戰(zhàn)略管理：概念與案例

全美工商管理權(quán)威教材系列

—《戰(zhàn)略管理：概念與案例》(第十版)

作者：［美］亞瑟?A?湯姆森A?J?斯迪克蘭迪

翻譯：段盛華王智慧

審校：徐二明

出版：北京大學(xué)出版社/科文(香港)出版有限公司

書號(hào)：ISBN7-301-04449-6/F.0331

第一章戰(zhàn)略管理導(dǎo)論

作好管理工作本質(zhì)上需要戰(zhàn)略思想是這本書給我們的的啟示。今日的管理者必須戰(zhàn)略性地思考他們公司的地位和變

化著的條件的影響。他們不得不密切地監(jiān)控公司的外部環(huán)境和內(nèi)部環(huán)境以便知道什么時(shí)候制定戰(zhàn)略改革。他們不得不熟

知業(yè)務(wù)以便能夠決定發(fā)起何種戰(zhàn)略改革。簡(jiǎn)單說來，戰(zhàn)略管理基本上需要驅(qū)動(dòng)整套方案去管理組織。一個(gè)成功企業(yè)的首

席執(zhí)行官很好地闡述它，他說：

總體來說，我們的競(jìng)爭(zhēng)對(duì)手熟知相同的基本概念、技術(shù)和我們所執(zhí)行的方案，他們也能像我們一樣自如地運(yùn)行他們。

然而，他們成功和我們成功水平的區(qū)別在于我們和他們?cè)诎l(fā)展和執(zhí)行我們?yōu)槲磥碇贫ǖ膽?zhàn)略時(shí)相對(duì)的徹底性和自我約束

能力。

第一流的戰(zhàn)略性思想和有意識(shí)的策略管理的優(yōu)勢(shì)(和空轉(zhuǎn)、即興創(chuàng)作、希望好運(yùn)氣相反)

包括(1)為整個(gè)組織在“我們想做什么”這個(gè)關(guān)鍵點(diǎn)提供更好的引導(dǎo)；

(2)使管理者和組織成員對(duì)新的機(jī)遇和挑戰(zhàn)的發(fā)展更加敏感

(3)協(xié)助組織一致

(4)創(chuàng)造更積極的管理姿態(tài)

(5)促使一個(gè)持續(xù)發(fā)展的商業(yè)模式來為企業(yè)制造可支撐的底線的成功

(6)為管理者提供一個(gè)重新評(píng)估競(jìng)爭(zhēng)預(yù)算需要的理論基礎(chǔ)，這個(gè)理論基礎(chǔ)掌舵資源進(jìn)入到戰(zhàn)略支持，產(chǎn)出結(jié)

果的領(lǐng)域。

Tralblazing戰(zhàn)略是到達(dá)更好的長(zhǎng)期績(jī)效的關(guān)鍵。商業(yè)歷史表明高績(jī)效的企業(yè)經(jīng)常主動(dòng)出擊和領(lǐng)先，而不是反應(yīng)和防

備。他們發(fā)動(dòng)侵略性的戰(zhàn)略更新改革，操縱對(duì)手，保證可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)，然后利用他們的市場(chǎng)利刃達(dá)成更優(yōu)的財(cái)務(wù)業(yè)

績(jī)，一有創(chuàng)造性，機(jī)會(huì)主義策略的積極追逐能推進(jìn)公司進(jìn)入領(lǐng)導(dǎo)地位為他的產(chǎn)品和服務(wù)變成工業(yè)標(biāo)準(zhǔn)作準(zhǔn)備。高成就的

企業(yè)幾乎總是機(jī)敏管理的產(chǎn)物，而不是偶爾運(yùn)氣好或者好運(yùn)氣的長(zhǎng)期有效。

在下一章，我們將更深入探究經(jīng)理的戰(zhàn)略相關(guān)的任務(wù)和戰(zhàn)略分析的方法。當(dāng)你看到書末的結(jié)尾，你將看到兩個(gè)因素

將最好的管理組織和其他分別開來：

(1)優(yōu)秀的策略和企業(yè)家精神

(2)有效實(shí)施和執(zhí)行選擇的戰(zhàn)略

(3)不可忽略一個(gè)事實(shí)那就是：戰(zhàn)略制定和戰(zhàn)略實(shí)施的質(zhì)量對(duì)組織的績(jī)效有顯著影響。

一個(gè)公司缺乏明確的方向，目標(biāo)含糊，有迷糊和有缺陷的目標(biāo)或者似乎不能有效的執(zhí)行他的戰(zhàn)略，這樣的公司的業(yè)

績(jī)是正在遭受痛苦的。他的經(jīng)營(yíng)遭受長(zhǎng)期風(fēng)險(xiǎn)，他是缺乏管理的。簡(jiǎn)言之，?個(gè)公司的戰(zhàn)略構(gòu)思的越好，它的執(zhí)行就越

有效率，這個(gè)公司成為領(lǐng)頭羊的機(jī)會(huì)就越大，它真正應(yīng)該得到天才管理的美譽(yù)。

關(guān)鍵概念和原則

基礎(chǔ)概念

一個(gè)公司的戰(zhàn)略包括競(jìng)爭(zhēng)活動(dòng)和管理者手段的結(jié)合。這些手段用來取悅顧客、成功競(jìng)爭(zhēng)、并達(dá)到組織目標(biāo)。

一個(gè)公司的商業(yè)模式涉及到這個(gè)公司作為整體來說，它的戰(zhàn)略中的經(jīng)濟(jì)收入、成本、利潤(rùn)是否表明企業(yè)的生存能力。

完美戰(zhàn)略的完美實(shí)施是完美管理的最好的檢測(cè)，也是最可靠的組織成功的秘訣。

期間戰(zhàn)略管理指的是一系列的管理過程：制定戰(zhàn)略遠(yuǎn)景，設(shè)定目標(biāo)，精心制作戰(zhàn)略，執(zhí)行和實(shí)施，然后主動(dòng)在遠(yuǎn)景、

目標(biāo)、戰(zhàn)略、實(shí)施中做合適的糾正性調(diào)整。

一個(gè)公司的戰(zhàn)略性遠(yuǎn)景為企業(yè)的將來具體指明有關(guān)技術(shù)和顧客集中，追蹤的地理和產(chǎn)品市場(chǎng)，要發(fā)展的能力等方向

和管理試圖創(chuàng)立的公司種類。

一個(gè)公司的使命說明書一般集中于他目前的經(jīng)營(yíng)范圍，“我們是誰，我們要干什么”，使命書廣泛的描述了組織目

前的能力，用戶集中，活動(dòng)和商業(yè)補(bǔ)充。

戰(zhàn)略目標(biāo)涉及到加強(qiáng)??個(gè)組織的整體商業(yè)地位和競(jìng)爭(zhēng)持久性的產(chǎn)出；財(cái)務(wù)目標(biāo)涉及到管理層為組織設(shè)定要達(dá)到的財(cái)

務(wù)指標(biāo)。

一個(gè)公司的戰(zhàn)略包括競(jìng)爭(zhēng)性努力和管理者用來取悅顧客、成功競(jìng)爭(zhēng)和達(dá)成指定的組織目標(biāo)的商業(yè)手段。

戰(zhàn)略既事先詳細(xì)考慮也是具有適應(yīng)性的。

公司戰(zhàn)略部分可見，不可見。

戰(zhàn)略制定基本上由市場(chǎng)驅(qū)動(dòng)和顧客驅(qū)動(dòng)。企業(yè)家才能——是一種能抓住逐漸出現(xiàn)的市場(chǎng)機(jī)會(huì)以及顧客需要的演變的

天賦，對(duì)創(chuàng)新和創(chuàng)造力情有獨(dú)衷，一種謹(jǐn)慎對(duì)待風(fēng)險(xiǎn)的態(tài)度，對(duì)我們需要做什么來增長(zhǎng)和加強(qiáng)我們的生意有敏銳的感覺

外部和內(nèi)部發(fā)展要匹配表明了?個(gè)公司的戰(zhàn)略過?段時(shí)間就要改變和革新，這種情況使得戰(zhàn)略制定是一個(gè)持續(xù)的的

過程，而不是一勞永逸。

戰(zhàn)略規(guī)劃包括組織的遠(yuǎn)景和將來的方向，近期遠(yuǎn)期的行為指標(biāo)和戰(zhàn)略。

?個(gè)公司的內(nèi)部和外部環(huán)境變化的越快，組織的短期和長(zhǎng)期戰(zhàn)略計(jì)劃就要修改和更新的越頻繁。一年一次未必足夠。

當(dāng)今世界，戰(zhàn)略生命周期越來越短，而非越長(zhǎng)。

戰(zhàn)略執(zhí)行關(guān)系到推行一個(gè)新選定的戰(zhàn)略的管理實(shí)踐，而實(shí)施關(guān)系到監(jiān)督隨后的戰(zhàn)略運(yùn)行，提高它執(zhí)行的能力，和在

達(dá)成指定結(jié)果表現(xiàn)出可測(cè)量的進(jìn)步。

戰(zhàn)略實(shí)施基本上是行為導(dǎo)向，讓它發(fā)生的?個(gè)過程——關(guān)鍵任務(wù)是發(fā)展能力，作預(yù)算、政策制定、激勵(lì)和文化建設(shè)

一個(gè)公司的遠(yuǎn)景、目標(biāo)、戰(zhàn)略、和實(shí)施方法永無至盡，重估績(jī)效、檢測(cè)環(huán)境變化、制定調(diào)整是戰(zhàn)略管理過程中正常和必

要的部分。

戰(zhàn)略管理是一個(gè)精密的過程；5個(gè)任務(wù)之間的界限是概念上的，而不是阻擋其中某些或全部混在一起的籬笆。

每個(gè)公司管理者都要扮演戰(zhàn)略制定和戰(zhàn)略實(shí)施的角色——把戰(zhàn)略管理看成是高級(jí)行政長(zhǎng)官的職責(zé)是錯(cuò)誤的想法。

廣泛的參與公司戰(zhàn)略創(chuàng)新活動(dòng)經(jīng)常是有大收獲的。

公司依靠中層和低層管理者以及發(fā)現(xiàn)新的商業(yè)機(jī)會(huì)，發(fā)展、追蹤和創(chuàng)造戰(zhàn)略計(jì)劃的隊(duì)伍。

四個(gè)基本的戰(zhàn)略制定方案都有他們的優(yōu)點(diǎn)和缺點(diǎn)，每個(gè)都能在適當(dāng)?shù)臈l件下生效。

董事會(huì)在戰(zhàn)略管理過程中的中心角色是：

(1)精密地評(píng)估和考核戰(zhàn)略實(shí)施計(jì)劃

(2)評(píng)估CEO和其他候選人的戰(zhàn)略領(lǐng)導(dǎo)技能。

ChapterSummary

TheBenefitsofaStrategicApproachtoManaging

Themessageofthisbookisthatdoingagoodjobofmanaginginherentlyrequiresgood

strategicthinking.Today'smanagershavetothinkstrategicallyabouttheircompany，s

positionandabouttheimpactofchangingconditions.Theyhavetomonitorthecompany's

externalenvironmentandinternalcapabilitiescloselyenoughtoknowwhentoinstitute

strategychanges.Theyhavetoknowthebusinesswellenoughtodeterminewhatkindsof

strategicchangestoinitiate.Simplysaid,thefundamentalsofstrategicmanagementneed

todrivethewholeapproachtomanagingorganizations.Thechiefexecutiveofficerofone

successfulcompanyputitwellwhenhesaid:

Inthemain,ourcompetitorsareacquaintedwiththesamefundamentalconceptsandtechniques

andapproachesthatwefollow,andtheyareasfreetopursuethemasweare.Moreoften

thannot,thedifferencebetweentheirlevelofsuccessandoursliesintherelative

thoroughnessandself-disciplinewithwhichweandtheydevelopandexecuteourstrategies

forthefuture.

Theadvantagesoffirst-ratestrategicthinkingandconsciousstrategymanagement(as

opposedtofreewheelingimprovisation,gutfeel,andhopingforgoodluck)include(1)

providingbetterguidancetotheentireorganizationonthecrucialpointof"whatitis

wearetryingtodo,〃(2)makingmanagersandorganizationalmembersmorealertto

newopportunitiesandthreateningdevelopments,(3)helpingtounifytheorganization,(4)

creatingamoreproactivemanagementposture,(5)promotingthedevelopmentofaconstantly

evolvingbusinessmodelthatwillproducesustainedbottom-linesuccessfortheenterprise,

and(6)providingmanagerswitharationaleforevaluatingcompetingbudgetrequests一a

rationalethatarguesstronglyforsteeringresourcesintostrategy-supportive,

results-producingareas.

Trailblazingstrategiescanbethekeytobetterlong-termperformance.Businesshistory

showsthathigh-performingenterprisesofteninitiateandlead,notjustreactanddefend.

Theylaunchstrategicoffensivestoout-innovateandout-maneuverrivalsandsecure

sustainablecompetitiveadvantage,thenusetheirmarketedgetoachievesuperiorfinancial

performance.Aggressivepursuitofacreative,opportunisticstrategycanpropelafirminto

aleadershipposition,pavingthewayforitsproductsandservicestobecometheindustry

standard.High-achievingenterprisesarenearlyalwaystheproductofastute,proactive

management,ratherthantheresultofluckybreaksoralongrunofgoodfortune.

Inthechapterstocome,wewillprobethestrategy-relatedtasksofmanagersandthemethods

ofstrategicanalysismuchmoreintensively.Whenyougettotheendofthebook,wethink

youwillseethattwofactorsseparatethebest-managedorganizationsfromtherest:(1)

superiorstrategymakingandentrepreneurship,and(2)competentimplementationand

executionofthechosenstrategy.There，snoescapingthefactthatthequalityofmanagerial

strategymakingandstrategyimplementinghasasignificantimpactonorganization

performance.Acompanythatlacksclear-cutdirection,hasvagueorundemandingobjectives,

hasamuddledorflawedstrategy,orcan，tseemtoexecuteitsstrategycompetentlyisa

companywhoseperformanceisprobablysuffering,whosebusinessisatlong-termrisk,and

whosemanagementislacking.Inshort,thebetterconceivedacompany，sstrategyandthe

moreproficientitsexecution,thegreaterthechancesthecompanywillbealeadingperformer

initsmarketsandtrulydeserveareputationfortalentedmanagement.

KeyConcepts&Principles

BasicConcept

Acompany，sstrategyconsistsofthecombinationofcompetitivemovesandbusinessapproaches

thatmanagersemploytopleasecustomers,competesuccessfully,andachieveorganizational

objectives.

BasicConcept

Acompany，sbusinessmodeldealswithwhethertherevenue-cost-profiteconomicsofits

strategydemonstratetheviabilityoftheenterpriseasawhole.

Excellentexecutionofanexcellentstrategyisthebesttestofmanagerialexcellence

——andthemostreliablerecipefororganizationalsuccess.

BasicConcept

Thetermstrategicmanagementreferstothemanagerialprocessofformingastrategicvision,

settingobjectives,craftingastrategy,implementingandexecutingthestrategy,andthen

overtimeinitiatingwhatevercorrectiveadjustmentsinthevision,objectives,strategy,

andexecutionaredeemedappropriate.

BasicConcept

Astrategicvisionisaroadmapofacompany'sfuture一providingspecificsabouttechnology

andcustomerfocus,thegeographicandproductmarketstobepursued,thecapabilitiesit

planstodevelop,andthekindofcompanythatmanagementistryingtocreate.

BasicConcept

Acompany，smissionstatementistypicallyfocusedonitspresentbusinessscope—“whowe

areandwhatwedo〃；missionstatementsbroadlydescribeanorganization'spresent

capabilities,customerfocus,activities,andbusinessmakeup.

BasicConcept

Objectivesareanorganization，sperformancetargets-theresultsandoutcomesitwantsto

achieve.Theyfunctionasyardsticksfortrackinganorganization'sperformanceand

progress.

BasicConcept

Strategicobjectivesrelatetooutcomesthatstrengthenanorganization'soverallbusiness

positionandcompetitivevitality;Financialobjectivesrelatetothefinancialperformance

targetsmanagementhasestablishedfortheorganizationtoachieve.

BasicConcept

Acompany，sstrategyconsistsofthecompetitiveeffortsandbusinessapproachesthat

managersemploytopleasecustomers,competesuccessfully,andachieveorganizational

objectives.

Strategyisbothproactive(intendedanddeliberate)andreactive(adaptive).

Companystrategiesarepartlyvisibleandpartlyhiddentooutsideview.

Strategymakingisfundamentallyamarket-drivenandcustomer-drivenentrepreneurial

activity-theessentialqualitiesareatalentforcapitalizingonemergingmarket

opportunitiesandevolvingcustomerneeds,abiasforinnovationandcreativity,anappetite

forprudentrisktaking,andastrongsenseofwhatneedstobedonetogrowandstrengthen

thebusiness.

BasicConcept

Themarchofexternalandinternaldevelopmentsdictatethatacompany，sstrategychange

andevolveovertime一aconditionthatmakesstrategymakinganongoingprocess,nota

one-timeevent.

BasicConcept

Astrategicplanconsistsofanorganization，smissionandfuturedirection,near-termand

long-termperformancetargets,andstrategy.

Thefasteracompany，sexternalandinternalenvironmentchanges,themorefrequentlythat

itsshort-runandlong-runstrategicplanshavetoberevisedandupdated一annualchanges

maynotbeadequate.Intoday'sworldstrategylifecyclesaregrowingshorter,notlonger.

BasicConcept

Strategyimplementationconcernsthemanagerialexerciseofputtingafreshlychosen

strategyintoplace.Strategyexecutiondealswiththemanagerialexerciseofsupervising

theongoingpursuitofstrategy,makingitwork,improvingthecompetencewithwhichitis

executed,andshowingmeasurableprogressinachievingthetargetedresults.

Strategyexecutionisfundamentallyanaction-oriented,make-it-happenprocess-thekey

tasksaredevelopingcompetenciesandcapabilities,budgeting,policymaking,motivating,

culture-building,andleadership.

Acompany，svision,objectives,strategy,andapproachtoimplementationareneverfinal;

evaluatingperformance,reviewingchangesinthesurroundingenvironment,andmaking

adjustmentsarenormalandnecessarypartsofthestrategicmanagementprocess.

Strategicmanagementisatightly-knitprocess;theboundariesbetweenthefivetasksare

conceptual,notfencesthatpreventsomeorallofthembeingdonetogether.

Everycompanymanagerhasastrategy-making/strategy-implementingrole一itisflawed

thinkingtoviewstrategicmanagementassolelytheprovinceofseniorexecutives.

Broadparticipationinacompany'sstrategy-creatingexercisesisusuallyastrongplus.

Corporateintrapreneuringreliesuponmiddleandlower-levelmanagersandteamstospotnew

businessopportunities,developstrategicplanstopursuethem,andcreatenewbusinesses.

Eachofthefourbasicstrategy-makingapproacheshasstrengthsandweaknesses,andeach

isworkableinthe"right"situation.

StrategicManagementPrinciple

Thecentralroleoftheboardofdirectorsinthestrategicmanagementprocessis(1)to

criticallyappraiseandultimatelyapprovestrategicactionplansand(2)toevaluatethe

strategicleadershipskillsoftheCEOandothersinlinetosucceedtheincumbentCEO.

SuggestedReadings

Abell,DerekF."CompetingTodayWhilePreparingforTomorrow.，zSloanManagementReview40,

no.3(Spring1999),pp.73-81.

BurgeIman,RobertA.StrategyIsDestiny.NewYork:TheFreePress,2000.

Collins,JamesC.,andJerryI.Porras."BuildingYourCompany?sVision./zHarvardBusiness

Review74,no.5(September-October1996),pp.65-77.

Farkas,CharlesM.,andSuzyWetlaufer."TheWaysChiefExecutiveOfficersLead.〃Harvard

BusinessReview74,no.3(May-June1996),pp.110-122.

Hamel,Gary."StrategyasRevolution.，zHarvardBusinessReview74,no.4(July-August1996),

pp.69-82.

Lipton,Mark.''DemystifyingtheDevelopmentofanOrganizationalVision.z，SloanManagement

Review,Summer1996,pp.83-92.

Markides,ConstantinosC.〃ADynamicViewofStrategy.SloanManagementReview40,no.3

(Spring1999),pp.55-63.

Mintzberg,Henry."CraftingStrategy.，zHarvardBusinessReview65,no.4(July-August1987),

pp.66-75.

Mintzberg,Henry.BruceAhlstrand;andJosephLampe1.StrategySafari:AGuidedTourthrough

theWildsofStrategicManagement.NewYork:FreePress,1998.

Moncrieff,James.〃IsStrategyMakingaDifference?"LongRangePlanning32,no.2(April

1999),pp.273-76.

Porter,MichaelE.，zWhatIsStrategy?"'HarvardBusinessReview74,no.6(November-December

1996),pp.61-78.

Shaw,Gordon;RobertBrown;andPhilipBromiley."StrategicStories:How3MIsRewriting

BusinessPlanning.HarvardBusinessReview76,no.3(May-June1998),pp.41-50.

Quotes

''CheshirePuss,〃she[Alice]began.../zwouldyoutellme,please,whichwayIoughtto

gofromhere?”

Thatdependsagooddealonwhereyouwanttogetto,〃saidtheCat.

—LewisCarroll

Withoutastrategytheorganizationislikeashipwithoutarudder.

—JoelRossandMichaelKami

Strategicmanagementisnotaboxoftricksorabundleoftechniques.Itisanalytical

thinkingandcommitmentofresourcestoaction.

—PeterDrucker

TheInternetAgeimpliesInternetspeed,adifferentpaceandagreatersenseofurgency.

Clearlyweneedtoinvigoratethingshere.

—CarlyFiorina,CEO,Hewlett-PackardCo.

第二章戰(zhàn)略制定的三項(xiàng)任務(wù)：展望目標(biāo)戰(zhàn)略

管理的方向設(shè)定任務(wù)包括：（1）規(guī)劃公司未來的戰(zhàn)略路徑，（2）設(shè)定目標(biāo)，（3）制定戰(zhàn)略。在早期的方向設(shè)定過

程中，管理者需要搞清“我們的業(yè)務(wù)是什么，它將會(huì)是什么”，關(guān)于組織未來路線的管理觀點(diǎn)和結(jié)論，它應(yīng)該占據(jù)的市

場(chǎng)定位，以及公司從事的組成戰(zhàn)略遠(yuǎn)景

的業(yè)務(wù)活動(dòng)。戰(zhàn)略遠(yuǎn)景表明了管理層對(duì)組織的期望，提供了關(guān)于“我們想從事的業(yè)務(wù)，我們的前進(jìn)方向，和我們公司想

試圖建立的公司類型”這些問題的全局觀念。它清楚的說明了方向，描述了要到達(dá)的目的地。有效的遠(yuǎn)景是清晰明了的，

有挑戰(zhàn)性而激動(dòng)人心的；它們使公

司為未來作準(zhǔn)備，并且它們對(duì)市場(chǎng)也很有意義。一個(gè)考慮周全的，描述完備的使命/遠(yuǎn)景陳述能夠成為企業(yè)長(zhǎng)期方向的燈

塔，幫助管理者的實(shí)施管理服務(wù)，幫助引導(dǎo)組織努力和戰(zhàn)略創(chuàng)新沿著路徑管理的方向前進(jìn)，建立對(duì)組織識(shí)別系統(tǒng)和組織

目的的強(qiáng)烈認(rèn)知，并且引致雇員的

大量買進(jìn)。

方向設(shè)定的第二個(gè)任務(wù)是為公司建立要達(dá)到的戰(zhàn)略和金融目標(biāo)。目標(biāo)使使命陳述和戰(zhàn)略遠(yuǎn)景轉(zhuǎn)化成具體的行動(dòng)FI標(biāo)。

協(xié)商一致的目標(biāo)清楚準(zhǔn)確的說明了什么時(shí)候它們需要將公司的目標(biāo)延伸至組織的各個(gè)階層，每個(gè)階層的目標(biāo)應(yīng)該是多少。

目標(biāo)設(shè)定的第三步是要為組織的每個(gè)領(lǐng)域的目標(biāo)制定一個(gè)戰(zhàn)略。達(dá)到經(jīng)營(yíng)水平的目標(biāo)需要經(jīng)營(yíng)戰(zhàn)略；達(dá)到業(yè)務(wù)部門

的行動(dòng)目標(biāo)需要業(yè)務(wù)戰(zhàn)略；達(dá)到為每個(gè)職能部門設(shè)定的行動(dòng)目標(biāo)就需要職能目標(biāo)；達(dá)到為每個(gè)經(jīng)營(yíng)和地理部門設(shè)定的目

標(biāo)就需要經(jīng)營(yíng)層的戰(zhàn)略。實(shí)際上，組織的戰(zhàn)略計(jì)劃是一系列統(tǒng)一的連鎖的戰(zhàn)略的集合。特別的，戰(zhàn)略制定的任務(wù)更傾向

于自上而下，而不是自下而上。低層戰(zhàn)略應(yīng)該對(duì)高層的公司范圍的目標(biāo)做出貢獻(xiàn)。

戰(zhàn)略的形成同時(shí)基于外部和內(nèi)部的考慮。主要的外部考慮包括社會(huì)的，政策的，規(guī)則的和社團(tuán)因素；競(jìng)爭(zhēng)環(huán)境和整

體產(chǎn)'也吸引力；以及公司的市場(chǎng)機(jī)遇和威脅。主要的內(nèi)部考慮因素有：公司實(shí)力，劣勢(shì)和競(jìng)爭(zhēng)力，經(jīng)理個(gè)人的志向，世

界觀和倫理觀：以及公司文化和價(jià)值觀。一個(gè)好的戰(zhàn)略應(yīng)該和環(huán)境很好的配合。除此之外，好戰(zhàn)略還必須引導(dǎo)公司形成

持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)，改進(jìn)公司的行為方式。

關(guān)鍵概念和原理：

戰(zhàn)略管理原理

始于對(duì)于公司所朝向的遠(yuǎn)景的有效的戰(zhàn)略制定需要

使命書所扮演的角色之一是給公司提供它擁有的特殊的身份，業(yè)務(wù)重點(diǎn)和發(fā)展途徑一一與其他類似公司不同的有特

色的

公司的業(yè)務(wù)通過它所要滿足的東西來確定，即目標(biāo)客戶群是哪些，它所使用的技術(shù)和特長(zhǎng)以及它所采取的行動(dòng)技術(shù),

特長(zhǎng)和行動(dòng)對(duì)于確定公司的業(yè)務(wù)很重要，因?yàn)樗麄儽砻髁斯镜慕?jīng)營(yíng)范圍。

好的使命陳述對(duì)于組織所要發(fā)展的領(lǐng)域來說是高度個(gè)性化的

多樣化經(jīng)營(yíng)的公司比單一經(jīng)營(yíng)的公司擁有更廣的使命和業(yè)務(wù)范圍定義

企業(yè)家在發(fā)展戰(zhàn)略遠(yuǎn)景時(shí)的挑戰(zhàn)是能創(chuàng)造性的思考如何為公司的未來作準(zhǔn)備

戰(zhàn)略遠(yuǎn)景的形成是機(jī)敏的企業(yè)家的實(shí)際行動(dòng)，而不是一時(shí)的白日夢(mèng)或關(guān)于公司未來的幻想

許多成功的組織需要改變方向，不是為了幸存而是為了維持他們的成就

一個(gè)組裝完美的戰(zhàn)略遠(yuǎn)景能激發(fā)實(shí)施管理層已規(guī)劃好的路線的激情，并是組織成員都參與其中。

一個(gè)描述完美的遠(yuǎn)景陳述清晰的闡述了公司前進(jìn)的方向

基本概念

目標(biāo)表示了在具體時(shí)間內(nèi)達(dá)到具體行為目標(biāo)的管理委托事項(xiàng)一一這也是對(duì)與公司戰(zhàn)略遠(yuǎn)景和核心價(jià)值觀直接相連系

的結(jié)果的需求

任何公司都同時(shí)需要戰(zhàn)略目標(biāo)和金融目標(biāo)

戰(zhàn)略目標(biāo)應(yīng)是競(jìng)爭(zhēng)者導(dǎo)向的，應(yīng)致力于打敗行業(yè)內(nèi)在特殊領(lǐng)域中公認(rèn)為是最好的競(jìng)爭(zhēng)者

相對(duì)于提高短期利潤(rùn)率，建立一個(gè)更強(qiáng)的長(zhǎng)期的競(jìng)爭(zhēng)地位對(duì)于股東來說有持久的利益

當(dāng)公司拼命追求雄心勃勃的戰(zhàn)略目標(biāo)，并為了達(dá)到目標(biāo)集中所有的競(jìng)爭(zhēng)活動(dòng)和精力于其上時(shí)，公司展示的是其戰(zhàn)略

目的。

公司的行動(dòng)目標(biāo)要求組織性延伸

為了指導(dǎo)低層管理者和組織部門達(dá)到支持整體業(yè)務(wù)和公司目標(biāo)的結(jié)果，目標(biāo)的設(shè)立應(yīng)當(dāng)更多的自下而上的進(jìn)行，而

非自上而下。

組織的戰(zhàn)略解決如何為公司的現(xiàn)實(shí)制定管理的戰(zhàn)略遠(yuǎn)景的問題一一這指出了將公司轉(zhuǎn)向有吸引力的業(yè)務(wù)領(lǐng)域并建立

持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)的規(guī)劃。

公司真實(shí)的戰(zhàn)略通常要么高于要么低于計(jì)劃中的戰(zhàn)略，因?yàn)橥鶗?huì)加入新戰(zhàn)略的特色或者在新出現(xiàn)的狀況下有?些

會(huì)被去除

經(jīng)營(yíng)戰(zhàn)略涉及：多樣化經(jīng)營(yíng)的公司如何計(jì)劃在不同的行'也能確立商業(yè)地位，以及在公司涉及的領(lǐng)域內(nèi)改進(jìn)表現(xiàn)的行

為和方式

業(yè)務(wù)戰(zhàn)略包括：管理者在某一項(xiàng)具體業(yè)務(wù)中成功表現(xiàn)的行動(dòng)和方式；中心戰(zhàn)略事項(xiàng)是解決如何建立一個(gè)更強(qiáng)的長(zhǎng)期

競(jìng)爭(zhēng)地位的問題。

如果公司戰(zhàn)略能導(dǎo)致合適和持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)，則戰(zhàn)略將是強(qiáng)有力的；如果導(dǎo)致競(jìng)爭(zhēng)劣勢(shì)，則戰(zhàn)略將是脆弱的

擁有好的內(nèi)部資源優(yōu)勢(shì)和競(jìng)爭(zhēng)能力是打敗競(jìng)爭(zhēng)對(duì)手的重要途徑

職能戰(zhàn)略包括運(yùn)行主要職能活動(dòng)的管理規(guī)劃，或者在'業(yè)務(wù)研發(fā)，生產(chǎn)，營(yíng)銷客戶服務(wù)，物流，金融，人力資源等等

范圍之內(nèi)進(jìn)行的管理規(guī)劃；?項(xiàng)業(yè)務(wù)需要與其主要業(yè)務(wù)活動(dòng)一樣多的職能戰(zhàn)略。

執(zhí)行戰(zhàn)略包括如何在一項(xiàng)業(yè)務(wù)范圍內(nèi)（設(shè)備，銷售區(qū)域，物流中心）管理一線組織部門，以及如何在戰(zhàn)略上執(zhí)行主

要任務(wù)（原材料采購(gòu)，存貨控制，日常費(fèi)用，運(yùn)輸，廣告運(yùn)動(dòng)）。

一線管理者是組織戰(zhàn)略制定的重要部分，因?yàn)樵S多執(zhí)行部門有關(guān)鍵的戰(zhàn)略行動(dòng)目標(biāo)并且為了達(dá)到這些目標(biāo)需要有戰(zhàn)

略性的行動(dòng)計(jì)劃。

一個(gè)公司的戰(zhàn)略只有當(dāng)其許多部分聯(lián)合起來才能發(fā)揮全部的潛力。

在組織層級(jí)中從底到頂整合起來的目標(biāo)和戰(zhàn)略不是來自于非直接的過程，這種非直接過程中每個(gè)管理者都擁有設(shè)定

目標(biāo)和制定戰(zhàn)略的自治權(quán)。交叉部門和自上至下的合作是最基本的。

公司的戰(zhàn)略應(yīng)該針對(duì)產(chǎn)業(yè)和競(jìng)爭(zhēng)環(huán)境量身定做。

?個(gè)設(shè)想周全的戰(zhàn)略就要抓住公司最有利的增長(zhǎng)機(jī)遇，而且要防御對(duì)其安全和未來行動(dòng)構(gòu)成威脅的外部力量。

成功的戰(zhàn)略應(yīng)該致力于抓住公司的資源優(yōu)勢(shì)，同時(shí)克服其資源的不足

管理者的個(gè)人志向，商業(yè)觀念和倫理觀念通常會(huì)體現(xiàn)在他們?cè)O(shè)想的戰(zhàn)略中。

公司的價(jià)值觀，政策，實(shí)踐和文化能統(tǒng)領(lǐng)它所采取或拒絕的戰(zhàn)略步驟。

公司采取的任何戰(zhàn)略步驟都應(yīng)該符合倫理。

公司一般對(duì)其所有者，雇員，客戶，供應(yīng)商，其所在社區(qū)和社會(huì)公眾應(yīng)承擔(dān)道德義務(wù)。

公司的戰(zhàn)略越是符合其內(nèi)部和外部環(huán)境，公司越是建立持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)并提高公司的行為，它就越具有成為一個(gè)優(yōu)

勝者的潛力。

ChapterSummary

Management，sdirection-settingtasksinvolve(1)chartingacompany，sfuturestrategicpath,

(2)settingobjectives,and(3)craftingastrategy.Earlyoninthedirection-setting

process,managersneedtoaddressthequestion"Whatisourbusinessandwhatwillitbe?〃

Management'sviewsandconclusionsabouttheorganization'sfuturecourse,themarket

positionitshouldtrytooccupy,andthebusinessactivitiestobepursuedconstitutea

strategicvisionforthecompany.Astrategicvisionindicates

management，saspirationsfortheorganization,providingapanoramicviewof〃what

businesseswewanttobein,whereweareheaded,andthekindofcompanywearetryingto

create.，zItspellsoutadirectionanddescribesthedestination.Effectivevisionsareclear,

challenging,andinspiring;theyprepareafirmforthefuture,andtheymakesenseinthe

marketplace.Awell-conceived,we11-wordedmission/visionstatementhelpsmanagers

manage-servingasabeaconoftheenterprise'slong-termdirection,helpingchannel

organizationaleffortsandstrategicinitiativesalongthepathmanagementhascommitted

tofollowing,buildingastrongsenseoforganizationalidentityandpurpose,andcreating

employeebuy-in.

Theseconddirection-settingtaskistoestablishstrategicandfinancialobjectivesfor

theorganizationtoachieve.Objectivesconvertthemissionstatementandstrategicvision

intospecificperformancetargets.Theagreed-onobjectivesneedtospelloutpreciselyhow

muchbywhen,andtheyneedtorequireasignificantamountoforganizationalstretch.

Objectivesareneededatallorganizationallevels.

Thethirddirection-settingstepentailscraftingastrategytoachievetheobjectivesset

ineachareaoftheorganization.Acorporatestrategyisneededtoachievecorporate-level

objectives;businessstrategiesareneededtoachievebusiness-unitperformanceobjectives;

functionalstrategiesareneededtoachievetheperformancetargetssetforeachfunctional

department;andoperating-levelstrategiesareneededtoachievetheobjectivessetineach

operatingandgeographicunit.Ineffect,anorganization'sstrategicplanisacollection

ofunifiedandinterlockingstrategies.Typically,thestrategy-makingtaskismoretop-down

thanbottom-up.Lower-levelstrategiesshouldcontributetotheachievementofhigher-level,

companywideobjectives.

Strategyisshapedbybothexternalandinternalconsiderations.Themajorexternal

considerationsaresocietal,political,regulatory,andcommunityfactors;competitive

conditionsandoverallindustryattractiveness;andthecompany，smarketopportunitiesand

threats.Theprimaryinternalconsiderationsarecompanystrengths,weaknesses,and

competitivecapabilities;managers，personalambitions,philosophies,andethics;andthe

company，scultureandsharedvalues.Agoodstrategymustbewellmatchedtoallthese

situationalconsiderations.Inaddition,agoodstrategymustleadtosustainable

competitiveadvantageandimprovedcompanyperformance.

KeyConcepts&Principles

StrategicManagementPrinciple

Effectivestrategymakingbeginswithavisionofwheretheorganizationneedstohead.

Oneoftherolesofamissionstatementistogivetheorganizationitsownspecialidentity,

businessemphasis,andpathfordevelopment-onethattypicallysetsitapartfromother

similarlysituatedcompanies.

Acompany，sbusinessisdefinedbywhatneedsitistryingtosatisfy,bywhichcustomer

groupsitistargeting,andbythetechnologiesandcompetenciesitusesandtheactivities

itperforms.

Technology,competencies,andactivitiesareimportanttodefiningacompany，sbusiness

becausetheyindicatetheboundariesonitsoperations.

Goodmissionstatementsarehighlypersonalized-uniquetotheorganizationforwhichthey

aredeveloped.

Diversifiedcompanieshavebroadermissionsandbusinessdefinitionsthansingle-business

enterprises.

Theentrepreneurialchallengeindevelopingastrategicvisionistothinkcreativelyabout

howtoprepareacompanyforthefuture.

Formingastrategicvisionisanexerciseinastuteentrepreneurship,notatimefor

pipedreamsorfantasiesaboutthecompany，sfuture.

Manysuccessfulorganizationsneedtochangedirectionnotinordertosurvivebutinorder

tomaintaintheirsuccess.

Awe11-articu1atedstrategicvisioncreatesenthusiasmforthecoursemanagementhascharted

andengagesmembersoftheorganization.

Thebest-wordedvisionstatementsclearlyandcrisplyilluminatethedirectioninwhichan

organizationisheaded.

BasicConcept

Objectivesrepresentamanagerialcommitmenttoachievingspecificperformancetargets

withinaspecifictimeframe一theyareacallforresultsthatconnectdirectlytothe

company'sstrategicvisionandcorevalues.

StrategicManagementPrinciple

Everycompanyneedsbothstrategicobjectivesandfinancialobjectives.Strategicobjectives

needtobecompetitor-focused,oftenaimingatunseatingacompetitorconsideredtobethe

industry，sbestinaparticularcategory.

StrategicManagementPrinciple

Buildingastrongerlong-termcompetitivepositionbenefitsshareholdersmorelastinglythan

improvingshort-termprofitability.

BasicConcept

Acompanyexhibitsstrategicintentwhenitrelentlesslypursuesanambitiousstrategic

objectiveandconcentratesitscompetitiveactionsandenergiesonachievingthatobjective.

Companyperformancetargetsshouldrequireorganizationalstretch.

StrategicManagementPrinciple

Objectivesettingneedstobemoreofatop-downthanabottom-upprocessinordertoguide

lower-levelmanagersandorganizationalunitstowardoutcomesthatsupporttheachievement

ofoverallbusinessandcompanyobjectives.

BasicConcept

Anorganization，sstrategydealswithhowtomakemanagementJsstrategicvisionforthe

companyareality-itrepresentsthegameplanformovingthecompanyintoanattractive

businesspositionandbuildingasustainablecompetitiveadvantage.

Acompany'sactualstrategyusuallyturnsouttobebothmoreandlessthantheplanned

strategyasnewstrategyfeaturesareaddedandothersaredeletedinresponsetonewly

emergingconditions.

BasicConcept

Corporatestrategyconcernshowadiversifiedcompanyintendstoestablishbusiness

positionsindifferentindustriesandtheactionsandapproachesemployedtoimprovethe

performanceofthegroupofbusinessesthecompanyhasdiversifiedinto.

BasicConcept

Businessstrategyconcernstheactionsandtheapproachescraftedbymanagementtoproduce

successfulperformanceinonespecificlineofbusiness;thecentralbusinessstrategyissue

ishowtobuildastrongerlong-termcompetitiveposition.

Abusinessstrategyispowerfulifitproducesasizableandsustainablecompetitive

advantage;itisweakifitresultsincompetitivedisadvantage.

Havingsuperiorinternalresourcestrengthsandcompetitivecapabilitiesisanimportant

waytooutcompeterivals.

BasicConcept

Functionalstrategyconcernsthemanagerialgameplanforrunningamajorfunctionalactivity

orprocesswithinabusiness-R&D,production,marketing,customerservice,distribution,

finance,humanresources,andsoon;abusinessneedsasmanyfunctionalstrategiesasit

hasmajoractivities.

BasicConcept

Operatingstrategyconcernshowtomanagefront-lineorganizationalunitswithinabusiness

(plants,salesdistricts,distributioncenters)andhowtoperformstrategicallysignificant

operatingtasks(materialspurchasing,inventorycontrol,maintenance,shipping,

advertisingcampaigns).

Front-linemanagersareanimportantpartofanorganization'sstrategy-makingteambecause

manyoperatingunitshavestrategy-criticalperformancetargetsandneedtohavestrategic

actionplansinplacetoachievethem.

Acompany，sstrategyisatfullpoweronlywhenitsmanypiecesareunited.Objectivesand

strategiesthatareunifiedfromtop-to-bottomoftheorganizationalhierarchydonotcome

fromanundirectedprocesswheremanagersateachlevelhave