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姓名: | 黄常捷 |
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领域: | 企业战略 市场营销 |
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地点: | 上海 黄浦 |
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签名: |
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The 3 Building Blocks of Formulating Winning Strategies 制胜战略的三大奠基石 c.j. Ng著 With increasing pressure from the competition, the customers as well as shareholders, many managers responded with “We MUST implement a better strategy”. 随着竞争带来的压力不断增加,顾客还有股东,许多经理人都回应到“我们必须执行一个更好的战略。” However, when asked what exactly is being done with the new strategy, the reply is usually along the lines of “we plan to launch a new product”, or “we plan to have a new sales/ customer initiative”. Strategy seems to be related with some kind of planning. 然而,当被问及对新的战略到底都做了些什么的时候,回答总是会说“我们计划启动一个新产品,”或者说“我们计划有一个新的销售/客户导向”。似乎战略被和一些计划等类似的概念联系在了一起。 More importantly, most new sales strategies tend NOT to deliver the expected results. Somehow, the managers either seem to miss some important ingredients, or don’t know how to mix the right ingredients with the right processes. 更重要的是,大部分新的销售战略趋向于不要把期望的结果传递下去。从某种程度上来说,经理人似乎要么不是忽视了一些重要的部分,要么就不知道如何将正确的部分与正确的流程融合在一起。 In any case, here’s a simple yet practical guide to formulating winning strategies. All you have to do is to master these 3 key building blocks: 不管怎样,这里有一个制定制胜战略的简单的实际指南。你所要做的就是掌握3大关键问题: · The Goal, and how to reach it; 目标,以及如何实现它; · The resources required; and 需要的资源; · Responding to customers’ and competitors’ responses 应对顾客以及竞争者的反应 The Goal, and How to Reach It 目标,以及如何实现它 Whether you are hatching a plan or formulating a strategy, it all starts with a Goal, i.e. what do you want to achieve eventually. Before we even look at the steps on how to achieve this goal, here are some questions you may want to ask yourself first: 无论你是在设想一个计划还是在制定策略,一切都要从目标开始。比如说,你最后到底想要实现的是什么。 在你看如何实现这个目标的步骤之前,有一些问题需要你先问问你自己: · Why you MUST reach this Goal? What happens if you don’t? 为什么你一定要达到这个目标? 如果你不能实现又将会发生什么事? · Does your team share your sense of urgency to reach this Goal, or do they have other ideas? 你的团队对实现目标和你有一样的紧迫感吗?或者说他们有其他的想法吗? · Do you and your team BELIEVE that you can achieve the Goal that you (or very likely, your boss) set? 你和你的团队是不是都相信你能够实现你(或者说是你的老板)设定的目标? Interestingly, most managers blame the lack of motivation of their staff and team members when goals are not met. However, if team members don’t resonate with these goals, or in these days, they feel that achieving such goals will only serve to inflate the bosses’ pockets and not theirs, they won’t want to commit themselves to help you achieve those goals. 有趣的是,大部分经理指责说:在目标不能实现的时候,他们的员工和团队成员就会丧失信心或者缺乏动力了。但是,如果团队成员对这些目标不产生共鸣,或者他们觉得实现这样的目标只是能让他们老板的钱包赚得满满而非他们自己的,他们就不会尽心尽力地去帮助你实现那些目标。 In short, if your team feel that it is your goal, and NOT theirs, they won’t make it work for you. This is not a New Age gimmick to motivate younger Generation-Y team members. Rather, making your goal feel as if it’s your team’s dates back 2,500 years ago in China when military strategist Sun Tzu mentioned the need to arouse your people so that they identify with your Goals. He called it the Way; in today’s terminology, we call it the Goal or the Vision. 简而言之,如果你的团队觉得这是你的目标而不是他们的,他们就不会用心的去实现它。 这不是一个新时代的噱头来激励年轻的一代——Y团队成员。 相反, 你要让你的目标给人感觉好像是追溯到2,500年前的团队目标,就像中国军事策略家孙子在那个时候提到的唤醒你的“团队成员”的需要,让他们能够对你的目标达成共识。孙子管它叫兵法;而用如今的术语,我们叫它目标或者愿景。 Having asked the question “Why this Goal”, the next question will be “How are we going to achieve it”. In a nutshell this involves: 问过 “为什么是这个目标” 这样的问题后,下一个问题就是“我们如何去实现这个目标”。概括地说可以涉及到以下几个方面: · How do we get there? What are the steps involved to reach our goals? 我们怎样能做到? 在实现我们的目标过程中涉及到哪些步骤? · What other information do we need? 我们还需要其他什么样的信息? · How do you monitor the progress? 你如何来检测所取得的进展? Some people set strategies and Goals so far out in the future that they could not answer the above questions. Without providing the answers, such “goals” are at best “hopes”, and such “strategies” are more like general directions. It will be difficult to get your desired results as such. But if you do, you empower your team to take the appropriate actions. 一些人设定的战略和目标到目前为止都是着眼于未来的,那么他们就不能回答以上的问题。不能够提供答案,那么类似这样的“目标”最好把它看成是“希望”,而类似的“战略”也更像是总的方向罢了。 这样的话,你也许会很难得到你理想中的结果。 但如果你做了,你赋予了你的团队采取适当的行动。 The Resources Required 需要的资源 Having passion and a drive to succeed is not enough to achieve your goals. You will also need to have the right resources as well. 充满激情和渴望成功对实现你的目标是远远不够的。你还需要有合适的资源。 In many cases, companies whose strategies fall short of expectations make one of the following mistakes: 很多时候,那些战略结果低于期望的公司(可能)都犯了以下其中的一个错误: · Under allocation of resources to support a goal; and 支持目标实现的资源配置不足 · Allocating too much of the wrong resources to reach the goal 分配了过多不合理的资源来实现目标 The former tends to occur with companies with tighter budgets. Some typical incidents could be when a company is launching a new product, it tries to save costs by reducing the manpower in the R&D department, or cutting the marketing budgets. At times, when expanding into overseas territories, some companies even hire commission-only agents to develop those territories. 前者的情况会出现在那些预算紧张的公司。 当公司发布一种新的产品时,一些典型的状况就会发生, (比如)公司会试图通过削减研发部门的开支来节约成本,或者削减市场部门的预算。 这时候,当产品市场扩张到海外市场的时候,一些公司甚至会雇佣那些只是靠佣金生存的代理人开发海外的市场。 The result of such under-allocation of resources is simply there isn’t enough coverage in the market to get the customers to know you, let alone getting a significant number of them to buy from you. 这种资源配置不足的结果就是该公司在海外市场上没有足够的占有率来让顾客了解到你,更不用说让他们当中的大部分人从你这里购买产品(他们都不知道你,更不用谈从你这里买产品了)。 On the other hand, companies that are cash-rich tends to waste their cash by spending them on resources that are not needed. Typical examples are the Dot.Coms in the late-90’s and early 2000, where I a bid to generate “eye=balls”, most Dot.Coms simply advertise indiscriminately. 另外一种情况是,财力雄厚的公司会把他们的钱浪费在不需要的资源上面。 典型的例子就是90年代末2000年初的Dot.Com。 The result is that the Dot.Coms wasted the cash which could have used in improving their product offering to attract steady revenue streams instead. (这种情况的结果)就是Dot.Coms公司浪费了本可以用在提升他们产品并帮助公司获取稳定财务收入的钱。 Is cash or funding the only resources to allocate in your strategy? Absolutely not. Here are some other resources that you may want to commit to make your strategy a success: 现金或者资金在你的战略中是唯一可以配置的资源吗? 当然不是! 这里有一些其他的资源,你可以利用它们并让你的战略获得成功。 · The right people with the right skills and attitudes; 拥有符合的技能和正确态度的人 · Machinery and equipment; 机械和设备 · Materials and ingredients; 材料和配件 · Marketing network, channels and connections 市场营销网络,渠道和关系 Ultimately, no company will have endless resources to allocate or commit to a strategy. You may want to prioritise what needs to be one first, and allocate your limited resources accordingly. Failing to plan, is planning to fail. 没有一家公司最终会有无穷无尽的资源可以用来配置到战略的实施中去。 你就应该把你最需要的放在首位,然后相应的分配你有限的资源。 (记住)不计划就会导致计划的失败。 Responding to Customers’ and Competitors’ Responses 应对顾客以及竞争者的反应 When you take action, there will be either positive and negative responses from customers and competitors. Here’s the difference between formulating a plan and a strategy: when formulating a strategy, you will have to anticipate what will be the likely responses from customers and competitors. 但你采取行动的时候,都会有来自顾客和竞争者积极或者消极的反应。 制定一项计划和战略的不同之处在于:当你在制定战略时,你需要预期到来自顾客和竞争者可能做出的反应和回答。 If you get positive customer responses, expect competitors to exert their pressure, usually by providing similar products and services. That was something Netscape did not anticipate when it was the leading web browser in the mid-nineties. It didn’t take long for late-comer Microsoft to literally drive Netscape out of business with the Internet Explorer. 如果你从顾客那里得到了积极的反馈,这就给你的竞争者施加了压力,于是他们通常会在这种压力下提供相类似的产品或者服务。 这一点是Netscape——90年代中期领先的网路浏览器提供商所没有能够预期到的问题。 (所以)没有花多久时间,作为后来者的微软公司就将Netscape踢出了互联网浏览器行业。 Even when a new product or service fails, competitors can also learn and improvise from your failures. Apple Computer (now Apple Inc.) launched one of the earliest and most ambitious Personal Digital Assistant (PDAs), the Newton, in the late 80’s, but it flopped. In 1996, 2 years before Apple decided to cease development for the Newton, Palm Computing launched the Palm Pilot, and it was a great success. 即使当一个新产品或服务的开发失败了,竞争者也可以从你的失败中学到经验。 苹果电脑曾在80年代后期就开发启动了世界上最早且最具实例之一的个人数字助手(PDAs)Newton,但是最后以失败告终。 在1996年,就在苹果公司决定停止对Newton的开发的2年前,Palm Computing开发了Palm Pilot产品且取得了巨大的成功。 Whichever the case, you will be imperilling your plans if you don’t take into consideration of competitive pressure. Here are some tips on how you can counter-respond to the responses of your competitors and customers: 无论如何,如果你没有考虑来自竞争的压力,那就会危及到你的计划。 以下是一些关于你如何应对你的竞争对手和顾客反应的建议: · Be creative and surprise both customers and competitors by doing the unexpected 出奇制胜 · Think 2 products ahead, so that when your competitors start providing the same products, you can introduce the upgrades or the newer and better versions; 事先想好另外2件(新的)产品,这样当你的竞争者开始提供相同的产品时,你可以介绍升级的或者更新更好的版本(来与之竞争,占取又一轮的优势)。 · Provide better quality of selling and create value to your customers. While it is very easy to imitate the hardware, it is a lot more difficult for competitors to emulate how you serve and add value to your customers. 提供更好的销售质量,并能给你的顾客创造价值。虽然模仿硬件方面的东西比较简单,但对你的竞争者来说要窃取你的服务方式以及给顾客提升价值软件方面的东西却是相当不容易的。 As illustrated above, you will need more than broad directions to formulate your strategies. You will need to gain insights about you customers, competitors, industry trends and even the mind-sets of your team to make your strategies deliver your expected results 正如以上所阐述的,你将需要的不仅仅是股东设定的大方向来指导你的战略制定。 你需要搜集一些关于你的顾客,竞争者,以及行业趋势,甚至是你团队的核心设定人的看法来使得你的战略实施取得你所期望的结果。 Need more ideas on how you can improve your quality of selling, meet your targets and make your customers adore you? Simply e-mail info@directions-consulting.com or call +86-136 7190 2505 or Skype: cydj001 and arrange to buy me a cup of mocha. All information shall be kept in confidence. 需要任何更多关于如何提升你的销售质量,实现你的销售目标并且让你的顾客青睐于你的看法吗?你可以发送邮件至info@directions-consulting.com 或者可以致电:+86-136 7190 2505。还可以通过Skype: cydj001和我进行了聊天,请我喝杯摩卡聊聊天。所有的信息都将会严格保密。 ![]() 方相咨询 |
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