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企业的战略首先是一个发展方向的安排，换句话说，战略也就是一个帮助企业从今天所在的起点走向它所希望的将来位置的一张导航图。企业在制定这个导航图的时候，需要看到自己是在一个竞...
企业的战略首先是一个发展方向的安排，换句话说，战略也就是一个帮助企业从今天所在的起点走向它所希望的将来位置的一张导航图。企业在制定这个导航图的时候，需要看到自己是在一个竞争性的市场中，需要解决好三个方面的问题：在什么地方竞争，怎样竞争以及何时去竞争。
在什么地方竞争指你需要着重确立在哪个产品市场的位置，你在哪个细分的产品市场上和你的竞争者相比具备优势、更加吸引你的客户。怎样竞争是指你通过什么途径能够有效地与你的竞争者竞争。何时竞争则是指你的战略的时间设定。因此，战略的制定是系统的，由行业、地域、时间等多个元素共同组成的。
在了解了这三方面问题的基础上，你还需要了解环境是怎样发生变化的，这种变化会对你的业务产生怎样的影响；需要仔细考虑市场上客户需求以及技术变化的趋势，了解你的竞争对手有哪些，他们又都在做什么和计划做什么。并且，你要了解你所在的行业的整个价值链可能会发生一些什么变化。
同时，你还要深入了解你自己的组织特性和核心竞争力，了解怎样的核心竞争力才是成功执行你的战略所需要的，了解什么样的竞争优势可以使你比你的竞争对手更加强大。此外，战略制定的时候还要考虑它对公司的投资回报、现金流的影响。
最后，同样也很重要的是你需要制定一个清晰的行动计划，明确的把职责进行分配。
一个好的战略往往能够让企业充分利用市场机会，确立自身不可替代和模仿的市场地位。西南航空的案例就清楚地说明了这一点。当时美国的航空业管制正在放松，西南航空意识到一个完全改变游戏规则的机会。那些提供整套完整服务的承运商成本很高。西南航空则发展了一个新的战略，靠建立一个点到点网络来提供低成本服务。这是一个全新的业务模式，而美国的旅行者们也非常喜欢这个模式。今天，在美国和欧洲有很多低成本的承运商在追随着西南航空的模式，但都很难撼动西南航空的市场领导者的地位。
而关于制定战略的主导思想，我认为正从强调战略定位转向强调战略能力。哈佛商学院教授迈克·波特在其1980年的经典著作《竞争战略》中，把“竞争战略”定义为“采取进攻性或是防御性的方法在行业中建立一个巩固的定位”。
然而，我们越来越发现，在变化无时不在、无处不在的市场条件下，一个单一的巩固定位是难以实现的。传统的战略只是为了建立和保护长期的定位，现在，这种传统战略思想需要转向重视连续的转型来形成一种不断赢得下一回合竞争胜利的能力。
成功的进行连续的转型、并将这种能力内化于企业的思想逐步为大家所认识到，这一思想也得到了吉姆·柯林斯的支持。在他的《从优秀到卓越》中，他的结论是：“成功的企业致力小的或是大的变化，一个接一个，就像由一个巨大飞轮不断旋转形成了一种前进的趋势”。就像西南航空的成功，它不仅仅是因为确立了一个从事低价航空的定位，而是因为在内部有着适应低价航空业务所需的种种流程和模式，从而使其能够适应市场的各种变化。
在此先谢谢各位的帮助，谢谢 展开
在什么地方竞争指你需要着重确立在哪个产品市场的位置，你在哪个细分的产品市场上和你的竞争者相比具备优势、更加吸引你的客户。怎样竞争是指你通过什么途径能够有效地与你的竞争者竞争。何时竞争则是指你的战略的时间设定。因此，战略的制定是系统的，由行业、地域、时间等多个元素共同组成的。
在了解了这三方面问题的基础上，你还需要了解环境是怎样发生变化的，这种变化会对你的业务产生怎样的影响；需要仔细考虑市场上客户需求以及技术变化的趋势，了解你的竞争对手有哪些，他们又都在做什么和计划做什么。并且，你要了解你所在的行业的整个价值链可能会发生一些什么变化。
同时，你还要深入了解你自己的组织特性和核心竞争力，了解怎样的核心竞争力才是成功执行你的战略所需要的，了解什么样的竞争优势可以使你比你的竞争对手更加强大。此外，战略制定的时候还要考虑它对公司的投资回报、现金流的影响。
最后，同样也很重要的是你需要制定一个清晰的行动计划，明确的把职责进行分配。
一个好的战略往往能够让企业充分利用市场机会，确立自身不可替代和模仿的市场地位。西南航空的案例就清楚地说明了这一点。当时美国的航空业管制正在放松，西南航空意识到一个完全改变游戏规则的机会。那些提供整套完整服务的承运商成本很高。西南航空则发展了一个新的战略，靠建立一个点到点网络来提供低成本服务。这是一个全新的业务模式，而美国的旅行者们也非常喜欢这个模式。今天，在美国和欧洲有很多低成本的承运商在追随着西南航空的模式，但都很难撼动西南航空的市场领导者的地位。
而关于制定战略的主导思想，我认为正从强调战略定位转向强调战略能力。哈佛商学院教授迈克·波特在其1980年的经典著作《竞争战略》中，把“竞争战略”定义为“采取进攻性或是防御性的方法在行业中建立一个巩固的定位”。
然而，我们越来越发现，在变化无时不在、无处不在的市场条件下，一个单一的巩固定位是难以实现的。传统的战略只是为了建立和保护长期的定位，现在，这种传统战略思想需要转向重视连续的转型来形成一种不断赢得下一回合竞争胜利的能力。
成功的进行连续的转型、并将这种能力内化于企业的思想逐步为大家所认识到，这一思想也得到了吉姆·柯林斯的支持。在他的《从优秀到卓越》中，他的结论是：“成功的企业致力小的或是大的变化，一个接一个，就像由一个巨大飞轮不断旋转形成了一种前进的趋势”。就像西南航空的成功，它不仅仅是因为确立了一个从事低价航空的定位，而是因为在内部有着适应低价航空业务所需的种种流程和模式，从而使其能够适应市场的各种变化。
在此先谢谢各位的帮助，谢谢 展开
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First of all, business is a strategic direction for the development of the arrangement, in other words, is a strategy to help companies from today's hope it's a starting point toward the future location of a navigational charts. In the development of the navigational charts, need to see that they are in a competitive market, it is necessary to solve three problems: where competition, competition, as well as how and when to compete.
Where competition means you need to focus on established markets in which the position in which you have a breakdown of the product on the market and your competitors have the advantage compared to, you attract more customers. How competitive do you mean by what means can effectively compete with your competitors. When competition is your strategy refers to the time set. As a result, the strategy is to develop the system, by industry, geography, time, and other common elements of the composition.
In the understanding of these three areas on the basis of the problem, you need to know how the environment changes, these changes will have your business what kind of impact; need to carefully consider the needs of customers in the market, as well as the trend of technological change, you know What are competitors, they are doing and do program. In addition, you have to know your industry's entire value chain may be some changes.
At the same time, you want an in-depth understanding of the characteristics of your own organization and core competitiveness, to understand what is the core competitiveness of the successful implementation of the strategy you need to find out what kind of competitive advantage can make you more than your competitors stronger . In addition, the strategy should also be considered when its rate of return on investment and cash flow.
Finally, equally important is that you need to develop a clear plan of action to clear distribution of responsibilities.
Often a good strategy to allow enterprises to take full advantage of market opportunities and establish their own copy of an irreplaceable position in the market. Southwest Airlines on the case clearly illustrates this point. At that time, the U.S. aviation industry is to relax controls, Southwest Airlines fully aware of a change in the rules of the game. Those who provide a complete package of services to the high cost carriers. Southwest Airlines is the development of a new strategy on the establishment of a point-to-point network to provide low-cost services. This is a new business model, and the United States, travelers also like the very model. Today, the United States and Europe have a lot of low-cost carriers to follow the model of Southwest Airlines, Southwest Airlines is very difficult to shake the market leader.
And on the development of strategic thinking, I think that is stressed from the strategic shift to emphasize the strategic positioning capability. Harvard Business School professor Maikebote in his 1980 classic "competitive strategy", "strategic competition" is defined as "take the offensive or defensive approach in the industry to establish a strong position."
However, the more we found that changes in the ever-present, ubiquitous market conditions, a single consolidated position is rarely the case. The traditional strategy is to establish and protect the long-term position now, the traditional ideological and strategic importance to the need for the transition to a next round of competition constantly to win the victory.
The success of continuous transformation, and in this capacity in the business of the progressive thinking for you to know that this has also been thinking of Jim Collins. In his "From Good to excellent", he concluded that: "The success of the enterprise to the small or big changes in one after another, like a huge flywheel constantly rotating forward to form a trend." As the success of Southwest Airlines, not only because it establishes a position to engage in low-cost airline, but because of internal low-cost airline business have to adapt to the requirements of the various processes and models, so as to enable it to adapt to the market Change.
Where competition means you need to focus on established markets in which the position in which you have a breakdown of the product on the market and your competitors have the advantage compared to, you attract more customers. How competitive do you mean by what means can effectively compete with your competitors. When competition is your strategy refers to the time set. As a result, the strategy is to develop the system, by industry, geography, time, and other common elements of the composition.
In the understanding of these three areas on the basis of the problem, you need to know how the environment changes, these changes will have your business what kind of impact; need to carefully consider the needs of customers in the market, as well as the trend of technological change, you know What are competitors, they are doing and do program. In addition, you have to know your industry's entire value chain may be some changes.
At the same time, you want an in-depth understanding of the characteristics of your own organization and core competitiveness, to understand what is the core competitiveness of the successful implementation of the strategy you need to find out what kind of competitive advantage can make you more than your competitors stronger . In addition, the strategy should also be considered when its rate of return on investment and cash flow.
Finally, equally important is that you need to develop a clear plan of action to clear distribution of responsibilities.
Often a good strategy to allow enterprises to take full advantage of market opportunities and establish their own copy of an irreplaceable position in the market. Southwest Airlines on the case clearly illustrates this point. At that time, the U.S. aviation industry is to relax controls, Southwest Airlines fully aware of a change in the rules of the game. Those who provide a complete package of services to the high cost carriers. Southwest Airlines is the development of a new strategy on the establishment of a point-to-point network to provide low-cost services. This is a new business model, and the United States, travelers also like the very model. Today, the United States and Europe have a lot of low-cost carriers to follow the model of Southwest Airlines, Southwest Airlines is very difficult to shake the market leader.
And on the development of strategic thinking, I think that is stressed from the strategic shift to emphasize the strategic positioning capability. Harvard Business School professor Maikebote in his 1980 classic "competitive strategy", "strategic competition" is defined as "take the offensive or defensive approach in the industry to establish a strong position."
However, the more we found that changes in the ever-present, ubiquitous market conditions, a single consolidated position is rarely the case. The traditional strategy is to establish and protect the long-term position now, the traditional ideological and strategic importance to the need for the transition to a next round of competition constantly to win the victory.
The success of continuous transformation, and in this capacity in the business of the progressive thinking for you to know that this has also been thinking of Jim Collins. In his "From Good to excellent", he concluded that: "The success of the enterprise to the small or big changes in one after another, like a huge flywheel constantly rotating forward to form a trend." As the success of Southwest Airlines, not only because it establishes a position to engage in low-cost airline, but because of internal low-cost airline business have to adapt to the requirements of the various processes and models, so as to enable it to adapt to the market Change.
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