sbl-Ch2：战略

一、战略概述

• 定义：组织在长期内的方向和范围，通过资源和能力的配置实现环境变化中的优势，满足利益相关者期望。

Strategy is the direction and scope of an organisation over the long term, which achieves competitive advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations. 战略是企业长期的发展方向和业务范围，要求我们在不断变化的环境中，通过调整资源的配置和能力来实现竞争优势，进而实现企业目的，目的通常是股东利益最大化。

• 重要性：战略规划和管理对组织成功至关重要，帮助组织适应环境变化，实现可持续发展。

二、战略决策

• 战略决策（Strategic decisions）：在复杂和不确定的条件下进行，对组织产生广泛影响，常导致组织的重大变革。
• 六个决策领域：
  • 长期方向（Long term direction）
  • 活动范围（Scope of activities）
  • 竞争优势（Competitive advantage）
  • 适应商业环境（Adapting activities to fit business environment）
  • 利用关键利益相关者（Exploiting of key stakeholders）
• 五个特征：
  • 复杂性（Complex）
  • 受不确定性影响（Subject to uncertainty）
  • 影响操作决策（Impact operational decision）
  • 影响整个组织（Affect whole organisation）
  • 导致变化（Lead to change）

三、组织内三个战略层次

• 企业层战略(corporate strtegy)：确定组织的整体目的、范围和价值增加方式，管理利益相关者期望，分配资源。
• 业务层级(business strategy)：在特定市场成功竞争的策略，与企业战略协调。
• 操作层/职能层战略(operational strategy)：组织各部分如何实现高层目标，涉及营销、生产、财务、人力资源管理和信息系统等业务功能。

四、愿景、使命、目标和目的（Vision→Mission→Objective→Strategy）

• 愿景（Vision）：组织未来模糊的设想，指导长远发展。
• 使命（Mission）：组织存在的原因，包括文化、目的、价值、战略、政策和标准。
  • 使命的四要素

①Purpose 思考企业的目的是什么： ·To create wealth for owners? 给股东创造价值 ·To satisfy the needs of all stakeholders? 满足利益相关者的需求 ·To reach some higher goal such as the advancement of society? 推动整个社会的发展 →有些公司的目标可能不止一个，在一个大目标下面可能还有 sub-objective，如果案例中是这种情况，我们也需要找到。 ②Strategy ·How it is going to achieve its purpose? 如何才能达到企业目标 ·Where to compete? 在哪里竞争，目标市场是什么 ·The nature of competitive advantage sought 我们的竞争优势来源于哪里 ③Policies and standards of behavior Without policy and behavior guidelines that help staff to make decisions on a day-to-day basis the strategy and purpose has little value. 前面讲的 objective 和 strategy 都是比较抽象的东西，必须要转换成具体的政策和行为准则，员工才知道怎么做。 ④Values：Values are the beliefs and moral principles that underlie the organisation's culture. 价值观和信仰会支持企业的整体文化。价值观，如：强调品质/产品质量，强调以人为本。

• 目标（Goals）：组织的一般性目的。
• 目的（Objectives）：具体、可衡量、可实现、现实、时间相关（SMART）。
  • Objectives 应该满足的五个特点：SMART
    • ①Specific：具体，不能说“希望明年会更好”，太空了，可以说“明年利润提升 10%”；
    • ②Measurable：可计量的，如利润就是可以计算的；
    • ③Achievable：可实现的，通过努力可以做到的，不能是假大空；
    • ④Realistic：切实可行的，不是好高骛远的 (可以替换成 Result：以结果为导向)；
    • ⑤Time-related：要有时间期限，在什么时间段内完成什么目标。
  • Objectives 的五个作用
    • Planning
    • Responsibility
    • Integration
    • Motivation
    • Evaluation

五、战略管理要素

• 战略位置（Strategic position）：分析内外部环境，包括SWOT分析和差距分析。
• 战略选择（Strategic choices）：在企业层面和业务单元层面做出的选择。
• 战略实施（Strategy into action）：涉及组织结构、流程、资源管理等。

企业在进行战略管理的时候，可以分为三个步骤：

①Strategic position/analysis 战略定位

对企业现在的战略进行分析，对企业目前所处的位置进行分析。

②Strategic Choice 战略选择

对企业未来的发展进行选择，如，是继续扩张已有商品的市场，还是研发新产品

③Strategic into action 战略实施

→这三个部分的内容都有深化，会学习一些模型，见之后的章节。

六、战略视角（透镜模型）

• 设计视角（Strategy as design）：战略作为有计划的构造。
• 体验视角（Strategy as experience）：基于过去的决策和经历。
• 理念视角（Strategy as ideas）：创新和新想法的源泉。
• 

七、案例讨论：Bartok Fuel

• 背景：家族企业，业务包括燃油分销、玻璃制造和汽车销售与维修。
• 战略决策：
  • 出售土地进行开发。
  • 进入Arcadia国家的燃油分销市场。
• 分析要求：
  • 描述Bartok Fuel过去采用的战略方法。
  • 考虑董事会在做出决策前应评估的因素。

Bartok Fuel is a private company run by two brothers, David and Sean Bartok. The company was founded in the 1960s by their father, Gerald, who started life with a petrol station and car repair workshop. After some years, Gerald expanded by buying a tanker and starting to distribute household fuel to customers.This part of the business has grown successfully and now has some 15 tankers and an annual turnover of $30 million. In the 1960s, the car repair business included the manufacture of car windscreens. From this grew an element of the business, called Bartok Glass, which now makes sealed glass window units for the construction industry and has a turnover of about $8 million. During the 1970s and 1980s Gerald had purchased a number of sites from which petrol was sold. These sites are still owned by the company but are now leased to other companies and used for a variety of purposes. The original garage no longer exists, but the company still operates a car dealership and repair workshop in the centre of Erewhon, a large town in the country Oceania. This part of the business started in the 1990s and for some time was fairly profitable, particularly when it was a luxury car dealership run by Gerald's younger son, Sean. However, due to changes in the market place, the luxury car franchise had to be sold and the business now sells budget cars. The fuel distribution and glass businesses continue to be fairly profitable under the management of the older brother David, but the car business is facing hard times. The car retail business is notoriously cut- throat, with margins as low as 2– 3% and very high targets set by the manufacturers. The car dealership also deals in second hand cars and this area is slightly more profitable. This division now employs about 50 people. David is the managing director of the company and at a recent board meeting he put forward a number of proposals for improving the profitability of the car dealership and garage. One suggestion is that the site should be sold for its development potential and the car dealership brought to an end. A further option brought up by David is the potential for entering the emerging market for fuel distribution in the distant country of Arcadia. He has recently met an Arcadian entrepreneur who was visiting Oceania, who is making considerable profits in this area and is looking for investment from a new partner. David is very keen on this option and is trying to push it through. Required (a) Describe the approach to strategy that Bartok Fuel has adopted in the past. (b) What factors should the Board consider before making any decisions on the proposals to dispose of the Erewhon site for development and to enter the Arcadian fuel distribution market?

Bartok Fuel is a private company run by two brothers, David and Sean Bartok. Bartok Fuel 是一家由两兄弟 David 和 Sean Bartok 经营的私营公司。 The company was founded in the 1960s by their father, Gerald, who started life with a petrol station and car repair workshop. 公司成立于20世纪60年代，由他们的父亲 Gerald 创立，他最初经营一个加油站和汽车维修车间。 After some years, Gerald expanded by buying a tanker and starting to distribute household fuel to customers. 几年后，Gerald 通过购买一辆油罐车并开始向客户分发家用燃料来扩展业务。 This part of the business has grown successfully and now has some 15 tankers and an annual turnover of $30 million. 这部分业务发展成功，现在拥有大约15辆油罐车，年营业额达3000万美元。 In the 1960s, the car repair business included the manufacture of car windscreens. 在20世纪60年代，汽车维修业务包括制造汽车挡风玻璃。 From this grew an element of the business, called Bartok Glass, which now makes sealed glass window units for the construction industry and has a turnover of about $8 million. 从此发展出一部分业务，称为 Bartok Glass，现在为建筑行业制造密封玻璃窗单元，年营业额约为800万美元。 During the 1970s and 1980s Gerald had purchased a number of sites from which petrol was sold. 在20世纪70年代和80年代，Gerald 购买了许多出售汽油的场地。 These sites are still owned by the company but are now leased to other companies and used for a variety of purposes. 这些场地仍由公司所有，但现在租赁给其他公司并用于各种用途。 The original garage no longer exists, but the company still operates a car dealership and repair workshop in the centre of Erewhon, a large town in the country Oceania. 原来的车库不复存在，但公司仍在大洋洲的一个大镇 Erewhon 中心经营一家汽车经销商和维修车间。 This part of the business started in the 1990s and for some time was fairly profitable, particularly when it was a luxury car dealership run by Gerald's younger son, Sean. 这部分业务始于20世纪90年代，一段时间内相当有利可图，尤其是在由 Gerald 的小儿子 Sean 经营豪华车经销店时。 However, due to changes in the market place, the luxury car franchise had to be sold and the business now sells budget cars. 然而，由于市场变化，豪华车特许经营权不得不出售，现在业务出售经济型汽车。 The fuel distribution and glass businesses continue to be fairly profitable under the management of the older brother David, but the car business is facing hard times. 在大儿子 David 的管理下，燃料分销和玻璃业务继续保持相当的盈利，但汽车业务正面临困境。 The car retail business is notoriously cut-throat, with margins as low as 2–3% and very high targets set by the manufacturers. 汽车零售业务以竞争激烈著称，利润率低至2-3%，制造商设定的目标非常高。 The car dealership also deals in second-hand cars and this area is slightly more profitable. 汽车经销商还经营二手车，这方面稍微有利可图。 This division now employs about 50 people. 该部门目前雇佣约50人。 David is the managing director of the company and at a recent board meeting he put forward a number of proposals for improving the profitability of the car dealership and garage. David 是公司的常务董事，在最近的董事会上，他提出了几项提高汽车经销店和车库盈利能力的建议。 One suggestion is that the site should be sold for its development potential and the car dealership brought to an end. 一个建议是出售该场地以发挥其开发潜力，并结束汽车经销业务。 A further option brought up by David is the potential for entering the emerging market for fuel distribution in the distant country of Arcadia. David 提出的另一个选择是进入遥远国家阿卡迪亚的新兴燃料分销市场。 He has recently met an Arcadian entrepreneur who was visiting Oceania, who is making considerable profits in this area and is looking for investment from a new partner. 他最近遇到了一位访问大洋洲的阿卡迪亚企业家，该企业家在这一领域获利丰厚，并正在寻找新的合作伙伴投资。 David is very keen on this option and is trying to push it through. David 对这个选择非常感兴趣，并试图推动它的实现。 Required 要求 (a) Describe the approach to strategy that Bartok Fuel has adopted in the past. (a) 描述 Bartok Fuel 过去采用的战略方法。 (b) What factors should the Board consider before making any decisions on the proposals to dispose of the Erewhon site for development and to enter the Arcadian fuel distribution market? (b) 在对处置 Erewhon 场地进行开发以及进入阿卡迪亚燃料分销市场的提案做出任何决定之前，董事会应考虑哪些因素？

背景 Bartok Fuel由David和Sean Bartok两兄弟经营，由其父Gerald在1960年代创立。起初是一家加油站和汽车修理工坊，后扩展到家庭燃料分销，并拥有15辆油罐车，年营业额达3000万美元。汽车修理业务中还包括制造汽车挡风玻璃，衍生出了Bartok Glass，为建筑行业制造密封玻璃窗单元，营业额约800万美元。此外，公司还拥有多个在1970年代和1980年代购置的场地，这些场地现在出租给其他公司使用。公司在Oceania国的Erewhon镇中心经营着汽车经销商和修理工坊，最初经营豪华汽车经销商，由Gerald的小儿子Sean管理，但后来转为销售经济型汽车。 战略分析 (a) 过去的战略方法 多元化：Bartok Fuel从单一的加油站和修理工坊业务扩展到家庭燃料分销和玻璃制造，体现了多元化战略。 市场适应：随着市场变化，豪华汽车经销商转变为经济型汽车销售，显示了对市场变化的适应性。 资产利用：通过出租原有场地给其他公司，优化了资产的使用和收益。 家族管理：公司由家族成员管理，可能采取了较为保守的战略规划方法。 (b) 董事会决策考虑因素 市场分析：评估汽车销售市场的当前状况和未来趋势，考虑是否继续经营或退出。 财务状况：审查Erewhon场地的销售潜在收益和Arcadia燃料分销市场的预期投资回报。 风险评估：考虑新市场的政治、经济、社会和环境风险。 资源分配：评估公司资源是否足以支持新市场的进入，同时维持现有业务。 战略一致性：确保提案与公司的长期愿景、使命和目标一致。 利益相关者期望：考虑股东、员工和其他利益相关者的意见和期望。 文化和组织结构：评估新市场进入对公司文化和组织结构的影响。 竞争分析：分析Arcadia市场的竞争对手，确定Bartok Fuel的竞争优势和市场定位。 法律和监管：考虑Arcadia市场的法律和监管环境，确保合规性。 技术和创新：探索技术创新在新市场的机会，提高运营效率和竞争力。 结论 Bartok Fuel在面对市场变化和业务挑战时，需要采取综合的战略规划方法。董事会在做出决策时，应全面考虑市场、财务、风险、资源、战略一致性、利益相关者期望、文化、法律和技术等多方面因素，以确保公司的长期可持续发展。同时，公司应持续审视和更新其战略规划，以适应不断变化的市场环境。