Key word
|
Definition
|
Vietnamese
|
Added
value
|
The
difference between the market value of the output and the cost of the inputs
to the organisation.
|
Giá
trị gia tăng
|
Architecture
|
The network of relationships and
contracts both within and around the organisation.
|
Cấu
trúc tổ chức doanh nghiệp
|
Attractiveness to stakeholders
|
Strategy
evaluation criterion associated with the strategy being sufficiently
appealing to those people that the company needs to satisfy
|
Tính
hấp dẫn đối với các bên hữu quan
|
Backward integration
|
The
process whereby an organisation acquires the activities of its inputs
|
Sáp nhập lùi /việc công ty thực
hiện các việc cung ứng của mình
|
Balanced scorecard
|
This
uses strategic and financial measures to assess the outcome of a chosen
strategy
|
Thẻ
điểm cân bằng
|
Benchmarking
|
The
comparison of practice in other organisations in order to identify areas for
improvement.
|
Phép
đối chuẩn/So
sánh tình hình hoạt động giữa các tổ chức khác nhau nhưng hoạt động trong
lĩnh vực tương tự nhau để xác định khu vực cần cải thiện
|
Bounded rationality
|
The principle that managers reduce
tasks, including implementation, to a series of small steps, even though this
may grossly oversimplify the situation and may not be the optimal way to
proceed.
|
Lý
thuyết lý tính bị rào
|
Brainstorming
|
The rapid generation of ideas by a
group, often from a wide variety of backgrounds, without any evaluation of
those ideas.
|
Động
não
|
Branding
|
The
additional reassurance provided to the customer by the brand name and
reputation beyond the intrinsic value of the assets purchased by the
customer.
|
Xây
dựng thương hiệu
|
Break-even
|
The point at which the total costs of
undertaking a new strategy are equal to the total revenue from the strategy
|
Hòa
vốn
|
Bretton Woods Agreement
|
System
of largely fixed currency exchange rates between the leading industrialised
nations of the world
|
Hiệp
ước the Bretton Woods
|
Business ethics
|
See
Ethics
|
Đạo
đức kinh doanh
|
Business model
|
A
formula that summarises the essential elements of strategy that will deliver
the company’s profits in a particular strategic context.
|
Mô
hình kinh doanh
|
Business process re-engineering
|
The
replacement of people in administrative tasks by technology, often
accompanied by delayering and other organisational change
|
Tái
cấu trúc quy trình doanh nghiệp
|
Capability-based resources
|
Covers the resources across the entire
value chain and goes beyond key resources and core competencies
|
Nguồn
lực dựa vào năng lực
|
Capacity utilisation
|
The
level of plant operation at any time, usually expressed as a percentage of
total production capacity of that plant.
|
Chỉ
số sản xuất công nghiệp
|
Cash cows
|
Products
with high relative market shares in low-growth markets
|
Cash cows là loại công ty có khả năng
tạo tiền lớn cùng lợi nhuận biên cao, tuy nhiên, vị thế trong ngành (market
share) là không lớn (hoặc tương lai sụt giảm). Loại này (products) trong công
ty dùng để “bơm” tiền cho các hoạt động khác, đảm bảo cho sự phát triển trong
tương lai (Trong mô hình BCG)
|
Change options matrix
|
This links the areas of human resource
activity with the three main areas of strategic change: work, cultural and
political change.
|
Ma
trận lựa chọn các thay đổi
|
Changeability of the environment
|
The
degree to which the environment is likely to change.
|
Khả
năng thay đổi của môi trường
|
Channel
strategy
|
Chiến
lược kênh phân phối
|
|
Close-related
diversification
|
Different companies within a group may
have different products or services but have some form of close affinity such
as common customers, common suppliers or common overheads.
|
Các
công ty khác nhau trong một nhóm có thể có những sản phẩm hoặc dịch vụ khác
nhau nhưng có thể có chung khách hàng, nhà phân phối hoặc chi phí.
|
Collusive
alliances
|
Cooperative
strategies in which firms seek to share information in order to reduce
competition or raise prices
|
Liên
minh
|
Comparative advantage of nations
|
This
consists of the resources possessed by a country that give it a competitive
advantage over other nations
|
Lợi
thế cạnh tranh quốc gia.
|
Competitive
advantage
|
The
significant advantages that an organisation has over its competitors
|
Lợi
thế cạnh tranh
|
Competitor
profiling
|
Explores
one or two leading competitors by analysing their resources, past
performance, current products and strategies
|
Đánh
giá đối thủ cạnh tranh
|
Complementors
|
The
companies whose products add more value to the products of the base
organisation than they would derive from their own products by themselves
|
Sản
phẩm bổ sung/hỗ trợ
|
Complete
competitive formula
|
The business formula that offers both
value for money to customers and competitive advantage against competitors.
|
Công
thức cạnh tranh toàn diện
|
Concentration
ratio
|
The
degree to which value added or turnover is concentrated in the hands of a few
firms in an industry.
|
Tỷ
lệ tập trung hóa
|
Consistency
|
Strategy evaluation criterion
associated with the strategy being in agreement with the objectives of the
organisation.
|
Tính
thống nhất
|
Contend
|
The
constructive conflict that some strategists argue is needed by every organisation
|
Sự
tranh luận
|
Content
of strategic management
|
The
main actions of the proposed strategy.
|
Những
phần chính của quản trị chiến lược.
|
Context of strategic management
|
The circumstances surrounding and
influencing the way that a strategy develops and operates.
|
Bối
cảnh của quản trị chiến lược
|
Contingency theory of leadership
|
Argues
that leaders should be promoted or recruited according to the needs of the
organisation at a particular point in time.
|
Lý
thuyết ứng phó với tình huống bất ngờ
|
Controls
|
Employed
to ensure that strategic objectives are achieved and financial, human
resource and other guidelines are not breached during the implementation
process or the ongoing phase of strategic activity
|
Kiểm
tra/Kiểm soát
|
Co-operation
|
The
links that bring organisations together, thereby enhancing their ability to
compete in the market place
|
Sự
hợp tác
|
Co-operative
game
|
Has
positive payoff for all participants
|
Lý
thuyết trò chơi hợp tác
|
Co-operative
strategy
|
A strategy in which at least two
companies work together with rivals or other related companies to achieve an
agreed objective or to their mutual benefit.
|
Chiến
lược hợp tác/
Giữa ít nhất 2 cty để đạt được mục tiêu và lợi ích chung
|
Core
areas of strategic management
|
Strategic
analysis, strategy development and strategy implementation from a
prescriptive perspective only
|
Những
phần cốt lõi của quản trị chiến lược
|
Core
competencies
|
The
distinctive group of skills and technologies that enable an organisation to
provide particular benefits to customers and deliver competitive advantage
|
Năng
lực cốt lõi
|
Core
resources and capabilities
|
The
important strategic resources of the organisation, usually summarised as
tangible and intangible resources of the organisation coupled with the organisational
capabilities that deploy and share these resources
|
Tài
nguyên và tiềm năng cốt lõi
|
Corporate
governance
|
The
influence and power of the stakeholders to control the strategic direction of
the organisation in general and, more specifically, the chief executive and
other senior officers of the organisation.
|
Quản
trị công ty đại chúng
|
Corporate-level
strategy
|
has
two meanings in the literature. First, corporate-level strategy means the
strategic decisions that lead companies to diversify from one business into
other business areas, either related or unrelated. Second, corporate-level
strategy means the role of the corporate headquarters in directing and
influencing strategy across a multiproduct group of
companies. |
Chiến
lược cấp công ty
|
Corporate
purpose
|
The
purpose and contribution of the central headquarters of a diversified group
of companies.
|
Mục
tiêu của tổ chức
|
Corporate
social responsibility
|
The
standards and the conduct that an organisation sets itself in its dealings
within an organisation and outside with its environment
|
Trách
nhiệm xã hội của doanh nghiệp.
|
Cost/benefit
analysis
|
Evaluates
strategic projects, especially in the public sector, where an element of
un-quantified public service beyond commercial profit may be involved.
|
Phân
tích chi phí/Lợi nhuận
|
Cost
of capital
|
The
cost of the capital employed in an organisation, often measured by the cost
of investing in a risk-free bond outside the organisation coupled with some
element for the extra risks, if any, of investing in the organisation itself
|
Chi
phí vốn
|
Cost-plus
pricing
|
Sets
the price of goods and services primarily by totalling the costs and adding a
percentage profit margin
|
Định
giá cộng thêm vào chi phí
|
Creative destruction theory
|
Based
on the concept that innovative opportunities arise through competition and
technology destroying previous market offerings
|
Lý
thuyết sự hủy diệt tích cực
|
Creative
theory
|
Based
on the hypothesis that new opportunities can be developed by entrepreneurs
experimenting and creating a new market demand that did not previously exist
|
Lý
thuyết sáng tạo/ Dựa
trên thử nghiệm của doanh nghiệp tạo ra một nhu cầu thị trường mới.
|
Cultural
web
|
The
factors that can be used to characterise some aspects of the culture of an
organisation.
|
Mạng
văn hóa.
|
Culture
|
It
is important to distinguish between these two quite distinct areas of the
subject.
|
Văn
hóa
|
Customer–competitor
matrix
|
Links
together the extent to which customers have common needs and competitors can
gain competitive advantage through areas such as differentiation and
economies of scale.
|
Ma
trận khách hàng – đối thủ cạnh tranh
|
Customer-driven
strategy
|
The
strategy of an organisation where every function is directed towards customer
satisfaction. It goes beyond those functions, such as sales and marketing
that have traditionally had direct contact with the customer.
|
Chiến
lược định hướng khách hàng.
|
Customer
profiling
|
Describes
the main characteristics of the customer and how customers make their
purchase decisions.
|
Hồ
sơ khách hàng
|
Cyclicality
|
The
periodic rise and fall of a mature market.
|
Chu
kì
|
Delayering
|
The
removal of layers of management and administration in an organisation’s
structure.
|
Tinh
giản bộ máy/Loại
bỏ các cấp quản lý và điều hành trong cấu trúc một tổ chức.
|
Demerger
|
The
split of an organisation into its constituent parts, with some parts possibly
being sold to outside investors.
|
Tái
thiết
|
Derived
demand
|
Demand
for goods and services that is derived from the economic performance of the
customers.
|
Cầu
phái sinh, cầu dẫn xuất/ Cầu đối với một yếu tố sản xuất.
|
Diamond
theory of international competitive advantage
|
Identifies
a ‘diamond’ of four interrelated areas within a nation which assist that
country to be more competitive in international markets – the four areas
being factor conditions, competing firms within the country, support
industries of the country and home demand.
|
Lý
thuyết “Diamond” trong lợi thế cạnh tranh toàn cầu
|
Differentiation
|
The
development of unique benefits or attributes in a product or service that
positions it to appeal especially to a part (segment) of the total market
|
Chuyên
biệt hóa sản phẩm
|
Dirigiste
policy
|
Describes
the policies of a government relying on an approach of centrally directed
government actions to manage the economy.
|
Chính
sách Chính phủ can thiệp
|
Discontinuity
|
Radical,
sudden and largely unpredicted change in the environment
|
Sự
gián đoạn, thay đổi đột ngột không thể đoán trước trong môi trường
|
Discovery
theory
|
Based
on the premise that new opportunities already exist in the market place and
are waiting to be discovered by entrepreneurs.
|
Dựa
trên tiền đề các cơ hội mới đã tồn tại trong thị trường và cần được doanh
nghiệp khám phá
|
Discounted
cash flow (DCF)
|
The
sum of the projected cash flows from a future strategy, after revaluing each
individual element of the cash flow in terms of its present worth using the
cost of capital of the organisation.
|
Dòng
tiền chiết khấu
|
Disruptive
innovation
|
This
takes an existing market and identifies existing technologies that will offer
simpler, less expensive products or services than have been offered
previously
|
Siêu
đổi mới
|
Distant-related
diversification
|
Although
the different companies in the group will have quite different products or
services, possibly using wholly different technologies, they will share the
same underpinning core competencies or some other area of technology or
service that would benefit from coordination by a central headquarters.
|
Mặc dù các công ty khác nhau trong
nhóm sẽ có những sản phẩm hoặc dịch vụ hoàn toàn khác nhau, có thể sử dụng
công nghệ hoàn toàn khác biệt, nhưng họ sẽ chia sẻ năng lực nền tảng cốt lõi
đó hoặc một số công nghệ, dịch vụ ở khu vực khác để được lợi từ sự phối hợp với
một trụ sở trung ương.
|
Distribution
or channel strategy
|
The
strategies involved in delivering the product or service to the customer.
|
Kênh
phân phối
|
Diversification
strategy
|
This
occurs when an organisation moves away from a single product or dominant
business area into other business areas, which may or may not be related to
the original business.
|
Chiến
lược đa dạng hóa
|
Diversified
portfolio of products
|
Companies
that have a range of products serving many customers in different markets.
|
Đa
dạng hóa sản phẩm
|
Division
|
A
separate part of a multiproduct company with profit responsibility for its
range of products.
|
Phân
công
|
Dogs
|
Products
with low relative market shares in low-growth markets.
|
Sản phẩm tiêu thụ chậm, khó bán, thị
phần thấp, cần có chiến lược từ bỏ đầu tư và chuyển sang lĩnh vực đầu tư mới
|
Dominant
logic
|
The
way in which managers conceptualise the business and make critical resource
allocation decisions.
|
Logic
chiến lược ưu thế
|
Double-loop learning
|
Consists
of a first loop of learning that checks performance against expected norms
and adjusts where necessary, coupled with a second loop that reappraises
whether the expected norms were appropriate in the first place.
|
Học
tập vòng lập kép
|
Economic
rent
|
Any
excess that a factor earns over the minimum amount needed to keep that factor
in its present use
|
Tô
kinh tế
|
Economies
of scale
|
The
extra cost savings that occur when higher-volume production allows unit costs
to be reduced.
|
Kinh
tế quy mô hay kinh tế bậc thang
|
Economies
of scope
|
The
cost savings developed by a group when it shares activities or transfers
capabilities and competencies from one part of the group to another
|
Tính
kinh tế theo phạm vi
|
Emergent change
|
The
whole process of developing a strategy whose outcome only emerges as the
strategy proceeds.
|
Thay
đổi chiến lược phát sinh
|
Emergent strategic management
|
A
strategy whose final objective is unclear and whose elements are developed
during the course of its life, as it proceeds
|
Quản
lý chiến lược phát sinh
|
Empowerment
|
The
devolution of power and decision making responsibility to those lower in the organization
|
Sự
trao quyền
|
Entrepreneurship
|
A
way of thinking, reasoning and acting that focuses on the identification and
exploitation of business opportunities from a broad general perspective
typically driven by the leadership of individuals or small groups.
|
Tư
duy làm chủ doanh nghiệp
|
Environment
|
Everything
and everyone outside the organisation: competitors, customers, government
|
Môi
trường
|
Ethics
|
The
principles that encompass the standards and conduct that an organisation sets
itself in its dealings within the organisation and with its external
environment.
|
Nguyên
tắc , quy chế của tổ chức
|
Expansion
method matrix
|
Explores
in a structured way the methods by which the market opportunities associated
with strategy options might be achieved.
|
Phương
pháp mở rộng ma trận
|
Experience
curve
|
The
relationship between the unit costs of a product and the total units ever
produced of that product, plotted in graphical form, with the units being
cumulative from the first day of production.
|
Đường
cong kinh nghiệm
|
Experiential learning circle
|
This
has four elements: 1. concrete experience or knowledge; 2. observation and
reflection; 3. formation of abstract concepts from the observation; 4.
testing of such concepts in new situations.
|
Vòng
học tập thông qua trải nghiệm: Có bốn yếu tố: 1. cụ thể kinh nghiệm
hay kiến thức; 2. quan sát và phản ánh, 3. hình thành các khái niệm trừu
tượng từ quan sát, 4. thử nghiệm các khái niệm trong những tình huống mới.
|
Feasibility
|
Strategy
evaluation criterion associated with the strategy being capable of being
implemented
|
Tính
khả thi
|
Fit
|
The
consistencies, coherence and congruence of the organisation
|
Tính
thống nhất,phù hợp
|
Floating
and fixed exchange rates
|
Currency
exchange rates, such as the rate of exchange between the US dollar and the
Yen, are said to float when market forces determine the rate,
depending on market demand.
|
Tỷ
giá thả nổi và cố định
|
Focus
group
|
A
research discussion of around five to eight people, selected for their
relevance to the subject.
|
Khảo
sát nhóm tập trung
|
Focus
strategy
|
Occurs
when the organisation focuses on a specific niche (or segment) of the market
place and develops competitive advantage by offering products especially
developed for that niche (or segment).
|
Chiến
lược tập trung
|
Foreign
trade
|
The
exporting and importing activities of countries and companies around the
world.
|
Ngoại
thương
|
Foreign
direct investment (FDI)
|
The
long-term investment by a company in technology, management skills, brands
and physical assets of a subsidiary in another country
|
Đầu tư trực tiếp nước ngoài
|
Formal
organisation structures
|
Those
structures formally defined by the organisation in terms of reporting
relationships, responsibilities and tasks
|
Cơ
cấu tổ chức chính thức
|
Forward
integration
|
The
process whereby an organisation acquires the activities of its outputs
|
Sáp
nhập tiến/Việc công ty mua lại công ty khách hàng của mình
|
Franchise
|
A
form of cooperative strategy in which a firm (the franchisor) develops a business
concept and then offers this to others (the franchisees) in the form of a
contractual relationship to use the business concept
|
Nhượng
quyền kinh doanh
|
Functional
organisation structure
|
Structure
based around the main activities that have to be undertaken by the
organisation
|
Cơ
cấu chức năng
|
Game-based
theories of strategy
|
These
focus on the decisions of the organisation and its competitors as strategy is
developed – the game – and the interactions between the two as
strategic decisions are taken.
|
Chiến
lược dựa vào lý thuyết trò chơi
|
Game
theory
|
Structured
methods of bargaining with and between customers, suppliers and others, both
inside and outside the organisation
|
Lý
thuyết trò chơi
|
Gearing ratio
|
The
ratio of debt finance to the total shareholders’ funds
|
Tỷ
suất nợ trên vốn
|
General
Agreement on Tariffs and Trade (GATT)
|
International
agreement between various countries around the world, designed to deal with
trade disputes and support world trade.
|
GATT
- Hiệp định chung về thuế quan và thương mại
|
Generic
industry environment
|
The
study of those strategies that are particularly likely to cope with a
particular market or competitive environment
|
Môi
trường ngành phổ quát
|
Generic
strategies
|
The
three basic strategies of cost leadership, differentiation and focus
(sometimes called niche) which are open to any business
|
Chiến
lược cạnh tranh phổ quát
|
Global and national responsiveness
matrix
|
This
links together the extent of the need for global activity with the need for
an organisation to be responsive to national and regional variations
|
Ma
trận đáp ứng toàn cầu và quốc gia
|
Global
product company
|
This
will often involve the global integration of manufacturing and one common
global brand.
|
Sản
phẩm toàn cầu
|
Global
strategy
|
When
a company treats the whole world as one market and one source of supply.
|
Chiến
lược toàn cầu
|
Green
strategy
|
concerns
those activities of the organisation that are focused on both sustaining the
earth’s environment and developing the business opportunities that will arise
from such additional activities.
|
Chiến
lược xanh
|
Green
strategy value chain
|
seeks
out ways of reducing energy, lowering carbon content and adopting recycling
policies, not only within the organisation but also with suppliers and
customers.
|
Chuỗi
giá trị tạo ra từ chiến lược xanh/ tìm ra cách giảm năng lượng, làm
giảm hàm lượng carbon và áp dụng các chính sách tái chế, không chỉ trong tổ
chức mà còn với các nhà cung cấp và khách hàng.
|
Growth-share
matrix
|
Ma trận quan hệ tăng trưởng và thị
phần
|
|
Hierarchy
of resources
|
The
four levels of resources that are the full resources of the organisation.
|
Hệ
thống các nguồn lực
|
Historical
strategy perspective
|
According
to this approach, the purpose of an organisation and its outcomes must, at
least in part, be seen as being influenced by the organisation’s present
resources, its past history and its evolution over time
|
Chiến
lược dựa vào kết quả quá khứ
|
Holding company organisation structure
|
Used for organisations with very
diverse product ranges and share relationships where a central (holding)
company owns various businesses and acts as an investment company with
shareholdings in each of the individual enterprises
|
Cơ
cấu tổ chức công ty cổ phần
|
Horizontal integration
|
When
an organisation moves to acquire its competitors or make some other form of
close association
|
Chiến
lược theo chiều ngang
|
Human
resource audit
|
An
examination of the organisation’s leadership, its people and their skills,
backgrounds and relationships with each other.
|
Đánh
giá nguồn nhân lực
|
Human
resource-based theories of strategy
|
These
emphasise the importance of the people element in strategy development.
|
Lý
thuyết chiến lược dựa vào nguồn nhân lực
|
Implementation
|
The
process by which the organisation’s chosen strategies is put into operation.
|
Thực
thi chiến lược
|
Informal
organisation structures
|
Those
structures, often unwritten, that have been developed by the history, culture
and individuals in an organisation to facilitate the flow of information and
allocate power within the structure.
|
Cấu
trúc tổ chức không chính quy
|
Innovation
|
The
generation and exploitation of new ideas
|
Sự
đổi mới
|
Innovation
and knowledge-based theories
|
of
strategy privilege the generation of new ideas and the sharing of those ideas
as being the most important aspects of strategy development
|
Sự
đổi mới và lý thuyết quản trị kiến thức
|
Innovation
organisation structure
|
Characterised
by creativity, lack of formal reporting relationships and informality.
|
Đổi
mới cơ cấu tổ chức
|
Innovative
capability
|
The
special talent possessed by some organisations for developing and exploiting
innovative ideas.
|
Khả
năng sáng tạo
|
Intangible resources
|
The
organisation’s resources that have no physical presence but represent real
benefit to the organisation, like reputation and technical knowledge.
|
Tài
nguyên vô hình
|
Intellectual
capital of an organisation
|
The
future earnings capacity that derives from a deeper, broader and more human
perspective than that described in the organisation’s financial reports.
|
Vốn
trí tuệ của tổ chức
|
Intellectual
property
|
Any
product of human intellect that is intangible but has value in the market
place – often has a legal meaning for companies
|
Sở
hữu trí tuệ
|
International
culture
|
Collective
programming of the mind that distinguishes one human group from another.
|
Văn
hóa quốc tế
|
International Monetary Fund (IMF)
|
International
body designed to lend funds to countries in international difficulty and to
promote trade stability through cooperation and discussion
|
Quỹ
tiền tệ quốc tế
|
International
strategy
|
When
a significant proportion of an organisation’s activities are outside the home
country and are managed as a separate area.
|
Chiến
lược quốc tế
|
Intrapreneurship
|
Focuses
on the identification and exploitation of creative and innovative
opportunities within larger companies or organisations.
|
Người
có khả năng lãnh đạo
|
Joint
ventures
|
Co-operative
strategies where two or more organisations set up a separate jointly owned
subsidiary to develop the cooperation
|
Liên
doanh
|
Just-in-time
|
System
that ensures that stock is delivered from suppliers only when it is required,
with none being held in reserve.
|
Sản
xuất tức thời/ Cung
cấp đúng sản phẩm với đúng số
lượng tại đúng nơi vào đúng thời điểm
|
Kaizen
|
The
process of continuous improvement in production and every aspect of value
added (Japanese).
|
Phương
pháp cải tiến KAIZEN/là từ khá thông dụng tại Nhật Bản, có nghĩa là
“cải tiến liên tục”. Đây là phương thức quản lý chất lượng phát sinh từ quản
lý chất lượng toàn diện
|
Kanban
|
Control
system on the factory floor to keep production moving
|
Thẻ
kanban/Là công cụ để
qui định dòng vật tư trong môi trường sản xuất, công cụ này hỗ trợ việc áp
dụng hệ thống kéo.
|
Key
factors for success
|
Those
resources, skills and attributes of the organisations in an industry that is
essential to deliver success in the market place.
|
Các
nhân tố thành công cốt lõi
|
Knowledge
|
A
fluid mix of framed experience, values, contextual information and expert
insight.
|
Tri
thức
|
Knowledge
creation
|
The
development and circulation of new knowledge within the organisation.
|
Tri
thức sáng tạo
|
Knowledge management
|
The
retention, exploitation and sharing of knowledge in an organisation that will
deliver sustainable competitive advantage.
|
Quản
trị tri thức
|
Laissez-faire policy
|
Describes
the policies of a government relying on an approach of non-interference and
free-market forces to manage the economy of a country.
|
Chính
sách tự do kinh tế
|
Leadership
|
The art or process of influencing
people so that they will strive willingly and enthusiastically towards the
achievement of the group’s mission and purpose.
|
Nghệ
thuật lãnh đạo
|
Learning
|
The
strategic process of developing strategy by crafting, experimentation and
feedback.
|
Tổ
chức học tập
|
Learning-based
strategic route forward
|
Emphasises
learning and crafting as aspects of the development of successful corporate
strategy
|
Chiến
lược xây dựng tổ chức học tập
|
Leasing
|
A
form of debt where the organisation hires an asset for a period, possibly
with the option of buying it at the end of the period
|
Nghiệp
vụ cho thuê
|
Leveraging
|
The
exploitation by an organisation of its existing resources to their fullest
extent
|
Tận
dụng/
Khai thác các nguồn lực sẵn có một cách tối đa
|
Life
cycle
|
Plots
the evolution of industry annual sales over time
|
Chu
kỳ sống
|
Logical
incrementalism
|
The
process of developing a strategy by small, incremental and logical steps.
|
Quá
trình phát triển chiến lược từng bước nhỏ, hợp lý
|
Logistics
|
The
science of stockholding, delivery and customer service
|
Logistic
|
Long-term
debt
|
A
loan repaid over a period longer than a year
|
Nợ
dài hạn
|
Loose–tight
principle
|
The
concept of the need for tight central control by headquarters, while allowing
individuals or operating subsidiaries loose autonomy and initiative within
defined managerial limits.
|
Nguyên
tắc nới rộng – thắt
|
Low-cost
leader in an industry
|
Has
built and maintains plant, equipment, labour costs and working practices that
deliver the lowest costs in that industry.
|
Dẫn
đầu với chi phí thấp.
|
Macroeconomic
conditions
|
Economic
activity at the general level of the national or international economy.
|
Điều
kiện kinh tế vĩ mô
|
Market
equilibrium
|
The
state that allows competitors a viable and stable market share accompanied by
adequate profits
|
Cân
bằng thị trường
|
Market mechanism
|
The
means by which the state uses market pricing and quasi-market mechanisms to
determine the supply and demand of goods that were previously state
monopolies in public sector strategy.
|
Cơ
chế thị trường
|
Market options matrix
|
Identifies
the product and the market options available to the organisation, including
the possibility of withdrawal and movement into unrelated markets
|
Ma
trận lựa chọn thị trường mục tiêu
|
Market segmentation
|
The
identification of specific groups (or segments) of customers who respond to
competitive strategies differently from other groups.
|
Phân
khúc thị trường
|
Market
positioning
|
The
choice of differential advantage possessed by an organisation that allows it
to compete and survive in a market place.
|
Định
vị thị trường
|
Mass
marketing
|
One
product is sold to all types of customer
|
Marketing
đại trà
|
Matrix
organisation structure
|
Instead
of the product-based multidivisional structure, some organisations have
chosen to operate with two overlapping structures
|
Cấu
trúc tổ chức theo ma trận
|
Milestones
|
Interim
indicators of progress during the implementation phase of strategy
|
Cột
mốc trong từng giai đoạn thực hiện chiến lược
|
Minimum
intervention
|
The
principle that managers implementing strategy should only make changes where
they are absolutely necessary
|
Sự
can thiệp tối thiểu
|
Mission
|
Outlines
the broad general directions that the organisation should and will follow and
briefly summarises the reasoning and values that lie behind it.
|
Nhiệm
vụ
|
Mission
statement
|
Defines
the business that the organisation is in or should be in against the values
and expectations of the stakeholders
|
Sứ
mệnh
|
Monopoly
rents
|
Economic
rent deriving from the markets in which the organisation operates
|
Lợi
nhuận độc quyền
|
Multidivisional
organisation structure
|
As
the product range of the organisation becomes larger and more diverse,
similar parts of the product range are grouped together into divisions, each
having its own functional management team.
|
Cấu
trúc tổ chức nhiều bộ phận
|
Multinational enterprise (MNE)
|
One
of the global companies that operate in many countries around the world
|
Công
ty đa quốc gia
|
Multinational
strategy
|
When
a company operates in many countries, though it may still have a home base.
|
Chiến
lược đa quốc gia
|
Negative-sum
game
|
Actions
of each party undermine both themselves and their opponents.
|
Lý
thuyết đàm phán với tổng âm
|
Negotiation-based
strategic route forward
|
Has
both human resource and game theory elements. Human resource aspects
emphasise the importance of negotiating with colleagues in order to establish
the optimal strategy
|
Chiến
lược dựa trên lý thuyết đàm phán với tổng âm
|
Net
cash flow
|
Approximately,
the sum of pre-tax profits plus depreciation, less the periodic investment in
working capital that is required to undertake the project
|
Dòng
tiền ròng
|
Network-based
strategy
|
Explores
the links and degree of cooperation present in related organisations and
industries.
|
Chiến
lược dựa trên mạng lưới
|
Network
co-operation
|
Refers
to the value-adding relationships that organisations develop inside
their own organisation and outside it with other organizations
|
Mạng
lưới hợp tác
|
Network
externalities
|
Refer
to the development of an overall standard for a network that allows those
belonging to the network to benefit increasingly as others join the network
|
Yếu
tố ngoại lai mạng lưới/Lợi ích của 1sản phẩm/dịch vụ khi số ng sử dụng
tăng lên
|
New
public management model
|
Consists
of a model of public sector decision making where the professional civil
service operates with more market competition and former state monopolies are
divided and compete against each other for business from citizens
|
Mô
hình quản lý công mới
|
Niche marketing
|
Concentration
on a small market segment with the objective of achieving dominance of that
segment
|
Thị
trường ngách/ Tập trung vào một lĩnh vực thị trường cụ thể để đạt được
phân khúc thị trường đó
|
Objectives or goals
|
Take
the generalities of the mission and turn them into more specific
commitments.
|
Mục
tiêu
|
Oligopoly
|
A
market dominated by a small number of firms
|
Thị
trường độc quyền
|
Organisational
capability
|
The
skills, routines, management and leadership of its organisation.
|
Năng
lực của tổ chức
|
Organisational culture
|
The
set of beliefs, values and learned ways of managing in an individual
organisation.
|
Văn
hóa của tổ chức
|
Outsourcing
|
The
decision by an organisation to buy in products or services from outside,
rather than make them inside the organisation
|
Thuê
ngoài/
Quyết định mua sản phẩm /dịch vụ từ nhà sản xuất khác thay vì tự sản xuất.
|
Paradigm
|
The
recipe or model that links the elements of a theory together and shows, where
possible, the nature of the relationships
|
Công
thức/Mô hình
|
Parenting
|
The
special relationships and strategies pursued at the headquarters of a diversified
group of companies.
|
Chiến
lược giữa “công ty mẹ” và “công ty con”. Những mối quan hệ đặc biệt và
chiến lược được áp dụng theo trụ sở chính của một nhóm đa dạng các công ty.
|
Payback
|
The
time that it takes to recover the initial capital investment, usually
measured in years.
|
Hoàn
vốn
|
Payoffs
|
The
results of particular game-plays.
|
Lợi
ích ròng/ Lợi
ích có đc khi thực hiện một hành động cụ thể.
|
PESTEL
analysis
|
Checklist
of the political, economic, socio-cultural, technological, environmental and legal
aspects of the environment.
|
Phân
tích PESTLE là
một công cụ hữu ích cho doanh nghiệp và được sử dụng kết hợp với phân tích
SWOT để đánh giá tình hình của một doanh nghiệp cá nhân.
|
Plans or programmes
|
The
specific actions that follow from the strategies. Often a step-by-step
sequence and timetable
|
Kế
hoạch/Chương trình
|
Politics
|
Concerned
with the exercise of authority, leadership and management in organisations
|
Hoạt
động chính trị
|
Portfolio
matrix
|
Analyses
the range of products possessed by an organisation (its portfolio) against
two criteria: relative market share and market growth
|
Chiến
lược Portfolio/ Các
doanh nghiệp lớn (các tập đoàn thuộc loại đa dạng hoá hoạt động kinh doanh)
thường sử dụng BCG để phân tích và định hướng chiến lược cho từng ngành nghề
kinh doanh khác nhau (portfolio strategy) qua đó loại bỏ những nghành nghề
không hiệu quả và tập trung đầu tư vào nghành nghề có lợi thế cạnh tranh hoặc
thị trường có tiềm năng cao.
|
Power
|
This
aspect of strategic leadership is concerned with the exercise of authority,
leadership and management in organizations
|
Quyền
lực
|
Predictability
of the environment
|
The
degree to which changes in the environment can be predicted.
|
Khả
năng dự báo sự thay đổi của môi trường
|
Prescriptive
change
|
The
implementation actions that result from the selected strategy option
|
Quy
tắc thay đổi
|
Prescriptive strategic management
|
A
prescriptive strategy is one whose objective is defined in advance and whose
main elements have been developed before the strategy commences.
|
Quy
tắc quản trị chiến lược
|
Pressure
points for influence
|
The
groups or individuals that significantly influence the direction of the
organisation, especially in the context of strategic change
|
Điểm
nhấn ảnh hưởng: Các
nhóm hoặc cá nhân ảnh hưởng đến tổ chức,đặc biệt có thể làm thay đổi chiến
lược
|
Primary
demand
|
Demand
from customers for themselves or their families
|
Nhu
cầu sơ cấp
|
Problem
children
|
Products
with low relative market shares in high-growth markets.
|
Các
sản phẩm có thị phần tương đối thấp trong các thị trường có tốc độ tăng
trưởng cao
|
Process
of strategic management
|
How
the actions of strategic management are linked together or interact with each
other as strategy unfolds.
|
Quy
trình quản lý chiến lược
|
Profit-maximising
theories of strategy
|
Emphasise
the importance of the market place and the generation of profit.
|
Chiến
lược tối đa hóa lợi nhuận
|
Profitability
|
The
ratio of profits from a strategy divided by the capital employed in that
strategy. It is important to define clearly the elements in the equation,
|
Tỷ
lệ lợi nhuận
|
Public
interest
|
Concerns
about the objectives of the institutions that make and implement public
decisions in public sector strategy.
|
Thu
hút công chúng
|
Public
power
|
The
resource possessed by nation states and consisting of the collective decision
making that derives from the nation state.
|
Công
quyền
|
Public
sector administration model
|
Consists
of a professional civil service bureaucracy that enacts government
legislation and administers the activities of the state on behalf of the
government, coupled with state monopolies that supply services to citizens.
|
Mô
hình quản lý nhà nước
|
Public
sector resource analysis
|
Needs
to assess whether sufficient and appropriate resources are available to
deliver the purpose and objectives set by the state.
|
Phân
tích tài nguyên quốc gia
|
Public
value
|
Refers
to the benefits to the whole of the nation from owning and controlling
certain products and services in public sector strategy.
|
Giá
trị công cộng
|
Quota
|
A
maximum number placed by a nation state on the goods that can be imported
into the country in any one period.
|
Hạn
ngạch
|
Reputation
|
The
strategic standing of the organisation in the eyes of its customers and other
stakeholders.
|
Danh
tiếng
|
Resource
allocation
|
The
process of allocating the resources of the organisation selectively between
competing strategies according to their merit
|
Sự
phân phối nguồn vốn
|
Resource-based
strategy
|
Stressses
the importance of an organisation possessing some resources that deliver its
competitive advantage over its rivals in the market place
|
Chiến
lược dựa trên nguồn lực
|
Resource-based view
|
Stresses
the importance of resources in delivering the competitive advantage of the
organisation
|
Quan
điểm dựa trên nguồn lực
|
Retained
profits
|
The
profits that are retained in an organisation rather than distributed as
dividends to shareholders
|
Lợi
nhuận được giữ lại
|
Return on capital employed
|
Defined
as the ratio of profits to be earned divided by the capital invested in the
new strategy.
|
Tỷ
lệ thu nhập trên vốn sử dụng
|
Reward
|
The
result of successful strategy, adding value to the organisation and the
individual
|
Phần
thưởng
|
Reward
systems
|
The
structured benefits paid to individuals and groups who have delivered
strategies that add value to the organisation consistent with its agreed
purpose
|
Hệ
thống khen thưởng
|
Ricardian
rents
|
Economic
rent deriving from the resources of the organisation
|
Lý
thuyết của Ricardo/
Tô kinh tế phát sinh từ nguồn lực của
tổ chức
|
Risk
|
Strategy
evaluation criterion associated with a strategy that does not expose the
organisation to unnecessary hazards or to an unreasonable degree of danger.
|
Rủi
ro
|
Scenario
|
Model
of a possible future environment for the organisation, whose strategic
implications can then be investigated.
|
Phương
pháp kịch bản/Những
câu chuyện/ kịch bản hợp lý về viễn cảnh tương lai thay thế
|
Schumpeterian
rents
|
Economic
rent deriving from new and innovatory products and services that allow the
organisation to charge significantly above the costs of production.
|
Tô
kinh tế phát sinh từ sản phẩm/dịch vụ mới
|
Seven
S Framework
|
The
seven elements are super ordinate goals: strategy, structure, systems,
skills, style and staff.
|
7
yếu tố chi phối mục tiêu: chiến lược, cơ cấu, hệ thống, kỹ năng, phong cách
và nhân lực.
|
Share
issues
|
New
shares in an organisation can be issued to current or new shareholders to
raise finance for new strategy initiatives.
|
Sự
phát hành cổ phiếu
|
Shareholder
value added
|
The
difference between the return on capital and the cost of capital multiplied
by the investment made by the shareholders in the business
|
Tăng
giá trị cho cổ đông
|
Short-term
debt
|
A
loan repaid in less than one year.
|
Nợ
ngắn hạn
|
Small
organisation structure
|
Consists
of the owner/ proprietor and the immediate small team surrounding that
person.
|
Cơ
cấu tổ chức nhỏ
|
Socio-cultural
theories of strategy
|
Focus
on the social and cultural dimensions of the organisation in developing
corporate strategy.
|
Chiến
lược phát triển tập trung vào vấn đề văn hóa-xã hội.
|
Split
|
The
variety of techniques that can be employed to develop and sustain the
autonomy and diversity of large organisations
|
Chia
nhỏ
|
Stakeholders
|
The
individuals and groups who have an interest in the organisation and,
therefore, may wish to influence aspects of its mission, objectives and
strategies
|
Các
bên hữu quan
|
Stars
|
Products
with high relative market shares operating in high-growth markets.
|
Vùng
ngôi sao (trong ma trận BCG) Sản phẩm có thị phần cao trong thị trường có tốc
độ tăng trường cao
|
Strategic
alliances
|
Co-operative
strategies where organisations combine or share some of their resources
without involving an exchange of shares or other forms of joint ownership
|
Liên
minh chiến lược
|
Strategic
business unit (SBU)
|
The
level of a multi-business unit at which the strategy needs to be developed.
The unit has the responsibility for determining the strategy of that unit.
|
Đơn
vị kinh doanh chiến lược
|
Strategic
change
|
The
proactive management of change in organisations in order to achieve clearly
defined strategic objectives or to allow the company to experiment in areas
where it is not possible to define strategic objectives precisely
|
Chiến
lược thích ứng
|
Strategic
environment
|
Everything
and everyone outside the organisation: competitors, government, etc.
|
Môi
trường bên ngoài
|
Strategic
fit
|
The
matching process between strategy and organisational structure.
|
Quá
trình kết hợp chiến lược và cơ cấu tổ chức
|
Strategic
groups
|
Groups
of firms within an industry that follow the same strategies or ones that have
similar dimensions and which compete closely.
|
Nhóm
chiến lược
|
Strategic leadership
|
This
is the ability to shape the organisation’s decisions and deliver high value
over time, not only personally but also by inspiring and managing others in
the organisation.
|
Lãnh
đạo chiến lược
|
Strategic
management
|
This
has at least three definitions. First, the identification of the purpose
of the organisation and the plans and actions to achieve that purpose.
Second, the identification of market opportunities, coupled with
experimenting and developing competitive advantage over time. Third, the
pattern of major objectives, purposes or goals and the essential policies or
plans for achieving those goals.
|
Quản
trị chiến lược
|
Strategic
planning
|
A
formal planning system for the development and implementation of the
strategies related to the mission and objectives of the organization
|
Hoạch
định chiến lược
|
Strategic
space
|
The
identification of gaps in an industry representing strategic marketing
opportunities.
|
Chiến
lược SPACE
|
Strategies
|
The
principles that show how an organisation’s major objectives or goals are to
be achieved over a defined time period.
|
Chiến
lược
|
Strategy as history
|
The
view that strategy must, at least in part, be seen as a result of the organisation’s
present resources, its past history and its evolution over time
|
Xây
dựng chiến lược dựa trên việc xem xét các kết quả đã được trước đó.
|
Style
theory of leadership
|
Suggests
that individuals can be identified who possess a general style of leadership
that is appropriate to the organisation.
|
Phong
cách lãnh đạo
|
Suitability
|
Strategy
evaluation criterion associated with the strategy being appropriate for the
internal and external context of the organization
|
Sự
thích hợp
|
Survival-based
theories of strategy
|
These
regard the survival of the fittest in the market place as being the prime
determinant of corporate strategy
|
Xem
xét những điều thích ứng nhất trên thị trường hiện tại là yếu tố chính quyết
định chiến lược công ty
|
Sustainable
competitive advantage
|
An
advantage over competitors that cannot be easily imitated.
|
Lợi
thế cạnh tranh bền vững
|
SWOT
analysis
|
An
analysis of the strengths and weaknesses present internally in the
organisation, coupled with the opportunities and threats that the organisation
faces externally
|
Phân
tích SWOT
|
Synergy
|
The
combination of parts of a business such that the sum is worth more than the
individual parts – often remembered as ‘2 + 2 = 5’.
|
Sự
hợp lực
|
Tangible
resources
|
The
physical resources of the organisation such as plant and equipment
|
Tài
nguyên hữu hình
|
Target
pricing
|
Sets
the price of goods and services primarily on the basis of the competitive
position of the organisation, the profit margin required and, therefore, the
target costs that need to be achieved.
|
Lợi
nhuận mục tiêu
|
Targeted
marketing
|
See
Market segmentation
|
Marketing
mục tiêu
|
Tariffs
|
Taxes
on imported goods imposed by a nation stateve
|
Thuế
quan
|
Taylorism
|
The
division of work into measurable parts, such that new standards of work
performance could be defined, coupled with a willingness by management and
workers to achieve these.
|
Chủ
nghĩa Taylor
|
Three
‘S’ Framework for Dynamic Strategy
|
has
three main elements: 1. sensing the changes, 2. seizing the opportunities, 3.
surveying the outcomes and responses
|
Chiến
lược 3S: Có 3 yếu tố chính:cảm nhận sự thay đổi,nắm bắt cơ hội và khảo sát
kết quả,phản ứng
|
Tiger
economies
|
Countries
of South-East Asia exhibiting exceptionally strong economic growth over the
past 30 years, including Singapore, Malaysia, Hong Kong, Thailand and Korea
|
Những
con Hổ Đông Nam Á
(Nền kinh tế của các nước đông Nam Á có sự phát triển mạnh trong 30 năm qua)
|
Total
quality management (TQM)
|
Emphasises
the need for the whole company to manage quality at every level of the company.
|
Quản
lý chất lượng toàn diện
|
Trade
barriers
|
The
barriers set up by governments to protect industries in their own countries
|
Rào
cản thương mại
|
Trade
block
|
Agreement
between a group (or block) of countries designed to encourage trade between those
countries and keep out other countries.
|
Khối
thương mại
|
Trait
theory of leadership
|
Argues
that individuals with certain characteristics (traits) can be identified who
will provide leadership in virtually any situation
|
Thuyết
tính cách lãnh đạo
|
Transactions
continuum
|
Based
on the principle of the level of ownership by a diversified group, the
transactions continuum represents the range of options that are available for
ownership and control by the group: they begin at one end with an acquisition
with 100 per cent ownership with divestment at the other end with zero per
cent ownership.
|
Giao
dịch liên tục
|
Transcend
|
Given
the inevitable complexities of corporate strategy, some strategists argue
that every organisation needs an approach to management that transcends these
problems and copes with such difficulties.
|
Vượt
qua (khó khăn)
|
Transfer
price
|
The
price for which one part of an organisation will sell its goods to another
part in a multidivisional organisation
|
Giá
chuyển nhượng
|
Transnational
product company
|
This
usually involves some global integration of manufacturing coupled with significant
national responsiveness to national or regional variations in customer
demand.
|
Công
ty xuyên quốc gia
|
Uncertainty
|
may
involve specific inputs but the outcomes are not fully defined in advance and
perhaps not even clear after the event
|
Sự
không chắc chắn
|
Uncertainty-based
theories of strategy
|
These
regard prediction of the environment as being of limited use because the
outcomes of any strategy are essentially complex and unpredictable, implying
that long-term planning has little value.
|
Chiến
lược dựa trên sự bất ổn
|
Unrelated diversification
|
The
different companies in a corporate group have little in common with regard to
products, customers or technologies.
|
Đa
dạng hóa không liên kết
|
United
Nations Conference on Trade and Development (UNCTAD)
|
A
trade body set up to highlight the trading concerns of the developing nations
of the world and promote their interests
|
Hội nghị Liên hiệp quốc về Thương mại và Phát
triển.
|
Validity
|
Strategy
evaluation criterion associated with the strategy and its related
calculations and other assumptions being well-grounded and meaningful.
|
Giá
trị pháp lý/Hiệu lực
|
Value
chain
|
This
identifies where the value is added in an organisation and links the process
with the main functional parts of the organisation.
|
Chuỗi
giá trị
|
Value
system
|
The
wider routes in an industry that add value to incoming supplies and outgoing
distributors and customers.
|
Hệ
thống giá trị
|
Vertical
integration
|
This
occurs when a company produces its own inputs (backward integration) or when
a company owns the outlets through which it sells its products (forward
integration).
|
Liên
kết dọc
|
Vision
|
A
challenging and imaginative picture of the future role and objectives of an
organisation, significantly going beyond its current environment and
competitive position
|
Tầm
nhìn
|
Weighted
average cost of capital
|
Chi
phí sử dụng vốn bình quân
|
|
Zero-sum
game
|
Has
no payoff because the gains of one player are negated by the losses of
another.
|
Lý thuyết đàm phán “Tổng bằng không”
|
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