2

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NTREPRINDERII
2.1.

(OHPHQWH GHILQLWRULL SHQWUX DYDQWDMXO FRQFXUHQ LDO DO

ntreprinderii
2.2. Strategiile firmei
2.3. Strategiile tehnologice
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Prin strategie
VLVWHP GRUHWH V
FDUHvLGHVI

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RDU

Strategia

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 FX VLVWHPXO F

UXLD vL DSDU LQH UHVSHFWLY FX VHFWRUXO vQGXVWULDO vQ

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UHSUH]LQW

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L FDUH YL]HD]

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QHYRLORU DFWXDOH DOH ILUPHL FX UHVXUVHOH L QHYRLOH YLLWRDUH DORFkQG DFXP UHVXUVH
ILQDQFLDUH WHKQRORJLFH UHOD LRQDOH

(umane,
care vor angaja firma pe termen lung, cu scopul de a-i conferi

XQDYDQWDMFRQFXUHQ LDOGHFLVLYGXUDELOLSRVLELOGHDS

Strategia UHSUH]LQW
SUH]HQW

UDW

DOHJHUHDGRPHQLLORUGHDFWLYLWDWHvQFDUHvQWUHSULQGHUHDvQ HOHJHV

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ILH

(n acele domenii

alese).
6H GHILQHWH

fiind

domeniul de activitate, FDUH HVWH XQLWDWHD HOHPHQWDU

DQVDPEOXO DFWLYLW

LORU XQHL vQWUHSULQGHUL FDUH SUH]LQW

 YL]DW  GH R VWUDWHJLH FD

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UHVXUVHOH L FRPSHWHQ HOH L FDUH DX DQVH GH VXFFHV FRPXQH

. Fiecare din domenii va avea o

VWUDWHJLHSHQWUXFDUHVHYRUXUP ULHOHPHQWH

nivelul de angajare n domeniu;

RELHFWLYHOHLFOLHQWHODYL]DW 

DOHJHUHDHOHPHQWHORUGHDYDQWDMFRQFXUHQ LDO

tehnologiile folosite;
integrarea veUWLFDO 

PRGXOGHGH]YROWDUHDOLDQ HSRVLELOH

LQWHUFRQH[LXQLOHFXDOWHDFWLYLW

LVWUDWHJLFHDOHvQWUHSULQGHULL

(OHPHQWHOHFDUHGHWHUPLQ SR]L LRQDUHDVWUDWHJLF DvQWUHSULQGHULLVXQW

*DPDGHSURGXVHSHFDUHRUHDOL]HD] 

3LD DVDXSLH HOHYL]DW 

0RGXOGHGLVWULEX LHLGHFRPHUFLDOL]DUHDSURGXVHORU

9ROXPXOYkQ] ULORU

(e);

Tehnologiile folosite;

$FWLYLWDWHD5 'LDFKL]L LLOHGHWHKQRORJLH

Sistemul financiar-contabil.

(OHPHQWHOHGHILQLWRULLSHQWUXDYDQWDMXOFRQFXUHQ LDODO

ntreprinderii.
$YDQWDMXO FRQFXUHQ LDO
FUHDSHQWUXFOLHQ LLV

poate fi definit ca

YDORDUHD VXSOLPHQWDU

 SH FDUH R ILUP

LvQUDSRUWFXFRVWXULOHGHSURGXF LHDIHUHQWHSURGXVXOXL

 R SRDWH

. Aceasta revine fie la

D RIHUL SURGXVH PDL EXQH L PDL SHUIRUPDQWH GHFkW FHOH DOH FRQFXUHQ HL OD SUH  HFKLYDOHQW FX FHO DO
FRQFXUHQ HLILHGHDRIHULSURGXVHODIHOGHEXQHFXFHOHDOHFRQFXUHQ HLGDUODXQSUH PDLVF ]XW

Fig. 2.1. - 1.
)RU HOH FDUH GHWHUPLQ  FRQFXUHQ D vQ FDGUXO XQXL

sector.

&RQFXUHQ D DF LRQHD]  vQWUH ILUPHOH DFHOXLDL VHFWRU SULQ

sector vQ HOHJkQG PXO LPHD GH ILUPH

FDUHIDEULF SURGXVHFHVHSRWVXEVWLWXLXQXOSHFHO ODOWLvQWUHFDUHXQEHQHILFLDUSRDWHDOHJH

,QWHJUDUHD YHUWLFDO

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 FRPELQDUHD SURFHVHORU GH IDEULFDUH GH RE LQHUH L

DSURYL]LRQDUH FX PDWHULL SULPH FRPHUFLDOL]DUH YkQ]DUH FD L D DOWRU SURFHVH GLVWLQFWH vQ FDGUXO

unei singure ntreprinderi.$YDQWDMHOHLQWHJU

ULLYHUWLFDOHVXQW

HFRQRPLLSHVHDPDXQRURSHUD LLFRPELQDWH

HFRQRPLLSHVHDPDXQHLFRRUGRQ ULLD

FLUFXOD LHPDLEXQ DLQIRUPD LHL

VWDELOLWDWHDSODQXULORUGHSURGXF LH

VW SkQLUHPDLEXQ DWHKQRORJLLORU

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unui control intern.

LPDLEXQHGHGLIHUHQ LHUH

nevoi mari de capital.

HFKLOLEUDUHGLILFLO DFDSDFLW

VF GHUHDSUHVLXQLORUVSUHLQRYDUH

LORU

Q VIkULW GHFL]LD GH LQWHJUDUH YHUWLFDO  WUHEXLH V  LD vQ FRQVLGHUD LH IDSWXO F  R VHULH GH
DILUPD LLDFFHSWDWHGLQSULQFLSLXFDDGHY UDWHQXVXQWvQWRWGHDXQDDD,QWUH

"postulatele" ce trebuie

YHULILFDWHvQDLQWHGHDOXDGHFL]LDVHQXP U LXUP WRDUHOH

SR]L LD SXWHUQLF  D ILUPHL vQWU XQ DQXPLW VHJPHQW GLQ IOX[XOWRWDOGHIDEULFD LHSRDWH ILH[WLQV 

DXWRPDWODDOWHVHJPHQWHDOHIOX[XOXLWHKQRORJLFLGHGHVIDFHUHJORED

l.
-un sector se poate transfera spre amonte sau aval.

H[SHULHQ DH[LVWHQW vQWU

LQWHJUDUHDYHUWLFDO SRDWHVDOYDXQVHFWRUEROQDY

HVWHvQWRWGHDXQDPDLLHIWLQV IDFLWXVLQJXUWRWXO

,PSDFWXOLQRYD LHLDVXSUDFHORUIRU HDOHFRQFXUHQ HL

1RLL YHQL L &DSDFLWDWHD GH LQRYDUH FRQWLQX  D XQRU ILUPH HVWH FHD PDL EXQ  EDULHU  GH
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IDFH FX XXULQ

 ORF vQ GRPHQLX $SSOH GH H[ 3HQWUX GRPHQLLOH GH YkUI R EDULHU  PDMRU  GH

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GH VSHFLDOL]DW $LFL UHFLSURFD R UHSUH]LQW  VSHFLDOLWLLFDUH SOHDF  L vL GHVFKLG SURSULLOH ORU ILUPH
UHXLQGDGHVHDV vQO WXUHILUPDPDP ([,17(/
,QWHQVLWDWHD FRQFXUHQ HL vQWUH ILUPHOH VHFWRUXOXL

. Mai nti, inovarea poate modifica

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LQYHUV DSDUL LD DOWXL SURGXV QRX SRDWH IDFH FD PDMRULWDWHD ILUPHORU V  VH UHWUDJ   $SRL LQRYDUHD
DF LRQHD] GLUHFWDVXSUDDYDQWDMXOXLFRQFXUHQ LDOSHFDUHRILUP vOSRDWHGREkQGLFXSURGXVHOHVDOH
$VWIHOvQ&LWURHQ'6GDWRULW IUkQHORUSHGLVFDVLVWDWHKLGUDXOLFIUkQDGHGRX RULPDL
ELQHGHFkWFRQFXUHQWHOHVDOH6LPFD9HGHWWHL5HQDXOW)UHJDWHUXODFX.PKPDLUHSHGHLDYHD

un consum de carburant cu 3 l/100 Km mai mic, ceea ce i-DDVLJXUDWRSR]L LHFRQFXUHQ LDO

FXWRWXO

UHPDUFDELO FDGHDOWIHOvQFD]XOWXWXURUPDLQLORU&LWURHQ
3URGXVHGHVXEVWLWX LH'HIDSWSURGXVHOHGHVXEVWLWX LHVXQWHOHvQVHOHHIHFWXOXQRULQRYD LL
$D HVWH FD]XO [HUR[XOXL FDUH D HOLPLQDW KkUWLD FDUERQ ID[XO FDUH vQORFXLHWH SRWD 8QHRUL
VXEVWLWX LD QX UHXHWH DD FXP D IRVW FD]XO OXL &21&25'( GDU DFHVWHD VXQW PDL GHJUDE  H[FHS LL
([LVW VXEVWLWX LLLvQGRPHQLXODFHOXLDLVHFWRUvQORFXLUHDJHQHUD LLORUGHFDOFXODWRDUH
&OLHQ LLIXUQL]RUL,QRYD LLOHGHSURFHGHXSRWvQORFXLDQXPLWHPDWHULLSULPHVFKLPEkQGGHFL

structura furnizorilor.
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prese special concepute pentru cazanele locomitevol cu abur. Evident, posibilitatea de nlocuire a
PDWHULDOHORUR HOFXGLYHUVHFRPSR]XLWHFXmateriale ceramice, cu aliaje neferoase, etc,) poate fi un
FD] GH DFXP JHQHULF $OWH LQRYD LL SRW GLQ FRQWU  V  IDYRUL]H]H IXUQL]RULL 'H H[HPSOX
LQIRUPDWL]DUHDGLYHUVHORUDFWLYLW

acum

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SURGXVHOH XQRU LQGXVWULL GLQWUH FHOH PDL GLYHUVH $OWH LQRYD LL SRW YL]D GLVWULEXLWRULL DD FXP

HVWHFD]XOFXPS U WXULORUSULQ,17(51(7

2.2. Strategiile firmei

Tab. 2.2. - 1.

6WUDWHJLLOHSHFDUHOHSRDWHDGRSWDRILUP 

e
prin costuri
GLIHUHQ LHU

produse
reducerea costurilor produselor prin
reducerea consumurilor specifice,
simplificarea metodelor de

SURGXFWLYLW

IDEULFD LHORJLVWLFDHWF

HFRQRPLLORUGHVFDU 

Dezvoltarea de produse de calitate

prin unicitatea VXSHULRDU FXFDUDFWHULVWLFLPDL
produselor
bune.
GLIHUHQ LHUH

metode
&RERUkUHDSHFXUEDGHH[SHULHQ

SHQWUXFRQVXPXULFUHWHUHD
LLPXQFLLVSRULUHD

Tehnologii cu grad nalt de precizie,

cu un control foarte strict, mai
IOH[LELOHLFDSDELOHGHDSHUVRQDOL]D

concentrarea
pe un segment

produsele.
Dezvoltarea de produse care au doar 0HWRGHFDUHV UHDOL]H]HSURGXVHOH
caracteristicile necesare pentru
exact la nivelul solicitat de

GHSLD

VDWLVIDFHUHDXQXLVHJPHQWOLPLWDWL

SULQ

VHJPHQWXOGHSLD

DYXWvQYHGHUH

SUH XUL

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concentrarea
pe un segment

Realizarea unui produs mai bun

0HWRGHFDUHV SHUPLW PD[LPL]DUHD

SHQWUXVHJPHQWXOGHSLD

YDORULLDG XJDWHSHQWUXXQDQXPL

GHSLD

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SULQ

GLIHUHQ LHUH

DQYL]DMDW

YL]HD] RELHFWLYHPDLODUJL

VHJPHQWGLQFOLHQWHO 

Tab. 2.2. -&RUHOD LDvQWUHDYDQWDMHOHFRQFXUHQ LDOHDOHSURGXVHORULWHKQRORJLLORUORUGH

IDEULFD LH

Procedeul:
Actual

Produsul:
Existent
1XYDDS UHDQLFLR

vPEXQ

Cu totul nou

LW

Cu totul nou
Competitivitatea poate fi

SHUIRUPDQ HOH

Competitivitatea
ntreprinderii se va
modifica dar nu

WLPSSRDWHILFKLDUH[FOXV GHSH

prezente (dect,

IRDUWHPXOWSRDWHL

SLD

HYHQWXDOvQU X

vQU X

,QWUHSULQGHUHDvL

Competitivitatea

,QWUHSULQGHUHDVHGLYHUVLILF SULQ

S VWUHD] 

vQWUHSULQGHULLFUHWH

H[WLQGHUHDFRPSHWHQ HORUGHFDUH

VFKLPEDUHID

Actual,

,PEXQ

G

vPEXQ W

LW SHWHUPHQVFXUWQ

competitivitatea.

dispune acum.

,QWUHSULQGHUHDVXIHU RUHRUJDQL]DUHFHHDFH

5HRUJDQL]DUHJHQHUDO D

YDLPSOLFDFRPSHWHQ HQRL&RQFXUHQ LDO

ntreprinderii care va trece la o

SR]L LDvQWUHSULQGHULLVHvPEXQ W

QRX DFWLYLWDWH

HWH

,PSDFWXOLQRYD LHLDVXSUDWLSXULORUGHVWUDWHJLH
,QRYDUHDLVWUDWHJLDUHGXFHULLFRVWXULORU

.
Principalele elemente inovante constau n reducerea ponderii costurilor cu mna de lucru, a

FRVWXULORU HQHUJLHL L vQ JHQHUDO D PDWHULLORU SULPH 'H DVHPHQHD LQRYD LL GH SURFHGHX SRW UHGXFH

ponderea rebuturilor sau chiar apelul la materii prime mai ieftine.

3H GH DOW  SDUWH DSRUWXO LQRY ULL OD UHGXFHUHD FRVWXULORU SRDWH SHUPLWH XQXL QRX YHQLW V 
S WUXQG  SH SLD

 (VWH FD]XO OXL +(:/(77

-PACKARD care, creind microprocesorul RISC (cu

PDL SX LQH LQVWUXF LXQL D UHXLW V  FRPSHQVH]H HIHFWXO GH H[SHULHQ

 DO OXL 027252/$ VDX

INTEL.
,QRYDUHDLVWUDWHJLDGHGLYHUVLILFDUH
6WUDWHJLD GH GLIHUHQ LHUH VH ED]HD]  SUDFWLF vQWRWGHDXQD SH XQ HOHPHQW GH LQRYDUH 8QHRUL
HVWHYRUEDGHLQRYDUHWHKQRORJLF FDvQFD]XO&LWURHQ&UD\
([LVW  vQV  L VWUDWHJLL GH GLIHUHQ LHUH FDUH QX VH ED]HD]  QHDS UDW SH R LQRYDUH VSHFLILF 

exemplul fiind cel al lui Rolls-Royce.

/D IHO SRW DS UHD LQRYD LL vQ VSHFLDO GH SURFHV FDUH QX VH UHJ VHVF vQ GLIHUHQ LHUHD

produsului ci n reducerea de costuri.

8Q FD] SDUWLFXODU GH VWUDWHJLH GH GLIHUHQ LHUH HV

te strategia kaizen

FRQVWDQ L vQ MDSRQH]  ,GHHD HVWH DFHHD F  FRQFXUHQ LL QX IDF ID

SURJUHV FX SDL PLFL L

 ULWPXOXL UDSLG GH vQORFXLUH D

SURGXVHORU VLPLODUH LDU FOLHQ LL DFFHSW  V  FXPSHUH PHUHX DOWFHYD SHQWUX D IL vQ SDV FX PRGD
WHKQRORJLF 

ExLVW

vQV LXQULVFFXPS U WRUXOWLHF SHVWHOXQLYDYHQLSHSLD

FHYDvQF LPDLEXQ

LFDXUPDUHvQWkU]LHV vLvQORFXLDVF HFKLSDPHQWXODDFXPHVWHDFXPFD]XO3&

-urilor. Ca urmare

ULWPXOYkQ] ULORUVHvQFHWLQHWHVHQVLELO

Exemplu de kaizen de succes.

SONY a lansat walkman-ul n 1980. De atunci a comercializat 160 de versiuni (280
GDF OX PvQFRQVLGHUD LHLSHFHOHDOHILOLDOHLVDOH$,:$'XUDWDGHYLD

DXQXLPRGHOHUDGH

DQLvQLDDMXQVODPDLSX LQGHXQDQvQ

ModiILF

ULOH  YL]HD]  SHUIRUPDQ HOH  DXWR UHYHUVH GROE\ WHOHFRPDQG  PLQLDWXUL]DUHD

DXWRQRPLDLPDLDOHVGLVLJQ XOFHODOPRGHOXOXLQRXIDFkQGFDFHOHDQWHULRDUHOXLV SDU vQYHFKLWH

 2.3. Strategiile tehnologice.

6WUDWHJLD WHKQRORJLF

a ntreprinderii este calea pe care ea o alege pentru a-L GREkQGL

GH]YROWD L DSRL XWLOL]D WHKQRORJLLOH 7HKQRORJLLOH UHSUH]LQW  XQ HOHPHQW PDL SX LQ PRELO GHFkW
FHOHODOWH GDW ILLQG YDORDUHD LQYHVWL LHL SH FDUH R LPSOLF  'H PXOWH RUL WHKQRORJLLOH LQVWDOD LLOH L
XWLODMHOHGHMDH[LVWHQWHLPSXQDQXPLWHRELHFWLYHLHOHPHQWHGHDYDQWDMFRQFXUHQ LDO
6WUDWHJLDWHKQRORJLF WUHEXLHV DGXF U VSXQVXOODWUHLvQWUHE ULLPSRUWDQWH

FHWHKQRORJLLV DGRSW PLV XWLOL] P"

FkWGHDYDQVDWHWHKQRORJLFWUHEXLHV ILHHOH"

FHSRQGHUHWUHEXLHV DLE WHKQRORJLLOHQRL"

5 VSXQVXULOH OD vQWUHE ULOH GH VXV YRU IL GLIHULWH vQ IXQF LH GH R VXP  GH IDFWRUL LQWHUQL L

externi dintre care vom prezenta pe cei mai semnificativi.

Factori interni:

WLSXOGHDFWLYLWDWHYL]DWSURGXF LHVHUYLFLLFRPHU GLYHUVHFRPELQD LLvQWUHHOH

tipul de produse (fizice sau de tip service) oferite;

FOLHQWHODYL]DW WLSORFDOL]DUHLQWHUQ VDXH[WHUQ GLPHQVLXQLHWF

VLVWHPHOHGHJHVWLXQHGHFL]LHD

SXQFWHOHWDULLFHOHVODEHDOHvQWUHSULQGHULLILUPHLDGLF 

FRPSHWHQ DSHUVRQDOXOXLvQVSHFLDODFHORUFHYRUWUDQVSXQHVWUDWHJLDvQSUDFWLF 

resursele financiare de care dispune,

WHKQRORJLLOHSHFDUHvQWUHSULQGHUHDOHDUHLOHVW SkQHWHGHMD

Factori externi:

macrosistemul: - ritm de FUHWHUHDOHFRQRPLHLQD LRQDOH

-ULWPGHFUHWHUHDOVHFWRUXOXL
-SRVLELOLW LOHVHFWRUXOXLHFRQRPLFHWHKQLFH
-PRGLILF ULOHJLVODWLYHSUHYL]LELOHVDXQX
-PRGLILF ULDOHGHFL]LLORUSROLWLFH
-PRGLILF ULDOHVWUXFWXULLLVDXFOimatului social.

produsul:
- JDPDvQFDUHVHvQFDGUHD] 
- produse complementare;
- produse care l pot nlocui;
-FRPSRUWDUHDFXPS U WRULORUID GHHO
-YDULD LDFHUHULLVH]RQLHU FRQMXQFWXUDO HWF

SLD D
- grad de segmentare;
- practici comerciale;
-FLUFXLWHGHGLVWULEX LH
tehnologia:
-VWUXFWXUDFRVWXULORUGHIDEULFD LH
-HFRQRPLDGHVFDO 
-YDORDUHDDG XJDW 
- logistica;
- mna de lucru.
inovarea:
- tipuri posibile;
- surse;
- ritmuri
FRQFXUHQ LL
- strategiile
- obiectivele
-SXQFWHOHWDULLVODEH

3HQWUXFDRvQWUHSULQGHUHFDUHLQWU vQWU XQGRPHQLXIRDUWHQRXV UHXHDVF V vLFUHH]HLV 

vLPHQ LQ XQDYDQWDMFRQFXUHQ LDOHDWUHEXLHV VHED]H]HSHWUHLHOHPHQWH

1.
2.

5HJLPXOGHVW SkQLUH

a noii tehnologii.

&RQFHS LD GRPLQDQW  9L]HD]  DQVDPEOXO GH FDUDFWHULVWLFL VXVFHSWLELOH V  VDWLVIDF  vQ PRG
RSWLPFHULQ HOHXWLOL]DWRULORU

3.

$FWLYHOH FRPSOHPHQWDUH 6H UHIHU  OD WHKQRORJLLOH DVRFLDWH FDUH WUHEXLHVF XWLOL]DWH SHQWUX

valorificarea tehnologiHLGHED]

ODODVHUHRSWLFDPHFDQLFDILQ PLFUR

-electronica, etc).

3R]L LRQDUHDVWUDWHJLF DILUPHORUVHIDFHGHUHJXO vQGRX JUXSH

)LUPHOHPLFLLPLMORFLLGLVSXQGHPLMORDFHPDWHULDOHOLPLWDWHLQXvLSRWSHUPLWHRDFWLYLWDWH

de cercetare-dezvROWDUH FDUH V

 DFRSHUH WRW GRPHQLXO VH RULHQWHD]  VSUH VW SkQLUHD XQXL QXP U

PLFGHWHKQRORJLLLDFkWRUYDSHUHFKLSURGXV SLD

Firmele mari FDXW V FRQWUROH]HvQWUHJGRPHQLXOLDUvQGRPHQLXOPDLQLORUXQHOWHSHED] GH

laser firma lider este SIEMENS) putnd oferi unul sau altul din produsele sale pentru ori care
VROLFLWDUHLPSRUWDQW

2.3.1. Modelul BCCA de valorificare a tehnologiilor

Modelul este dezvoltat de M.Birnbaum sub numele de the Basis of Competition and
Competitive Advantage LRIHU XQGHPHrs globalizant al managementuluii strategic al tehnologiei.
6HLDvQFRQVLGHUD LHED]DFRPSHWL LHLDF LXQLOHSHFDUHWR LFRQFXUHQ LLOHH[HFXW SHQWUXD
FRQFXUD SH R SLD

 GDW  SURGXF LH PDUNHWLQJ VHUYLFLL DSRL

avantajul competitiv, ansamblul de

HOHPHQWHVSHFLILFHRIHULWHGHRILUP 0RGHOXOLQFLW IDFWRULLGHGHFL]LHDLXQHLILUPHV FUHH]HLV 

YDORULILFHWRFPDLDFHVWHHOHPHQWHVSHFLILFHSRUQLQGGHODWUHLvQWUHE ULVLPSOH

Care este domeniul de activitate al ntreprinderii ?, care sunt tehnologiile pe care le

VW SkQHWHVDXSHFDUHOH-DUSXWHDGREkQGLLFDUHSRWILYDORULILFDWHFDEXQXULLVHUYLFLL"
&DUHVXQWQHYRLOHSRWHQ LDOLORUFOLHQ L"FXPFRQFRUG FRPSHWHQ HOHWHKQRORJLFHDOHILUPHLFX
QHYRLOHFOLHQ LORU"

Cum putem satisface nevoileFOLHQ LORULFHPDLWUHEXLHI

FXWvQDFHVWVHQV"FHWUHEXLHI FXW

vQFRQGL LLOHFRQFXUHQ LDOHGDWH"

0RGHOXORSHUHD] FXWUHLFDWHJRULLGHFULWHULLGHGHFL]LH

consumatorii:FXQRDWHUHDQHYRLORUORUDFWXDOHLSRWHQ LDOHHYROX LDDWHSW

ULORUORUJU

ija de a

S VWUDRFRPXQLFDUHVWUkQV FXFOLHQ LL

tehnologia:

FXQRDVWHUHD

WUDLHFWRULLORU

WHKQRORJLFH

IUkQDUHD

GLIX] ULL

VSUH

H[WHULRU

D

WHKQRORJLLORUGHGLIHUHQ LHUHHYHQWXDOF XWkQGFDWHKQRORJLLOHGHGLIHUHQ LHUHV QXVHPDQLIHVWH

vQPRGH[SOLFLWL

FRQFXUHQ LL

evident n produsele sau serviciile oferite.

identificareadinamicii globale a sectoruluui de activitate (concentrare, bariere de

LQWUDUHLLHLUHWDOLDSLH LLFUHWHUHDFHUHULLLQWHQVLWDWHDFRQFXUHQ HLLDF LXQLOHFRQFXUHQ LORU

D]LLvQSHUVSHFWLY 

Schematic, modelul s-DUSUH]HQWDDD

Domeniul de activitate
consumatori SURGXVHLVHUYLFLLFHSRW
tehnologie
FRQFXUHQ L

QHYRLOHFOLHQ LORU

UHFRPDQG

FXQRWLLQ HSULYLQG

PHQ LQHUHDXQXLFRQWDFW

UL

ILRIHULWHSHSLD

QHYRLOHFOLHQ LORU

VWUkQVFXFOLHQ LL

WHKQRORJLLGHGLIHUHQ LHUH

UHJ VLUHDORUvQSURGXVH

frnare difuzare spre

(servicii)

FRQFXUHQ L

FXQRDWHUHDGHWDOLDW D

SR]L LRQDUHD

FRQWUROXOWHKQRORJLLORUL

SLH LLLFRQFXUHQ LORU

FRQFXUHQ LDO

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2.3.2. Strategia "Bonzai", ED]DW

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n ultimii ani, numeroase firme japoneze

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tehnologia de care dispune ntreprinderea este de

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valorificare conduce la diferite linii de produse.

Acest mod de gndire este ilustrat de imaginea
din fig.2.-3:

Fig. 2.3.2-1. Vizualizarea sub forma unui arbore

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produselor: QDWXU

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, know-

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n jurul unui pivot de diversificare (V.Beretta, Politique et strategie d'entreprise, Ed.d'Org. 1985):

Fig. 2.3.2-3
Utilizarea
pivotului pentru diversificarea
produselor.
Fig.

2.3.2-4.

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serviciului R & D.
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te, anume:

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novnd continuu,
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trece la stabilirea strategiei tehnologice. n acest scop se va ncepe prin a identifica toate
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beneficiari.
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att ele

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Marketing
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IBM
umane
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rapid unor noi cereri ale clientelei
- capacitatea de a dezvolta produse cu
totul noi
SONY
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ACCOR
Originalitatea designului
APPLE
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CARREFOUR
aprovizionare
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BENETTON
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n Romnia, XEROX

Exemple.
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ie a

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avut succes, deci tot o strategie "n spate" a apOLFDWFHOSX LQODvQFHSXW

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1985, sistemul autofocus, care i-D SHUPLV V  GH LQ  vQ   GLQ SLD vQGHWULPHQWXOOXL&DQRQ
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calculatoarele SHUVRQDOH GDU IRU D VD L-D SHUPLV V

standardul cel mai utilizat azi, PC-ul.

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