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英文文献：Strategic Positioning Under Agricultural Structural Change: A Critique Of Long Jump Co-Operative Ventures-农业结构变化下的战略定位:对跳远合作企业的批判
英文文献作者：Goldsmith, Peter D.,Gow, Hamish R.
英文文献摘要：
Structural change in US agriculture has disrupted the traditional organization of the supply chain. Not only does the scale increase of firms common during the industrial period (1970-1995) continue, but also with the rise of a knowledge-based economy, new organizational forms and supply chain linkages are proliferating. Examples are the radical transformation of the relationship between input suppliers and producers in the biotech arena, the dominance of the swine industry by the integrated model, the rise of marketing and production contracting, and the arrival of multi-member closed producer organizations such as the new generation cooperatives and limited liability companies. The focus of this research is these new integrated producer organizations. Much of the activity and subsequent analysis of new producer organizations has focused on value-added opportunities through integration (i.e., Merrett et al, 1999). There are numerous examples from pasta plants and egg breaking, to cattle feeding, hog slaughter, and alcohol production. These value-added opportunities we define as long jump ventures. That is, they lie outside the core competencies of the principles in the firm, the producers. Strategic management theory (Prahalad, 1986,1990,1993; Quinn, 1977,1990; Mintzberg, 1987,1994,1996,1998,2000) suggests that there may be other opportunities available to producer organizations that better leverage their core competencies, short jump ventures. Short jump ventures are value-creating opportunities that involve a minimum R&D, less capital, less risk, and less direct specialized knowledge. While the economy at large is producing vast quantifies of long jump innovations in the fields of biotechnology and information, there is another revolution occurring in business involving short jump innovation in the area of service. This new field, known as; one-to-one marketing (Pepper, 1993, 1999), relationship management (Hansen, 1983), relationship marketing (Curry, 2000), and strategic partnering (Rackam, 1996), focuses on the supplier-client interface. Value is created by significant coordination between supplier and client. The boundary between firms is blurred, knowledge is actively shared, and partners are dedicated to mutual profitability. By understanding the needs of the client, the supplying firm is able to adapt its products and more importantly services. This creates a unique and more valuable business for the supplier insulating it from competitive forces and allowing greater value capture. This not only creates greater supply chain efficiency, but intra-firm and inter-firm product innovation result as well. The objective of this paper is to study strategic options for production agriculture dealing with the failure of the commodity business model. From this analysis of strategic positioning the paper introduces relationship management as a viable strategic alternative for commodity producers. Finally, a case study of the Wairarapa Lamb Cooperative, a New Zealand based firm doing business in the United States, is introduced. The case serves not only as an example of relationship management in agriculture but also demonstrates how producers can work within their own core competencies, leverage knowledge assets, and avoid highly specific fixed assets. The methodology will be: 1) Review the literature as to the types of activities in which integrated producer organizations are engaged. 2) Present a theoretical model of strategy analyzing short jump versus long jump ventures. 3) Introduce Relationship Management. 4) Employ a case study example of the theory in practice. This paper theoretically analyzes producers' vertical integration through "brick and mortar" investments, such as hog slaughter and ethanol production. A theoretical model using strategic management theory and a case study are used to critique the long jump strategy and suggest relationship management as a more viable alternative.
农业结构变化下的战略定位:对跳远合作企业的批判。美国农业的结构变化打乱了传统的供应链组织。不仅工业时期(1970-1995)常见的企业规模继续增长，而且随着知识经济的兴起，新的组织形式和供应链联系正在激增。例子是激进的转换输入供应商和生产商之间的关系在生物技术领域,猪产业的主导地位的集成模式,营销的兴起和生产萎缩,三月的到来等封闭的生产者组织新一代合作社和有限责任公司。本研究的重点是这些新型的综合性生产者组织。新生产者组织的许多活动和随后的分析都集中在通过整合实现增值的机会上(例如，Merrett等人，1999年)。有许多例子，从面食植物和打破鸡蛋，牛饲养，屠宰猪，和酒精生产。我们将这些增值机会定义为跳远投资。也就是说，它们位于企业的核心竞争力之外，也就是生产者的原则。战略管理理论(普拉哈拉德，1986,1990,1993;奎因、1977、1990;Mintzberg, 1987年，1994年，1996年，1998年，2000年)提出，生产者组织可能还有其他机会，可以更好地利用其核心竞争力，即短程跳跃投资。短程投资是一种创造价值的机会，它只需要最少的研发、更少的资本、更少的风险和更少的直接专业知识。尽管整个经济在生物技术和信息领域产生了大量量化的跳远创新，但在服务领域，商业领域正在发生另一场涉及跳远创新的革命。这个新领域，称为;一对一营销(Pepper, 1993,1999)、关系管理(Hansen, 1983)、关系营销(Curry, 2000)和战略伙伴关系(Rackam, 1996)主要关注供应商-客户界面。价值是由供应商和客户之间的重要协调创造的。公司之间的界限变得模糊，知识被积极地分享，合作伙伴致力于共同盈利。通过了解客户的需求，供应商能够调整其产品和更重要的服务。这为供应商创造了一个独特的、更有价值的业务，使其免受竞争力量的影响，并允许获取更大的价值。这不仅创造了更大的供应链效率，但企业内部和企业间的产品创新的结果。本文的目的是研究生产农业应对商品经营模式失败的战略选择。从战略定位的分析出发，介绍了关系管理作为商品生产者可行的战略选择。最后，一个案例研究的Wairarapa羊肉合作社，一家新西兰公司在美国做生意，介绍。这个案例不仅是农业关系管理的一个例子，而且也证明了生产者如何在自己的核心竞争力范围内工作，利用知识资产，并避免高度特定的固定资产。方法将是:1)回顾有关综合生产者组织所从事的活动类型的文献。2)提出了短距离和长距离风险投资策略分析的理论模型。3)介绍关系管理。4)将该理论应用于实践的案例研究。本文从理论上分析了生产者通过“砖房”投资(如生猪屠宰和乙醇生产)进行的垂直整合。运用战略管理理论建立了一个理论模型，并通过实例对跳远项目进行了评价
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