基于战略导向的企业产品线的资源配置

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1、重庆大学硕士学位论文目录2.5.4成对比较模式······················································································203基于战略导向的企业产品线的资源配置·············································223.1战略实施与多项目管理················································································22

2、3.2企业产品线规划·························································································243.2.1产品——市场理论················································································243.2.2产品线及产品组合······························································

3、··················253.2.3确定产品线发展策略·············································································263.4企业产品线规划中的项目选择·······································································293.4.1战略桶模型：StrategicBucketsModel·····································

4、····················293.4.2相对指数评分法···················································································303.5企业产品线的资源配置················································································314XX企业基于战略导向的产品线的资源配置案例研究·······················354.1背景···

5、·····································································································354.2XX企业总体发展目标·················································································354.3XX企业产业和产品结构发展规划······················································

6、············364.4XX企业基于战略导向的产品线的资源配置······················································364.4.1XX企业产品线规划的项目选择································································364.4.2XX企业产品线的资源配置······································································394.5实施

7、效果分析····························································································425结论······································································································43致谢································································

8、······································44参考文献···························································