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第八章A Manager’s Dilemma & Respond---飞天小女警(会计07-02)

(2008-05-25 13:18:11)
标签:

管理学作业

07会计2班

杂谈

第八章A Manager’s Dilemma & Respond

                                  ---飞天小女警(会计07-02

成员名单:汪一宁  200742070222

李廷婷  200742070223

刘晨子  200742070224

覃照娟  200742070225

 

Strategic  Management

Manager’s Dilemma

Tim and Diane Mueller (in pictuer) run one of America’s most admired inpendent ski areas—Okemo Mountion Resort in southern Vermont. But the road they’ve traveled hasn’t been easy. In 1982, they raised $600,000 by mortgaging their home and draining their savings to purchase a controlling stake in the area. And the early years were extremely rough. Uncooperative weather, dilapidated equipment, and demanding customers were a few of the problem they dealt with.

It’s tough to make money in the ski industry. Ski areas are capital intensive and dependent on the weather. Even many larger corporate operators with deep pockets have gone bankrupt trying to run a ski resort. When the Muellers purchased Okemo, not only did they have to cope with these realities, they had two additional challenges to overcome –a lack of resources and inexperience. Tim says ,”We were young and naive enough to think that we could make something happen. We never talked about what would happen if it didn’t work..” Because they didn’t have the resources to focus on major improvements, they decided to emphasize quality and execution. They focused on delivering better service to customes and lavished time and attention on making snow and grooming the trails to perfection. The couple felt that these were the ways to deliver a better skiing experience. And even though they can now afford to make necssary equipment improvements, those two strategies continue to guide the company today.

Each fall, Diane indoctrinates the 1,200-plus seasonal employees with the importance of customer service. She tells them it’s every one’s job to exceed the expectations of guests anytime and anywhere. And a lot of attehtion to detail goes into taking care of the mountain itself. Trails are groomed carefully year-round—a fact not missed by Ski magazine, which has ranked Okemo the best-groomed mountion in the East since 1999.

Put yourself in the Muellers’shoes. They’re considering expanding their business by purchasing other ski areas. How could SWOT analysis help them make this decision?

管理者的困境:

Tim and Diane Mueller 经营着全美国最令人羡慕的滑雪领域——Okemo Mountion Resort in southern Vermont.但是他们奋斗的道路并不是那么容易。1982年他们通过抵押房子,耗尽所有的积蓄。筹集了600,000美元来购买在滑雪领域 的一个股票的控股权。他们最初的几年是及其的艰难。不愿与他们合作的天气,破旧的设备和对消费者的需求是他们要处理的一些问题。

要在滑雪行业上挣钱是艰难的。滑雪领域是需要精心呵护并依赖于天气的。甚至连那些资金雄厚的大公司经营者,尝试经营滑雪旅游圣地,却面临破产问题。Mueller夫妇购买了Okemo。他们不仅要面对这些现实。他们还要面对缺少资源和没有经验这两个附加的挑战。Tim说:“我们年轻并且十分勇敢的想我们能让一些事情成为可能。我们从来不谈论,如果他不起作用将会发生什么。”因为他们没有资源来集中进行大部分的提高水平,所以他们决定将重点放在质量和技巧上。他们聚焦于提供更好的服务给顾客和提供非常充裕的时间,还有把注意力放在了雪橇和雪的完美结合。这对夫妇觉得这就是传递更好滑雪经历的方法。即使现在他们有足够的的钱来进行必要设备的添置。这两种策略仍继续指导着公司。

每年秋天Diane都向1200位季度工人灌输顾客服务的重要性。他告诉他们无论在什么时候什么地方超过顾客期望值是他们每个人应该做到的工作。并且很多关心的细节同时保护山峰本身。在1999年将Okemo排为东部最好的度假山。

把你自己放在这个人的角色中,他们正在考虑通过购买其他的滑雪区域来扩展他们的事业。SWOT分析法是怎样帮助他们制定这个决策的?

 

Respond:

Amit Shah

Product line Director, Advanced Placement, Pearson Prentic Hall, Somerville, Massachusetts

The Muellers have an excellent template in SWOT analysis to use as they evaluate their expansiong decision. They dlearly need to leverage, capitalize, and differentiate their product in a highly competitive and capaital-intensive industry. Using a basic SWOT analysis, they could evaluate the following :Strengths—customer service and quality of trails;Weaknesses—lack of resources and undercapitalization; Opportunities—strategic expansion with multiple pricing models for facilities that can capitalize on the “small is good” approach; and Threat—not differentiated from large competitors who do not lack resources and have capital reserves to weather downturns. After completing the SWOT analysis, it’s important that the Muellers use what the analysis showed them to come up with appropriate future strategies.

Muellers夫妇一个人有用SWOT分析法的优秀模板去评估他们的扩张决策。他们有必要去影响,开发,区别他们的产品在竞争激烈和高资本投入企业中。他们用一个基础的SWOT分析估计出:优势——消费者服务和质量审查,劣势——次元缺乏和资金周转,机会——不同技能性产品有多样标价模型扩张决策,威胁——不区别于那些不缺乏资源和有防天气事故的足够储备资金。完成SWOT分析后重要的是Muellers夫妇用他们分析所得的提出适当的未来策略。

 

Pat Gray

Bussiness Development Manager,Minol-MGT,L.P,Addison, Texas

It’s essential to use a tool such as SWOT weigh professional or personal decisions. The application of SWOT will better enable the Muellers to determine weather or not to expand their bussiness by purchasing additional ski areas. Only by performing SWOT can managers weigh and analyze the factors that go into a sound bussiness decision. It forces managers to examine the situation and provides them with a framework to support a strategic bussiness decision. A SWOT analysis might show the Muellers the following : Strengths—exceptional customer service ,best–groomed mountian,skilled workers; Weaknesses—possible lack of additional personnel to delive quality service; Opportunities –minimize competition, diversity into new sports; and Threats—weather, new entrants into market, and continuance of quality customer service.

使用像SWOT这样的工具去衡量专业或个人的决策是很重要的。SWOT将能更好的让Muellers夫妇决定是否要购买别的滑雪地域去扩展他们的事业。只有通过实施SWOT分析法才能是管理者衡量和分析实际问题,然后做出一个审慎的商业决策。他迫使管理者去勘测形式并为他们提供一个准则来支持一个商业决策。一个SWOT分析将为Muellers夫妇展示:优势——特殊的消费者服务,最好的度假山,技术娴熟的员工。劣势——可能缺少的附加的传递高品质服务的人员。机遇——是竞争减到最小限度,开发多样化的新运动。以及挑战——天气,新行业加入市场和持续的高品质消费者服务。

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