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Strategic Management Chinese

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What is Strategy?
何谓战略管理?
商界及管理学对战略的理解很多。西方管理学把战略分成四方面-1) 战略管理(Strategic Management)以策划(plan)和流程(process)为导向;2) 战略布局(Strategic Positioning)以定位(positioning)和格局(pattern)为导向;3) 战略导航(Strategic Navigation)以商业角度(perspective)和程序(procedure)为导向;4) 战略战术(Strategic Tactics)以博弈(play and ploy)为导向。
英文词“Strategy”(战略)来自希腊动词“Stratego”- 意思是策划如何有效的利用资源去毁灭敌人 (which mean to plan the destruction of one’s enemies through effective use of resources) 古往今来,从秦始皇到三国到新中国,战略都离不开资源和竞争。所以要理解商业战略,就要理解资源及竞争所形成的利益关系。战略考虑到资源是有限的,要获得这资源的竞争却是多方的。所以战略就是有关如何最有效的利用自身有限的资源,比竞争对手更好的去获取更多要获得的资源。管理却是牵涉到要如何有效的去控制和影响资源,让自身的资源发挥去获取更多外在的资源。这样去理解,战略管理就是有关企业如何比竞争更好的去争取,控制或影响更多关键的资源来发展企业。更关键的是,企业不能只单单从近身的环境去考虑。特别是当企业在产业链里的利益地位逐渐提升后,更加要从整个产业链的利益关系去考虑所要获得,所要控制或影响最起做用的资源。当市场竞争到了一定的阶段,企业更不应只局限于现处的产业链,还需考虑到未来可能会影响到现有产业链的相关产业链,而这需要灵敏的商业嗅觉和卓越的商业智慧。判断的正确与否关乎企业安危,如果判断准确,可能会扭转乾坤,反之则可能会一蹶不振。近期柯达、任天堂和苹果等的案例,都是基于跨产业链的影响,或倒闭,或辉煌。
成功的战略管理不单是仅仅获取所在产业链的关键资源而发展,更重要的是依托强大的杠杆平台来实现跨越式的发展。短期平台的建设,目的是获取更多的资源来建设更大的平台,而这个平台是跨产业链的平台。中国海尔的成功借助于冰箱业务平台的杠杆作用,建立起今天的多业务平台。类似成功的案例是美国的苹果,依托于个人电脑硬件和软件相结合的平台,建立起今天庞大的移动音乐、娱乐、手机以及平板电脑的平台。
战略管理也不能只考虑产业链现状的资源,更重要的是需要预测往后资源及资源本身的变化,以获取产业链里未来的关键资源。产业链的资源影响力和关键性不处于静态,它会因时间和环境的变动,改变产业链里不同资源的影响力及其之间的利益关系。资源不断的变化在于不同的行业性质,不同的产业链阶段,不同的地域环境及环境的变化。有些变化是可预测的,但很多变化却无法去确定预测或做准确的假设,特别是当外在的环境是处于快速变化的情况之下。好的战略管理是要不断的回顾,是要有智慧的去调整之前所做的预测假设及战略措施。但当企业规模越庞大,旗下所控制的资源越多,在行业里扮演的角色越重要时,随意随时的变动战略方向所导致的后果可能极其严重。企业领导有需时时刻刻关注战略管理,要能以开放的智慧掌握好信息及分析,要能客观的判断好产业链未来的局势,要能勇敢执着的规划好布局去做好战略管理。
所谓资源,特别是自然资源是指在一定时期、地点条件下能够产生经济价值。资源主要分有形及无形。多数会更注重有形资源,但往往特别在商界里无形资源更有价值。如关系, 渠道,人才,经验,诀窍,品牌,企业文化,知识产权,创新或开发能力等,不管是在短期或长期里所起的作用,远比有形的资源,如工厂,设备,资金等来的重要。
考虑整个产业链或相关产业链的资源,要以商业模式的角度去考虑,这样才能看出在产业链不同的环节中,不同资源之间的利害利益杠杆关系。只有这样,才能更好的去分析资源在产业链里扮演的角色及其的重要性。为了更好的去判断未来资源的重要性和影响力,需要考虑各种可能性的组合情节,所谓情景规划法(Scenario Planning)。同时需要大量的研究数据来支撑,以避免错误的判断或预测。但战略管理并不单是科学,更是一门艺术,更需要商业才智(business acumen)及商业直觉(business instinct),加上前瞻式的大胆的推测。有时候这比纯粹的理论分析更关键 。

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