills. Additionally, the good world-wide distribution skills due to its global standardization strategy that allow J&J to generate great market shares by cost reduction that come from economies of scale and fast product development what based on stable relationship with local distribution agents and its respected brand image as well as superior product like baby care mainly.
正如事實所表明的那樣，強生公司在全球范圍內(nèi)的國際擴張，如亞洲（新加坡、中國）所引發(fā)的更好的營銷技巧。此外，良好的全球分銷技能，得益于其全球標(biāo)準(zhǔn)化戰(zhàn)略，強生公司能夠通過規(guī)模經(jīng)濟和快速產(chǎn)品開發(fā)帶來的成本降低來獲得巨大的市場份額，這是基于與當(dāng)?shù)胤咒N代理商的穩(wěn)定關(guān)系、其受人尊敬的品牌形象以及嬰兒護理等優(yōu)質(zhì)產(chǎn)品主要地
Weaknesses 弱點
Global standardization is the main international business strategy to control cost but this also is its drawback that results in the low customization. In addition to the world-wide product structure, the managers lack of flexibility to face the challenge of changes in local markets.
全球標(biāo)準(zhǔn)化是控制成本的主要國際商業(yè)戰(zhàn)略，但這也是其導(dǎo)致低定制的缺點。除了全球范圍的產(chǎn)品結(jié)構(gòu)外，管理者缺乏靈活性來應(yīng)對當(dāng)?shù)厥袌鲎兓奶魬?zhàn)。
Opportunities 機會
In order to bring along the development of local economy, most of countries welcomes the international companies introduce their products to diversify the local economy. The increasing attentions of baby nurturance and its brand image prompt customers to purchase its products and grow rapidly in the global new markets.
為了促進當(dāng)?shù)亟?jīng)濟的發(fā)展，大多數(shù)國家都歡迎國際公司引進其產(chǎn)品，使當(dāng)?shù)亟?jīng)濟多樣化。嬰兒護理及其品牌形象的日益關(guān)注促使客戶購買其產(chǎn)品，并在全球新市場中迅速增長。
There is an opportunity to generate more market shares and enhance its brand image in the long-term in the lights of the rise in global demographic population reach to 7 billion that data collected from statistics of 2011, China and India act as the representatives; moreover, the superior product quality of J&J is the critical to attract customers switching from other brands.
從2011年的統(tǒng)計數(shù)據(jù)來看，全球人口增長到70億，有機會創(chuàng)造更多的市場份額，并在長期內(nèi)提升其品牌形象，中國和印度是代表；此外，強生卓越的產(chǎn)品質(zhì)量是吸引其他品牌客戶的關(guān)鍵。
Threats 威脅
J&J faces the threats of the low barriers to entry due to the low cost of set-up, and the proprietary product differences will be difficult to protect when the barriers are reduced so that the customers would switch to other brands more possibly. Another threat reflected by the economic downturn, J&J is difficult to manage the exchange rate risk under the global standardization strategy.
由于設(shè)置成本低，強生公司面臨著進入壁壘低的威脅，當(dāng)壁壘降低時，專有產(chǎn)品的差異將難以保護，從而使客戶更有可能轉(zhuǎn)向其他品牌。經(jīng)濟衰退所反映的另一個威脅是，強生難以在全球標(biāo)準(zhǔn)化戰(zhàn)略下管理匯率風(fēng)險。
Most important, J&J would be forced to stay at the passive threat that the customers would be attracted by its competitors and sales would be declined if rivalries adopting the new strategies.
最重要的是，如果競爭對手采用新策略，強生公司將被迫保持被動威脅，即客戶將被其競爭對手吸引，銷售額將下降。
Outcome of SWOT Matrix SWOT矩陣結(jié)果
Generally, Johnson & Johnson holds strong competitive advantages after compare its pros and cons despite of few disadvantages of global standardization strategy. In another angle, J&J is able to switch the threats to opportunities in the lights of its calculus-based capability and resources.
總體而言，盡管全球標(biāo)準(zhǔn)化戰(zhàn)略的缺點很少，但經(jīng)過利弊比較，強生公司仍具有強大的競爭優(yōu)勢。從另一個角度來看，強生公司能夠根據(jù)其基于演算的能力和資源，將威脅轉(zhuǎn)化為機遇。
Growth Strategies adopted by Johnson &Johnson Johnson&Johnson采用的增長策略
There are both internal and external environments to be carefully evaluated when planning for a three years growth strategy plan for Johnson & Johnson as what happen externally and internally will affect the company. These diagnoses are in reference to the SWOT analysis based on the company resources – assets, intellectual property, and people.
在規(guī)劃強生公司的三年增長戰(zhàn)略計劃時，需要仔細評估內(nèi)部和外部環(huán)境，因為外部和內(nèi)部發(fā)生的事情將影響公司。這些診斷參考了基于公司資源——資產(chǎn)、知識產(chǎn)權(quán)和人員——的SWOT分析。
With careful consideration and by selecting market penetration growth strategy for a three year period, it will help them to gain more market shares through promotion and advertising from their strong marketing teams. Before planned the growth strategies, the firm should generate a lot of information about if the company is selling new, existing or emerging products in a new or existing market.
經(jīng)過仔細考慮，并選擇三年的市場滲透增長戰(zhàn)略，這將有助于他們通過強大的營銷團隊的推廣和廣告獲得更多的市場份額。在規(guī)劃增長戰(zhàn)略之前，公司應(yīng)該生成大量信息，說明公司是否在新的或現(xiàn)有的市場上銷售新的、現(xiàn)有的或新興的產(chǎn)品。
From the diagnosis of the Porter`s model, understanding that the threats of new entrants are low and also credited to the high brand equity of Johnson & Johnson, market penetration growth strategy defined by Ansoff is selected in the lights of situation that involves neither new markets nor new products, are forced to grow through this growth strategy. It is a strategy that is designed to give the business a greater percentage of market shares. Market penetration occurs when a company enters/penetrates a market with current products.
根據(jù)波特模型的診斷，了解到新進入者的威脅很低，也歸功于強生公司的高品牌資產(chǎn)，Ansoff定義的市場滲透增長戰(zhàn)略是根據(jù)既不涉及新市場也不涉及新產(chǎn)品的情況選擇的，被迫通過這種增長戰(zhàn)略實現(xiàn)增長。這是一種旨在讓企業(yè)獲得更大比例市場份額的戰(zhàn)略。當(dāng)一家公司以現(xiàn)有產(chǎn)品進入/滲透市場時，就會出現(xiàn)市場滲透。
This type of strategy usually seeks to gain a competitive edge through competitive pricing strategies, advertising, sales promotion, marketing or other strategic initia
這種類型的戰(zhàn)略通常尋求通過有競爭力的定價策略、廣告、促銷、營銷或其他戰(zhàn)略舉措來獲得競爭優(yōu)勢
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