如何制定经营战略【外文翻译】.doc

1、 1 外文翻译 原文 How to develop the business strategy Material Source: R Market development strategy for the enterprise existing products is looking for new market space; Product development strategy is 2 to create new products, to replace the current products. Emerging enterprise is supposed to market de

2、velopment, in the enterprise should choose product recession product development strategy. (3) the competitive advantage. It explains the enterprise sought, it shows that the enterprise a product and the market portfolio special properties, relies on this kind of attribute can brings to the enterpri

3、se strong competition ability. Such as, SONYs advantage lies in the development of new products; Haiers advantage is good product quality and enterprise image. (4) synergy. It is explain enterprises to achieve strategic objectives, but requests the enterprise internal departments take coordinated ac

4、tion. Sales coordination (such as enterprise all product use common sales channel), running coordination (as in the business enterprise inside apportion indirect expenses), management coordination (as in a business area use another unit management experience). Synergy purpose is to explore the busin

5、ess enterprise inside overall profitability of potential. It is explain enterprises to achieve strategic objectives, but requests the enterprise internal departments take coordinated action. Sales coordination (such as enterprise all product use common sales channel), running coordination (as in the

6、 business enterprise inside apportion indirect expenses), management coordination (as in a business area use another unit management experience). Synergy purpose is to explore the business enterprise inside overall profitability of potential. As the research question convenience, operation strategy

7、formulation is divided into four steps: general The first is the formation process of strategic thinking. Strategic thought is the relationship of enterprise development direction guiding ideology, is to develop and implement management ideas, it is the embodiment of the strategic decision is a seri

8、es of standards shall abide by. Strategic thought is the result of strategic management strategy, strategic thinking is the logical starting point. For managers, strategic thinking is difficult for the thinking process. First, it requires the systematic strategic thinking. The enterprise strategic m

9、akers to the social environment in competition, comprehensive, multidimensional opening thought; Secondly, strategic thinking should be advanced and innovative, this advance is not only on time to advance, thought and the idea of more important in advance. Innovation requires break through various o

10、bstacles thinking, it is concluded that the new creativeness 3 and bind, achieved a new breakthrough. So, strategic makers should have good insight ability, analysis ability, comprehensive judgement and overall ability. The second is the investigation process. This process is to understand and analy

11、sis enterprise internal and external environment, for strategy formulation provides the basis and prerequisite. It includes the internal environment and external environment of the survey survey of two parts. The internal environment is to solve the survey of the major problems, all sorts of conditi

12、ons friend disadvantages and composite. Specific content has two big aspects: one is the analysis of general ability, including the original strategy of the correctness and can realize levels; Top executives quality of leadership, staffs quality, enterprises intellectual capacity, technical absorpti

13、on ability, etc. On the other hand is compared with rivals, the competitiveness of existing products, including the quality, price and varieties, brand awareness and reputation. External environment survey to grasp the market demand, supply situation and trend, resources, clear enterprise competitio

14、n situation of market opportunities and threats. These include, indirect environment (such as political trends, economic trends, legal movements, social movements), direct environment (refers to direct impact to this enterprise the environment factors). The survey of direct environment to market and

15、 industry analysis, the bounderies enterprises in market advantages and disadvantages, and determine their opportunities and threats. The survey of indirect environment analysis of macro trends is the key to this enterprise the bounderies influence on its own strength and effects and related opportu

16、nities and threats. Finally, even integrated the above aspects of predicting the future management of the environment. The third is the strategic decision-making process. Strategic decision is more smoothly in two steps on the basis of the investment in, it is about the strategic thinking and enviro

17、nmental analysis results of all kinds of information, the end result is that business strategy. The problems to be solved in strategic decisions are: enterprise business scope and business area; Enterprises strategic posture (offensive and defensive or retreat); Dealing with various kinds of strateg

18、ic relationship the criteria; How to establish and play strategic advantages; How to get and distribution enterprise resources; The organization should adopt specific measures. The fourth is strategic materialize and perfecting process. Operation strategy plan, must pass the actual action concretize

19、d into enterprise, to achieve strategic objectives. And in the process of implementing, due to external and internal environment in the process of the change and make judgement, strategic plan will 4 lose guiding role, in this case, must be modified and perfected. Strategic plan basis points Must go

20、 beyond the old ways of thinking and behavior patterns. In clear to the field operation process, managers often faced questions is: choose business field and not conducive to the development of the company wide, so in the concrete operation of, on the one hand, rely on the demand of the market, on t

21、he other hand, we must be based on the companys production capacity. In order to ensure the accuracy of the judgment and strategy in the concrete analysis of long-term, also must consider: jump out of the original product or production lines limitations. To challenge the assumptions used within the

22、company, that is to challenge the accepted sense. Strategic makers want to dare to challenge the idea of used. For example, fluorescent tubes why want thin, long? Why do people in dark ragtag movie? At first glance, these question enough to seem strange. But because of some of the things that the ba

23、sic knowledge of the challenge that makes many companies after the rescue. For example, an electric blanket use stated wrote: “when a current dont fold, dont lie in it.“ This caused a company technical personnels attention, they designed a kind when electrify lie across and can safe when a certain t

24、emperature is reached DianRuZi power outages. To accurately choose critical success factors. Facing human resource shortage, lack of, time precious reality, the limited resources concentrated on can decide the key successful business operation field, to companies is very important. Management expert

25、s to succeed in a certain industry the core condition called critical success factors. Obviously, different key success factor is the same. However, we can help the product life cycle changes, from a side, grasp the key success factors of change. As in the trial period, due to the product into the m

26、arket product just is not stable, product sales and marketing expenses is very high. Then, in the market, can take mainly lies in advertising and promotion, so that they can win a consumer, gradually expand the market share. After entering the sales growth, rising commodities prices fell, profit, ri

27、se. This is the good opportunity, the competition is also profit the white-hot stage. At this moment, the quality of the products, trademark reputation and the judgment of market is becoming more crucial. At maturity market saturation phenomenon occurring, sales growth fell, increasing competition.

28、At this moment, if in order to increase sales and blindly expanding production capacity, so, once sales fell sharply, again take emergency measures 5 might be too late. Therefore, this stage, the development of new products and has become the key to prevent such backlog. Product entered a recession,

29、 supply has far greater than demand, our company overcapacity. So price collapse or a rummage sale phenomenon may arise. So, want to consider introducing new products as soon as possible, looking for new market opportunities. We should focus on looking for strategic advantage, especially for the new

30、 founded soon after it, the company refers to the strategic advantage over a period of time, the vital global business success or failure in the powerful ability, has rich resources and advantage. Specific include: Company in the competition has the advantage status, including occupies advantageous

31、geographical position (convenient transportation), well-informed, region and rich in raw materials near consumption two games. Advantage position, general is objective cause. To companies, mainly how to recognize the advantage status, how to make advantage position in the business competition play a

32、 bigger role. Has the advantage of power, is mainly refers to companies are competing for the market and has higher than for customers, including competition strength with abundant capital, human and technical strength; Have excellent management ability (such as strategic decision-making ability, ma

33、rket marketing capabilities); Have a good business plan. Strength advantages can generally be established by subjective efforts. Obviously, strategic advantage is company in the competition the competetion.Have strategic advantage, the company had mastered the initiative; Play a strategic advantage,

34、 the company can win the competition. Otherwise, the company may be forced into a passive, even bankruptcy, go bankrupt. Anyhow, the strategic decision-making process is a complicated process, to their own conditions and circumstances of understanding the more specific the fully, scientific, busines

35、s strategy is higher; Strategy formulation process is systematic thinking, thinking ahead, only has the process of strategic mind and advance entrepreneur, to foster strengths and circumvent weaknesses, formulate guide the development strategy of the enterprise forward. 6 译文 如何制定经营战略 资料来源：研究与发展管理 36

36、， 7， 2006 作者： 摩根 .丽贝卡 把握未来，是公司经营战略的本质，然而，由于未来的不确定性，它带给公司的，不仅仅有机会，而且还往往伴随着风险与威胁，这就要求进行战略管理。按照一般定义，经营战略是企业为求得生存发展而进行的总体谋划。经营战略有全局性、长远性、竞争性和纲领性的特性，所以它的决策对象是复杂的，面对的问题往往是突发性、难以预测的，而决策的正确与否又关系到企业的全局和前途，所以，在制订过程中必须运用科学的方法和步骤。 构成企 业经营战略的要素一般包括四个方面： （ 1） 产品与经营领域。 它是说明企业的使命属于什么特定的行业和寻求新机会的领域。在具体制定过程中，该要素常常需要用

37、 “ 分行业 ” 来描述。因为 “ 大行业 ” 的定义过宽，经营的内容过于广泛，用以反映经营战略，不能明确地界定企业的经营主线。而分行业是指大行业内具有相同特征的产品、市场、使命和技术的小行业。如娃哈哈的领域是食品行业中的饮料和保健品分行业。经营领域过宽、过窄都不利于企业的发展。 （ 2） 企业的成长方向。 它是说明企业从现有产品与市场组合向未来产品与市场组合转移的方向。如市 场渗透战略是通过增加目前产品与市场组合的市场份额所表示的成长方向；市场开发战略是为企业现有产品寻找新的市场空间；产品开发战略是创造新的产品，以替代目前的产品。新兴企业应着力于市场的开发，处于产品衰退期的企业应选择产品开发

38、战略。 （ 3） 竞争优势。 它说明了企业所寻求的、表明企业某一产品与市场组合的特殊属性，凭借这种属性可以给企业带来强大的竞争能力。如，索尼公司的优势在于新产品的开发；海尔的优势在于良好的产品质量和企业形象。 （ 4） 协同作用。 它是说明企业为达到战略目标，而要求企业内部各部门采取的协调动作。有销售协调（如企业所有产品用共同的销售渠道）、运行协调（如在企业内分摊间接费用）、管理协调（如在一个经营部位内使用另一个单位的管理经验）。协同作用的目的是要发掘企业内总体获利能力的潜力。 为研究问题的方便起见，经营战略的制定一般分为四个步骤 ： 第 一是战略思想的形成过程。战略思想是关系企业发展方向的指

39、导思想，7 是制定和实施经营思路，它的具体化就是战略决策应遵守的一系列准则。战略思想是战略思维的结果，战略思维是经营战略的逻辑起点。对管理者来说，战略思维是高难度的思维过程。首先，它要求战略性思维的系统性。战略制定 者要把企业放在竞争的社会大环境中，进行全方位、多维的开放性思维；其次，战略思维应是超前性的、创新性的，这种超前不仅是时间上要超前，思想和观念上的超前更为重要。创新思维则要求冲破各种障碍和束缚，得出新的创见，实现新的突破。所以，战略制定者要有良好的洞察能力、分析能力、综合判断能力和统筹能力。 第 二是调查过程。这一过程是为了深入了解和分析企业内外环境，为战略的制定提供依据和前提条件。

40、它包括内部环境的调查和外部环境的调查两大部分。 内部环境的调查主要是解决知己的问题，各种条件及组合的优劣。具体内容有两大方面：一方 面是一般能力的分析，包括原有战略的正确性和能够实现的程度 ； 高层经理人员的领导素质、员工队伍的素质、企业的知识转化能力、技术吸收能力等。另一方面是与对手相比，现有产品的竞争力，包括质量、价格、品种，品牌知名度和美誉度。 外部环境调查的目的是，把握市场需求态势、资源供应态势和竞争态势，明确企业的市场机会和威胁。其中包括，间接环境（如政治动向、经济动向、法律动向、社会动向）、直接环境（指对本企业产生直接影响的环境因素）。对直接环境的调查要对市场和 行业进行分析，判明

41、企业在市场中的优势和劣势，并确定自己的机会和威胁。对间接环境的调查则是要分析宏观动向，判明对本企业的关键影响力量和对自身的作用程度及相关的机会和威胁。最后，还要综合以上几个方面对未来的经营环境进行预测。 第 三是战略决策过程。战略决策是在以上两个步骤顺利进行的基础上开展的，它投入的是有关战略思想和环境分析结果的各种信息，最终结果是经营战略方案。战略决策应解决的问题有：企业的经营范围和经营领域；企业的战略态势（进攻、防守还是退却）；处理各种战略关系的准则；如何建立和发挥战略优势；如何取得和分配 企业资源；组织方面应采取的具体措施。 第 四是战略具体化和完善过程。经营战略方案确定后，必须通过具体化

42、变为企业的实际行动，才能达到战略目标。而在实施过程中，由于内外环境的变化和制定过程中的判断失误，战略方案也就失去了指导作用，在这种情况下，必须进行修改和完善。 制定战略方案的基点 要跳出旧的思维方式和行为模式。在明确所要经营的领域过程中，管理人员经常要面对的问题是：选择的经营领域并不是越宽越有利于公司的发展，所以在具体操作中，一方面依赖于市场的需求，另一方面还须立足于公司的生产能力。为了保证判断的准确性以 及战略的长远性，在具体分析时还必须要考虑：8 跳出原有产品或生产线的局限。要对习以为常的假设提出挑战，即对公司内普遍接受的常识提出挑战。战略制定者要敢于对习以为常的观念提出挑战。例如，荧光灯

43、管为何要又细又长？人们为什么要在黑暗中看电影？乍看起来，这些问题提得似乎奇怪。但正是由于对被认为基本常识的一些事提出挑战之后，才使许多公司绝处逢生。例如，一则电热毯的使用说明中写道： “ 通电时勿折叠，勿躺在上面 。 ” 这引起了一家公司技术人员的注意，他们设计了一种在通电时能安全躺在上面并在达到一定温度时断电的电褥子。 要准确选择 关键成功因素。面对资源短缺、人力缺乏、时间珍贵的现实，把有限的资源集中于能决定公司获得成功的关键经营领域，对公司而言是很重要的。管理专家把在某一行业获得成功的核心条件称之为关键成功因素。显然，不同公司关键成功因素是不尽相同的。但是，我们可以借助于产品生命周期的变化

44、，从一个侧面把握关键成功因素的变化。 如在产品的试销期，由于产品刚刚进入市场，产品销售量很不稳定，而且销售费用很高。这时，能否在市场上站住脚，主要在于广告宣传和促销，这样才能赢得消费者，逐渐扩大市场占有率。进入成长期后，商品的销售量上升，价格下降 ，利润上升。这既是公司获利的良机，也是竞争的白热化阶段。这时，产品的质量、商标的信誉以及对市场的判断力则变得更加至关重要。在成熟期，市场出现饱和现象，销售增长率下降，竞争加剧。这时，如果为了提高销售量而一味扩大生产能力，那么，一旦销售量急剧下降，再采取应急措施也许就为时太晚了。因此，这个阶段，开发新产品、防止积压等则成为关键了。产品进入衰退期后，供给

45、已远远大于需求，公司生产能力过剩。于是价格暴跌或大甩卖的现象都可能相继出现。因此，要考虑尽快推出新产品，寻找新的市场机会。 要着力寻找战略优势，尤其对于新创立 不久的公司来说，战略优势是指公司在一段时间内，在至关全局的经营成败方面拥有的强大能力、丰富的资源和优势地位。具体有： 公司在竞争中拥有优势地位，包括占有有利的地理位置（交通方便），信息灵通，处于原材料的富产区和临近消费两场。优势的地位，一般是客观造成的。对公司而言，主要是如何正确认识优势地位，如何使优势地位在经营竞争中发挥更大的作用。 拥有实力上的优势，主要是指公司在争夺市场和争夺顾客方面具有高于竞争对手的实力，包括拥有雄厚的资金、人力和技术力量；拥有高超的经营能力（如战略决策能力，市场营销能力）；拥有 良好的经营计划。实力优势一般可通过主观努力建立。很显然，战略优势是公司在竞争中取胜的法宝。拥有战略优势，公司就掌握了主动权；发挥战略优势，公司就可以在竞争中立于不败之地。否则，公司就可能陷入被动，甚至破产、倒闭。 9 总之，战略方案制定过程是一个知己知彼的过程，对自身的条件和所处的环境认识得越充分、越具体，经营战略的科学性就越高；战略制定过程又是系统思维、超前思维的过程，只有具有战略头脑、超前意识的企业家，才能扬长避短，制定出指导企业前进的发展战略 。