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如何讀個案 How to Read a Case

如何讀個案 How to Read a Case

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Published by Hsiang Hsun Wu
一般而言,大學部學生抗拒閱讀哈佛長個案。一個原因是語文能力,另一個原因是缺乏閱讀技巧。針對第二個原因,我整理幾點閱讀技巧,以幫助學生快速掌握個案。
一般而言,大學部學生抗拒閱讀哈佛長個案。一個原因是語文能力,另一個原因是缺乏閱讀技巧。針對第二個原因,我整理幾點閱讀技巧,以幫助學生快速掌握個案。

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Published by: Hsiang Hsun Wu on Oct 15, 2010
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12/12/2012

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啊!讀個案我也會!
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如何讀個案:以P&G Japan 為例
首先,各位要仔細讀完「開場」。從開場,我們可以看到主角姓名、主角的背景、主角關心的議題。
In November 1999, Paolo de Cesare was preparing for a meeting with the Global Leadership Team
(GLT) of P&G ’s Beauty Care Global Business Unit (GBU) to present his analysis of whether SK-II, a
prestige skin care line from Japan, should become a global P&G brand. As president of Max Factor Japan,
the hub of P&G’s fast-growing cosmetics business in Asia, and previous head of its European skin care
business, de Cesare had considerable credibility with the GLT. Yet, as he readily acknowledged, there were
significant risks in his proposal to expand SK-II into China and Europe.
Chairing the GLT meeting was Alan( A . G.”) Lafley, head of P&G’s Beauty Care GBU, to which de
Cesare reported. In the end, it was his organizationand his budgetthat would support such a global
expansion. Although he had been an early champion of SK-II in Japan, Lafley would need strong evidence
to support P&Gs first-ever proposal to expand a Japanese brand worldwide. After all, SK-II’s success had
been achieved in a culture where the consumers, distribution channels, and competitors were vastly
different from those in most other countries.
Another constraint facing de Cesare was that P&G’s global organization was in the midst of the bold
but disruptive Organization 2005 restructuring program. As GBUs took over profit responsibility
historically held by P&G’s country-based organizations, management was still trying to negotiate their
new working relationships. In this context, de Cesare, Lafley, and other GLT members struggled to answer
some key questions: Did SK-II have the potential to develop into a major global brand? If so, which
markets were the most important to enter now? And how should this be implemented in P&G ’s newly
reorganized global operations?
接下來,先把大標題、小標題整理出來,目的是要全覽個案的結構與猜測大概內容。
P&G 的個案,我們可以看到第一個大標題是「P&G 的跨國經營是成長之鑰」,從兩個小標題,
我們可以看得出來,跨國經營的主要問題是「在地化與跨市場整合」,因而需要「全球管理」。第
二個大標題談日本P&G 苦難童年與掙扎的青春期,小標題談的是轉機與故態復萌。光從標題,我們就
可以知道日本P&G 過去的發展並不順利,起起落落。第三個大標題談「Organization 2005 」,猛然一
看,不知道在說什麼內容。但是在個案最前頭的開場,我們知道這是P&G 正在進行的組織再造,而且
會影響到主角推廣SK-II到全球市場的策略。小標題將Organization 2005 的三大構面:文化、流程、組
織結構清楚點出來。接著,下一個大標題點出新的Organization 2005 這個全球策略與日本P&G 的經營
出現衝突。最後一個大標題,提到SK-II鎖定的三大市場與可能遇到的組織限制。
透過細讀個案開場與標題,很快的,你就能很快掌握個案的大致內容!很簡單吧!
啊!讀個案我也會!
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以下是個案中的標題整理:
P&G's Internationalization: Engine of Growth
Local Adaptiveness Meets Cross-Market Integration
Birth of Global Management
P&G Japan: Difficult Childhood, Struggling Adolescence
The Turnaround
The Relapse
Organization 2005: Blueprint for Global Growth
Changing the Culture
Changing the Processes
Changing the Structure
New Corporate Priorities Meet Old Japanese Problems
Building the Base: From Mass to Class
Responding to the Innovation Push
O2005 Rolls Out
A New Global Product Development Process
The SK-II Decision: A Global Brand?
The Japanese Opportunity
The Chinese Puzzle
The European Question
The Organizational Constraint
Framing the Proposal

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