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引爆市场力:驱动企业持续增长的关键

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《引爆市场力:驱动企业持续增长的关键》为实现利润持续增长而苦苦挣扎,但很少成功?新计划和新项目轰轰烈烈开展,结果却只能放弃?一直设法促进公司成长,却因成本太高无法维持?《引爆市场力:驱动企业持续增长的关键》将打破你对实现企业持续增长的固有概念!为管理者呈现用以实现革命性增长的思考方式和工具。《引爆市场力:驱动企业持续增长的关键》管理大师拉姆?查兰、普拉哈拉德倾力推荐!驱动企业持续成长的关键!
Content Description

《引爆市场力:驱动企业持续增长的关键》实现爆炸性成长的公司是如何成功的?为什么许多优秀的公司却功败垂成?企业高管能不能驱动企业成长将决定他们职业生涯的起落!《引爆市场力:驱动企业持续增长的关键》作者丽塔·麦克格兰斯与伊安·麦克米兰,花了二十多年时间进行研究,从众多公司的做法中汲取经验。《引爆市场力:驱动企业持续增长的关键》将打破你对实现企业持续增长的固有概念,为管理者提供了一套用以实现革命性增长的思考方式和工具。
Author Description

丽塔·麦克格兰斯(Rita Gunther McGrath),哥伦比亚大学商学院管理学副教授。
伊安·麦克米兰(Ian C. MacMillan),宾西法尼亚大学沃顿商学院教授,教授企业管理与创新学。
麦克格兰斯和麦克米兰曾合著MarketBusters(哈佛商学院出版社2005年出版)和The Entrepreneurial Mindset (哈佛商学院出版社2000年出版)。
Comments

“麦克格兰斯和麦克米兰的方法以研究为基础并经历了实践的检验,使得处于停滞期的公司也能实现增长,并在抓住高增长机遇的同时规避风险。如果你想在公司中建立系统的增长文化,你就有必要读这本书。”
——管理大师 C?K·普拉哈拉德,著有《穷人的商机》
“麦克格兰斯和麦克米兰打破了创新危险的迷信。他们用自己丰富的经验,提供了一系列可控工具。使用这些工具,企业可以通过创新实现增值,而不会增加风险。”
——管理大师拉姆·查兰,著有《执行》、《逆转力》
Catalogue

前言
把握正确原则,促进企业增长
发现导向型规划

第一部分 关注战略性增长
第1章 创建增长构架
第2章 组织调整,促进增长
第3章 具体设计增长计划

第二部分 把握特定的增长机遇
第4章 设计业务模型架构
第5章 设置逆向财务指标,拟定假设清单
第6章 积极把握项目进度,必要时调整项目方向
第7章 实践全身而退的必要技巧
第8章 实施发现导向型增长模式
第9章 保持发现导向型增长
Book Abstract

第1章
创建企业增长构架
市场,哪些领域需要应用新方法,哪些领域需要通过收购实现增长。这一目标无需准确无误,目的只在于推动下一步战略的执行。本章提及的操作步骤与创建增长构架和制定增长战略有关,见图 0-1。
第一步:界定成功.
例如,2005年,初任总裁的马克 ?赫德(Mark Hurd)为惠普公司拟定发展目标。
首先,马克·赫德及其团队为惠普公司制定了2008 年的财务目标。而后,他和助手们积极筹划,为公司每个部门拟定了经营计划。通过估算,他们解雇了14500名工人,并划定惠普每年需要35亿美元的研发预算。通过明确3年期目标,赫德说:“在考虑未来发展时,感性认识会少些,而理性分析则会多些。”
2005 年10月至2007年10月,惠普公司的营业收入从8670万美元升至1043亿美元。在竞争激烈的电子产品市场中,这是一笔惊人的收益。更惊人的是,该公司还实现了更为有效的运营,在无损利润增长的前提下,销售成本与整体成本得以降低。赫德的战略取得了全面的成效,2005年至2007年间,公司净收益由24亿美元增至73亿美元。当然,在瞬息万变的市场中,没有永恒的成功。当你读到本书时,惠普很有可能已经经营受挫。然而众所周知,从2005年至2008年,惠普公司运营良好,赫德的举措自然发挥了主要作用。
这一逆向思维,以较少的感性和较多的分析,有力地帮助公司确定了初始目标以及实现目标所需的经营模式。你的公司需要清晰可控并且易于理解和沟通的架构。通过阐明你想要实现的目标,该架构可以为发现导向型增长模式提供基础。
确定清晰的顶层架构,有一个重要目的,即帮助管理层明确哪些机遇值得尝试。清晰的架构可以强调一点,即传统业务也许无法实现的突破性的增长。大多数公司的员工可以自行提出循序渐进的创意,而不是突破性的理念。由此推断,大多数人会将循序渐进的事务作为工作重心,以期获得奖励。而突破性增长却需要你来调整人们的发展预期,以帮助他们关注更大胆的理念。杰夫 ?贝索斯(Jelf Bezos,亚马逊创始人和总裁)指出:“我认为,对于你所选定的业务,你需要有足够的把握宣称:‘如果我们可以实际运作,这项业务就能够发展壮大。’你还需要问自己一个重要问题:‘如果我们成功,该业务是否能够壮大到对公司整体至关重要的程度? ’”
因此,确定架构将有助于你明确表述公司为实现其战略目标而遵循的运营范围,以及采用何种方案才会成功。认清应用范围更广的组织战略与你为增长方案设定的目标之间存在的联系,这一点至关重要。
实际上,只有当管理层非常清楚并依照既定的目标行事时,我们才开始为公司启动一项战略性增长方案。这通常是用金融术语表达的,比如“3年内实现销售额从5500万美元增长至1亿美元的目标”,或者“5年内收益增长一倍”。有时候,尤其是当构思极为模糊时,从财务角度来看,预期目标就会过高或者不够具体。

创建企业增长构架
例如,当微软规划如何为新兴的个人电脑市场提供微软操作系统,这一委托与其说是财务项目,倒不如说是定位项目。据估计,微软的机会在于,共计4.89亿个家庭刚刚有钱购买电视机、电话机和其他商品,比如个人电脑,但却并不拘泥于某个特定的操作系统。微软的高层管理团队要求无限潜能事业部制定一项战略,使 Windows系统为新兴市场的初级用户带来最大的价值,以便更好地开拓这一技术体系的新兴市场。无限潜能事业部的产品理念是研发 Windows XP入门版,该版本能够满足初级用户的需求,针对新兴市场的低收入消费者,提供最优的低价个人电脑解决方案。无限潜能事业部首先理清新兴市场的三条消费链,以便理解个人电脑对初级用户而言至关重要的相关特征(初级用户通常是学校的孩子与父母)。该事业始于2004年末为泰国开发的 XP入门版,目前已广泛应用于 139个国家,译成了59种语言。然而我们对于下一步具体战略的讨论并非天马行空,截至2006年,Windows入门版共计售出100万份,并从此稳步增长,2008年总计销售超过700万份。

对战略清晰的需求.
确定战略成功的定义之后,高层管理团队的首要任务就是构建简单明了的架构,使每个人都能清楚地了解这些挑战。这样,高层管理团队就可以冷静应对各种挑战。构建架构,意味着在架构范围内安排业务所需的资源。
奇怪的是,很多公司在阐述战略时,很少能使每个人都能理解特定战略所引发的需求和交易。很多情况下,架构根本毫无意义。比如,有一份真实的战略描述,但我们不能透露公司名称,因为这样的描述会让公司过于尴尬:“我们的目标是,成为雇员的最佳雇主、客户的最佳服务提供商、业内最佳公司、投资者的最佳投资选择。”这个架构没有任何意义,无法引导决策制定和交易达成。
反之,让我们看看科里斯(D.J. Collis)和拉克斯戴德(M.G. Rukstad)列举的例子。他们引用财务咨询公司——爱德华 ?琼斯(Edward S. Jones)的战略目的:爱德华 ?琼斯预计“借助财务顾问办公室的国内网,为个别保守投资者客户提供方便可靠的面对面的财务咨询服务,从而实现财务顾问人数由目前的10000名增至2012年的17000名。”这一描述,明确了有关增长目标的成功定义,并对公司实现目标的方式予以安排。虽然这一描述对公司行为进行了很多限制,但其中仍含有很多可选方案。例如,爱德华 ?琼斯不会提供基于互联网的咨询服务,且不会为投机客户提供服务。
核心能力可以为公司提供颇具竞争性的优势,而战略重点与核心能力直接相关。对于公司应加强哪些能力、放弃哪些能力,倘若缺乏明确的指导,就会导致资源的盲目浪费。当增长战略发生变化时,这一点尤为重要,原因在于,如果战略重心未能清晰地告知那些实际调动资源和做出决策的人们,能力强化仍会一直围绕原有战略进行,这只会导致资源浪费。最后,除非有外力对战略造成影响,企业还是应当一如既往地遵循既定战略。如果战略变动太过频繁,无论企业关注什么领域,多数能力都不能得以增强。

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