Paper代写范例：Johnson And Johnson Strategic Plans
Paper代写范例-Johnson和Johnson战略计划。本文是一篇由本站代写服务提供的paper写作案例范文，主要内容是讲述讨论和审查强生公司的技能、战略、员工、结构、系统、员工和共享价值的战略举措。进行政治经济分析，为强生公司提供全球风险见解，最后，进入模式将受到本篇paper中几个内部因素的影响。它包括内部需求、技术诀窍、管理诀窍以及降低成本的压力。下面就一起来看一下这篇Paper代写范例的具体内容。
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.
引言是作为强生公司的简要背景而形成的。本篇paper的重点将放在强生的子公司——股份有限公司消费者公司集团强生。我们将重点报道强生公司的婴儿产品线。
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将讨论和审查强生公司的技能、战略、员工、结构、系统、员工和共享价值的战略举措。我们调查了他们的公司职能，以便更好地了解他们，从而做出有效的决策。进行政治经济分析，为强生公司提供全球风险见解，有利于强生公司将这些风险作为潜在风险和风险进行管理。针对强生公司的婴儿保健产品，采用波特力模型分析了该公司的竞争优势。其中一个关键的理解是，在婴儿护理产品线上，中高端竞争对手的数量比加利福尼亚婴儿、Simple等竞争对手少。SWOT分析表明，尽管全球标准化战略存在一些不足，但经过利弊比较，强生公司仍具有较强的竞争优势。强生公司的增长战略将根据三年计划的内部和外部环境因素进行选择。这些诊断参考了基于公司资源——资产、知识产权和人员——的SWOT分析。最后，进入模式将受到本篇paper中几个内部因素的影响。它包括内部需求、技术诀窍、管理诀窍以及降低成本的压力。
The recommendation part would provide several suggestions for the improvement of Johnson & Johnson through the organization structure and Human Resource Management.
建议部分将通过组织结构和人力资源管理为强生公司的改进提供几点建议。
Introduction 介绍
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.
我们选择为强生公司（J&J）撰写全球战略商业解决方案项目报告，因为它是一家成立于1886年的全球美国制药、医疗器械和消费包装产品制造商。强生公司拥有250多家子公司，分布在全球57个国家，产品销往175多个国家，是一家上市公司，跻身《财富》500强，并在纳斯达克（NYSE:JNJ）注册股票。由于在全球市场上销售的产品种类繁多，强生公司采用了全球标准化的商业战略，即其产品所需的定制有限，专注于让客户认可和认同强生公司是一个家喻户晓的品牌。
Focus of this paper will be placed on J&J’s subsidiary – Johnson & Johnson, Group of Consumer Companies, Inc.
本篇paper的重点将放在强生的子公司——股份有限公司消费者公司集团强生公司上。
Strategic Initiative of Johnson & Johnson 强生公司的战略举措 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.
由于强生公司是一家全球性制造商，在全球范围内拥有许多子公司，强生公司将通过严格的选拔流程雇佣员工，并注重员工的表现。这意味着强生公司以全球思维招聘有经验和能力的人员——雇佣第三国国民（TCN），这表明招聘人员主要取决于与强生公司的组织结构是否一致。
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.
为了对股东负责，以市场增长和利润最大化为目标，强生公司采取了全球标准化的经营战略。之所以选择全球标准化战略，是因为强生公司的重点是降低成本，而且除了产品包装的微小变化外，对产品定制的需求有限。
Staff 工作人员
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.
强生公司的员工可以说是积极性很高的。强生公司为员工提供了许多激励措施，从个人福利到绩效福利（即年度激励奖金、长期激励奖和遣散费）。由于强生公司对员工的期望很高，强生公司派遣员工参加平均每年8小时或更长时间的定期员工培训（即金融和市场营销等领域的领导力发展和管理教育）。强生公司还通过强生公司的Credo调查，赋予员工对公司问题发表意见的权利，以确保员工的积极性。
Structure 结构
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.
强生公司的组织结构是由公司战略决定的。强生公司最初采用了去中心化的管理方法，但在20世纪初，强生公司的高管们注意到，他们的子公司在直接为客户服务的全球平台上地位不佳，因此将其改为更标准化的管理方式。公司管理层的变化使强生公司能够减轻权力下放方法带来的限制。一个例子是强生将所有子公司分为三类，即消费者、制药和专业。每个类别的董事长都有责任确定在每个市场的公司之间利用服务和专业知识的机会，特许经营经理负责协调一系列产品（如美国、法国、澳大利亚的婴儿护理产品）的跨公司销售。集中管理方法使强生公司受益，因为它使强生公司的最高管理层能够更好地了解其全球运营，并能够有效地管理和整合其全球运营。这导致强生公司成功地在全球范围内有效运营，降低了生产成本，减少了加工和制造过程中的冗余和重复。
Systems 系统
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.
在医疗保健业务中，强生公司受到一个共同目标的鼓舞和团结：照顾他们在世界各地服务的人们的健康和福祉。关爱驱使强生公司的员工通过他们所做的一切，让世界变得更美好、更健康。这是他们的商业战略和举措、他们建立的计划和伙伴关系、他们在公共政策问题上的立场以及他们对环境的关心的核心。
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.
随着公司的发展，它继续推动创新，在集中控制下进行协调活动，将卓越的技术和独创性注入他们生产的每一种产品和公司承担的每一个项目。强生公司的程序是一个“从内部构建”组织的系统，因为95%的员工从入门级开始，然后在整个组织中进步和繁荣。这不仅创造了许多成长和进步的绝佳机会，也在J&Jers的同事中创造了一种特殊的同志情谊，他们中的许多人都是一起成长起来的。
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.”
强生公司提出了这一信条，讲述了他们的使命宣言、观点以及对客户和社会的承诺。罗伯特·伍德·约翰逊（Robert Wood Johnson），1932年至1963年的前董事长，也是公司创始家族的一员，1943年，就在强生公司成为上市公司之前，他亲自制定了《我们的信条》。早在人们听到“企业社会责任”这个词之前
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是强生公司的董事长、董事会成员和首席执行官。他对组织工作程序感到自豪，并描述了他们的日常工作是对患者和客户未满足需求的回应，以及对同事需求的回应；他们对支持他们生活和工作的全球社区的反应；最后，他们对医疗保健研究和创新呼吁的回应。
Style 风格
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.
强生公司的母公司宝洁公司一直在开拓近50个不同类别的产品，其婴儿产品线将是本篇paper重点关注的功能。
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.
随着公司的发展，它每天都在继续推动创新，将卓越的技术和独创性融入到他们生产的每一种产品和公司承担的每一个项目中。强生公司的程序是一个“从内部构建”组织的系统，因为95%的员工从入门级开始，然后在整个组织中进步和繁荣。
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.
这不仅创造了许多成长和进步的绝佳机会，也在J&Jers的同事之间创造了一种特殊的同志情谊，他们中的许多人都是一起成长起来的。
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.
这也解释了为什么他们的招聘流程如此严格。强生公司的制度是这样的，他们不仅仅提供一份工作，他们希望你成长为他们未来的领导者之一。从第一天起，你将帮助开发或支持你所知道的令人兴奋的品牌，同时从事对其2009年619亿美元的全球销售额有直接影响的项目。
Shared Values 共享的价值观
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的管理风格是帮助塑造和定义健康和幸福在日常生活中的意义。他们的产品、服务、想法和付出现在每天至少影响10亿人的生活。他们将自己的力量和耐力归功于始终如一的业务管理方法和员工的性格。他们所做的每一件事都受到《信条》和四项战略原则的指导，《信条》是一份60多年前由1932年至1963年的前董事长罗伯特·伍德·约翰逊撰写的管理文件。
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.
他们的公司风格深深植根于他们的信条，并深深渗透到他们的员工和领导中。强生公司的体系是这样的，他们指导业务的首要哲学是他们的信条，这是一套根深蒂固的价值观，是几代强生公司领导人和员工的战略和道德指南针。
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，他们的信条挑战他们将他们所服务的人民的需求和福祉放在首位。它还谈到了他们对员工、我们生活和工作的社区、国际社会以及我们的股东的责任。他们相信，他们的信条是一个长期增长和可持续发展的蓝图，在今天与当初一样重要。
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:
公司的行为风格是，他们的信条中体现的价值观指导着世界各地各级强生公司家族成员的行动。他们这样做已经60多年了。这些信条价值观延伸到他们的会计和财务报告职责。其管理层负责及时、准确、可靠和客观的财务报表及相关信息。像这样的：
They maintain a well-designed system of internal accounting controls.
他们维持着一个精心设计的内部会计控制系统。
They encourage strong and effective corporate governance from their Board of Directors.
他们鼓励董事会进行强有力和有效的公司治理。
They continuously review their business results and strategic choices.
他们不断审查自己的业务成果和战略选择。
They focus on financial stewardship.
他们专注于财务管理。
Synergistic teams 协同团队
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、战略、员工、结构、系统、员工和共享价值共同形成并协同工作，形成了一个协同的员工团队，负责监督从采购材料、生产线、制造到研发的整个运营。人们认为，协同作用是由各个部分或过程共同作用产生的能量或力量。在强生公司，婴儿护理产品是公司承诺的协同作用和质量保证的结果。
External Environment 外部环境
Environment cannot be controlled; therefore we should analyze the environment first then indicate the strategy that also reflects the organization structure subsequently.
环境无法控制；因此，我们应该先分析环境，然后指出战略，这也反映了组织结构。
Political Economy Analysis 政治经济学分析
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.
一个国家的政治经济定义了政治、经济和法律体系之间相互依存的形式，也反映了它们之间的相互作用和影响。
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.
一个国家的政府体系被定义为政治体系，将200多个世界实体划分为两个维度，包括集体主义与个人主义的程度以及民主与极权主义的程度。更实际地说，个人将被捆绑在一起，以实现共同或集体的目标，在高背景的国家，如韩国、日本，这些人专注于社会和长期关系的利益；个人主义意味着民主政治制度和自由市场经济，就像美国人一样，在选举中有自由的投票权。缅甸、朝鲜充当政府绝对由一个人或政党控制的极权主义。然而，中国存在着一个灰色地带，即它一直在向更大的个人自由市场经济迈进，但政府仍然是一个极权独裁政权。
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.
如果政治制度高度稳定，公司就会去中心化；否则，公司将集中在低稳定的局面。尽管与新加坡等其他亚洲国家相比，日本的政治制度（即自2007年以来更换了3位首相）相对不稳定，但日本政府在跨国公司进入当地市场方面更加开放。
Economic systems 经济体系
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.
在市场经济中，生产是由需求和供给的相互作用决定的；此外，政府鼓励私人生产商、英国、美国和法国等政府的代表之间进行自由和公平的竞争。命令经济的目标是“社会的利益”；泰国、韩国和印度尼西亚等所有企业都是国有的命令经济体。印度是混合经济的典型例子，其中某些经济部门由私人所有制和自由市场机制管理，而其他部门则由国家所有制和政府规划。
The company would decentralize in the consistent economy system or concentrate in the inconsistent economy system.
该公司将在一致的经济体系中分散或集中在不一致的经济系统中。
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.
对于一家在全球经营的企业来说，了解不同的法律体系在这一过程中发挥着重要作用。法律方面有助于促进商业运营，因此国际商业运营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.
公司必须考虑到其经营所在国家的法律结构。全球化打破了国家之间的障碍，将国家团结在一个全球平台上。但国家间投资的增加也使不同文化的人更难理解其他国家的规则。遵守开展业务所在国的法律制度很重要，或者如果法律不符合规定，政府有权采取法律行动。
International Business Laws 国际商法
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.
企业经营的世界中，不同政府和司法系统的法律可能会发生冲突，因为它们来自不同的文化。因此，有必要了解法律体系的基本知识，并了解商法如何影响公司本国和海外的商业。国际商业对商法的影响有助于将标准纳入其公司法规或运营中，以解决这些棘手和复杂的问题。
Social cultural environment 社会文化环境
According to Geert Hofstede Cultural Theory, the global social culture roughly classify as 4 dimensions which considered as ‘costs’.
根据霍夫斯泰德文化理论，全球社会文化大致分为四个维度，即“成本”。
Individualism versus Collectivism 集体主义
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.
个人主义和个人成就在西方国家是普遍的，在个人主义中既有积极的实施，也有消极的实施。积极的一面表现在个人之间的竞争中，而不是集体之间的竞争，个人在组织内部竞争的绩效动机会得到报酬，尤其是在美国经济的活力中，鼓励人们抓住机会，尝试具有独特想法的新事物（如史蒂夫·乔布斯）。然而，个人主义者只专注于任务型，他们无法与他人建立牢固而长期的关系，这就是集体主义的优势所在。美国、加拿大和澳大利亚是不同于亚洲（即韩国、中国）的典型个人主义代表，他们都是集体主义者。
Power Distance 功率距离
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.
组织之间存在对等级制度或不平等的接受程度，上级决策中反映的权力距离越高（即日本、越南），以及作为地位、职位和经验的奖励；相比之下，在丹麦和英国等低权力距离文化中，任务代表的决策和权限以及绩效报酬的支付。
Uncertainty Avoidance 避免不确定性
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.
对不确定性和模糊情况的容忍程度，低不确定性规避反映了对新事物（即澳大利亚、新加坡）的高风险承担者和适应性；高不确定性表现出对法国和意大利等不确定性问题的低容忍度，这些国家需要遵守结构化的组织或规则，因此法国和意大利在被派遣为外籍经理时很难克服文化冲击。
Masculinity versus Femininity 男性气质与女性气质
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.
工作性别角色的差异是否被社会所接受，日本和中国应该是男性社会；性别的工作是不同的，形成了男性占主导地位的社会和个人更加注重经济和物质财富。另一方面，在泰国和芬兰等女性国家，性别角色重叠，这些国家的人们更关注生活质量。因此，在女性化国家，生活方式的购买力相对较高，这为强生公司的发展指明了一条有吸引力的道路。
Overall analysis 总体分析
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.
这些外部环境为强生公司提供了全球风险洞察，有利于强生公司将这些风险作为潜在风险和风险进行管理，以利用相关的国际业务战略形成和调整长期的组织结构。
Competitive Advantages – Poster’s Five Forces 竞争优势——海报的五大力量
Degree of Rivalry 竞争程度
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.
中高端竞争对手在婴儿护理产品线上的竞争对手较少，如California Baby，Simple；但强生公司在婴儿护理行业和规模经济方面占据主导地位，因此该公司的竞争不那么激烈。竞争优势和促销的成本相对较高，如广告和折扣；此外，强生公司拥有数百年的历史和良好的企业社会责任形象，这使他们保持了竞争力，而不是离开这个行业。其次，高增长率显示出行业整体的中高竞争态势。
Threat of new entrants 新进入者的威胁
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.
新进入者的威胁应该很低，尽管从低设置成本的角度来看，进入壁垒很低。强生公司的品牌资产相对较高，在行业中有很大影响，因此大量供应商更愿意与其签订合同，而不是新进入者，因为新进入者有利于提升供应商的品牌和获取更多利润，Lafe’s Body Care是近年来推出新婴儿护理产品线的新进入者的一个例子。
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.
除了为客户提供转换成本外，客户热衷于为婴儿使用有质量保证的品牌或不存在价格差异较小的问题。
Threat of substitutes 替代产品或服务的威胁
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的一些婴儿护理产品是由医生建议的（即对婴儿负责），但缺乏被客户认可为知名品牌的品牌知名度，这些产品不容易购买，或者这些产品的包装不便于客户携带；与它们相比，强生婴儿护理产品不同于它们在全球分销渠道下几乎所有的超市都能买到，而且携带方便。因此，替代品的威胁应该很低。
Power of Buyers 买方的权力
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.
在传统的理论研究中，有很多客户的替代品有助于提高客户的议价能力，尤其是对价格敏感的客户，他们更喜欢高质量、低成本的产品。然而，强生公司的婴儿保健产品被许多忠实客户视为婴儿必不可少的健康药品。总而言之，随着其健康婴儿品牌形象在全球客户心目中的形成，即使是成年女性也更喜欢婴儿产品来护理自己的皮肤，因此客户的议价能力应该是中低水平的。
Power of Suppliers 供应商的权力
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.
有数千家供应商提供材料、商品和服务，使强生家族公司能够制造产品、提供办公室和其他设施，为世界各地的客户提供服务。强生公司致力于与小型和多样化的供应商合作，以支持其长期增长目标，并通过为其营销、制造和研发工作提供创新解决方案来增加业务价值。
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.
尽管供应商提供了各种各样的投入，但供应商之间也存在竞争情况，大量的替代投入导致了供应商的竞争力低下。
Financial environment 金融环境
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.
对强生公司运营结果的分析至关重要，因为它使其利益相关者能够深入了解强生公司在全球平台上的表现，以及所采用的管理战略是否需要根据未来市场预测保持一致或改变。
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”.
从强生公司2009年年报中收集的强生公司过去5年的净销售额数据来看，我们看到其净销售额总体上持续增长。尽管全球销售额比2008年下降了2.9%（619亿美元），但这可以归因于强生公司在研发、收购和合作方面的支出（70亿美元）。尽管这将导致强生公司的销售利润率下降，但从长远来看，这将使公司受益，从而从投资回报中获得利润。目前，强生正在金砖四国（即巴西、俄罗斯、印度和中国）以及其他快速发展的市场扩大业务。这应该是强生公司至少在未来3年内的一个持续项目，以实现利润最大化并增加其全球市场份额。这符合强生公司的组织愿景——“推动卓越的业务成果和可持续的竞争优势”。
Internal Environment 内部环境
Value Chain 价值链
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.
强生公司的企业愿景是“最大限度地发挥多样性和包容性的全球力量，推动卓越的业务成果和可持续的竞争优势”，这符合其利润和增长的企业目标。强生公司的愿景和关注点都直接影响到其公司结构。这反映在强生公司价值链的过程中。
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.
就强生公司的组织结构而言，人力资源管理（HRM）在强生公司作为一个组织的直接成功中发挥着至关重要的作用，因为它是有助于实现强生公司目标的人，是最有价值的资产。目前强生公司聘请有经验、有能力的领导者，将公司提升到更高的高度，强生公司并没有就此止步。强生为所有高管提供培训，包括金融和市场营销等领域的领导力发展和管理教育。强生公司优先考虑每位员工的专业发展，因为强生公司相信，他们有能力培养组织内的领导者，让他们接触不同的领域，并赋予员工更大的责任来评估他们的能力。如上所述，员工激励很重要，作为顾问，我们认为强生公司应继续培训员工，并在未来三年评估员工的绩效。这是为了让强生公司能够更好地利用员工的能力和才能，从长远来看，当员工忠于强生公司时，这将有利于组织。
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.
以强生的婴儿用品消费品为中心，在与出境物流、销售营销相衔接之前，先与运营相衔接，最后为企业和消费者提供服务。强生公司的内部物流将包括购买婴儿产品制造所需的原材料，并将原材料储存在各个指定仓库。然后，工厂员工将不得不在机器的帮助下沿着生产带工作，并进行质量检查和婴儿产品装瓶。然后，强生公司将把现成的产品分发到集装箱中，在分配的仓库中装运，或直接分发给零售商和分销商。为了帮助强生公司的员工方便地将信息分发给销售人员，他们使用MultiAid来解决所有营销资源管理需求。这提高了强生公司的运营效率，并使该组织在产品图像、捕获数据和向零售贸易社区分发的资产管理方面处于领先地位。员工只需点击计算机系统即可轻松访问这些信息。
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”.
在销售和营销方面，强生公司通过将消费者与真实场景联系起来进行广告宣传，即母亲用强生公司的婴儿产品给婴儿洗澡，并声明“为你爱的人提供产品”。
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.
强生公司提供的服务有两种类型——企业对企业（B2B）和企业对消费者（B2C）。强生为其业务合作伙伴和供应商提供了商机。这意味着强生公司的成功程度具有直接影响，并将使与强生公司有业务往来的公司受益。强生公司的消费者在购买强生婴儿产品时，会接触到收集有用和相关的信息。强生公司已经建立了一个网站（即BabyCentre.com）和一个在线婴儿护理库，以增加亲密度在客户互动中。
SWOT Analysis SWOT分析
Strengths (Internal) 优势（内部）
Weaknesses (Internal) 弱点（内部）
Abundant financial resources
财力雄厚
Strong brand name
强大的品牌名称
Proprietary technology
专有技术
Respected brand image
受人尊敬的品牌形象
Wide product lines
广泛的产品线
Economies of scale
规模经济
Committed employees
敬业的员工
Superior product quality
卓越的产品质量
Better marketing skills
更好的营销技能
Good distribution skills
良好的分销技能
Low customization
低定制
Lack of flexibility
缺乏灵活性
Opportunities (External) 机会（外部）
Threats (External) 威胁（外部）
Opening of foreign markets
对外市场开放
Rapid market growth
市场快速增长
Brand switching
品牌转换
Demographic shifts
人口结构变化
Low barriers to entry
进入壁垒低
Economic downturn
经济衰退
Introduction of new substitutes products
引入新的替代产品
Rival firms adopting new strategies
竞争对手采用新战略
Strengths 优势
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.
强生是一个知名的保健品牌，在其十年的历史发展中，以其丰富的护肤品种类和卓越的产品质量位居行业第一。
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.
研发部门利用雄厚的财力，聘请敬业的员工，通过专有技术创造甚至创新卫生产品，树立受人尊敬的品牌形象。此外，它专注于产品领导力，擅长产品开发和专业技能，以便为客户提供行业内最好的产品。
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.
正如事实所表明的那样，强生公司在全球范围内的国际扩张，如亚洲（新加坡、中国）所引发的更好的营销技巧。此外，良好的全球分销技能，得益于其全球标准化战略，强生公司能够通过规模经济和快速产品开发带来的成本降低来获得巨大的市场份额，这是基于与当地分销代理商的稳定关系、其受人尊敬的品牌形象以及婴儿护理等优质产品主要地
Weaknesses 弱点
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.
全球标准化是控制成本的主要国际商业战略，但这也是其导致低定制的缺点。除了全球范围的产品结构外，管理者缺乏灵活性来应对当地市场变化的挑战。
Opportunities 机会
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.
为了促进当地经济的发展，大多数国家都欢迎国际公司引进其产品，使当地经济多样化。婴儿护理及其品牌形象的日益关注促使客户购买其产品，并在全球新市场中迅速增长。
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.
从2011年的统计数据来看，全球人口增长到70亿，有机会创造更多的市场份额，并在长期内提升其品牌形象，中国和印度是代表；此外，强生卓越的产品质量是吸引其他品牌客户的关键。
Threats 威胁
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.
由于设置成本低，强生公司面临着进入壁垒低的威胁，当壁垒降低时，专有产品的差异将难以保护，从而使客户更有可能转向其他品牌。经济衰退所反映的另一个威胁是，强生难以在全球标准化战略下管理汇率风险。
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，如果竞争对手采用新策略，强生公司将被迫保持被动威胁，即客户将被其竞争对手吸引，销售额将下降。
Outcome of SWOT Matrix SWOT矩阵结果
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.
总体而言，尽管全球标准化战略的缺点很少，但经过利弊比较，强生公司仍具有强大的竞争优势。从另一个角度来看，强生公司能够根据其基于演算的能力和资源，将威胁转化为机遇。
Growth Strategies adopted by Johnson &Johnson Johnson&Johnson采用的增长策略
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.
在规划强生公司的三年增长战略计划时，需要仔细评估内部和外部环境，因为外部和内部发生的事情将影响公司。这些诊断参考了基于公司资源——资产、知识产权和人员——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.
经过仔细考虑，并选择三年的市场渗透增长战略，这将有助于他们通过强大的营销团队的推广和广告获得更多的市场份额。在规划增长战略之前，公司应该生成大量信息，说明公司是否在新的或现有的市场上销售新的、现有的或新兴的产品。
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.
根据波特模型的诊断，了解到新进入者的威胁很低，也归功于强生公司的高品牌资产，Ansoff定义的市场渗透增长战略是根据既不涉及新市场也不涉及新产品的情况选择的，被迫通过这种增长战略实现增长。这是一种旨在让企业获得更大比例市场份额的战略。当一家公司以现有产品进入/渗透市场时，就会出现市场渗透。
This type of strategy usually seeks to gain a competitive edge through competitive pricing strategies, advertising, sales promotion, marketing or other strategic initia
这种类型的战略通常寻求通过有竞争力的定价策略、广告、促销、营销或其他战略举措来获得竞争优势
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