论文部分内容阅读
在影响战略制定的各种力量中,“渴望增长”或许对战略具有最大的影响力,而“取舍”和“限制”则似乎会阻碍企业的增长。比如,服务于某一特定群体(顾客)而放弃其他顾客群体会对收入增长构成实际或意料中的“限制”;低价位的运营战略更会让关注功能和服务的客户掉头而去;执行差异化的战略又会丢失对价格敏感的顾客。经理人经常受到诱惑,企图突破“限制”来实行扩张,结果往往导致战略定位变得模糊不清。最后,经理人迫于成长的压力或市场趋于饱和的压力往往只好以延长产品线、增加新功能、模仿竞争对手广受欢迎的服务、流程雷同化、收购其他公司等方式来扩展原先的定位范畴。“美泰格”是这方面的一个典型案例:多年来,美泰格企业的成功主要依赖于可靠、耐用的洗衣机和干衣机,后来又扩张到洗碗机。根据该产业
Among the various forces that influence strategy formulation, “eager growth” may have the greatest influence on strategy, while “rejection” and “restriction” seem to hinder corporate growth. For example, serving a particular group (customer) and giving up other customer groups may constitute “real” or unexpected “restrictions” in revenue growth; a low-cost operating strategy will also allow customers who care about functions and services to turn around The strategy of implementing differentiation will in turn lose price-sensitive customers. Managers are often tempted to try to break through the “restrictions” to implement expansion. As a result, the strategic positioning often becomes ambiguous. Finally, managers’ pressure to grow or pressures to become saturated tends to extend the original positioning by extending product lines, adding new features, mimicking the competition’s popular services, streamlining processes, and acquiring other companies. category. “Matager” is a typical case in this respect: Over the years, the success of the company’s business has relied on reliable, durable washing machines and clothes dryers, and later expanded to dishwashers. According to the industry