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聚焦 决定你企业的未来

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《定位经典丛书·聚焦:决定你企业的未来》要研究的是营销工作的真正目的,就是不但要销售产品或服务,还要发现未来。
企业管理的首要任务是发现未来,这不是一般意义上的未来,而是企业所关心的未来。聚焦指明未来的方向并加以实现,从这个意义上说,聚焦就是未来。
聚焦就是营销的目的。
Catalogue

作者的话
前言
柯林斯2005商业精华版序
原序

第1章 失去聚焦的美国企业
导致公司失去聚焦的两个原因是:多元化发展和品牌延伸。

第2章 全球化的动力
当我们在全球范围真正实现自由贸易的时候,世界上每家公司就必须走专业化道路才能生存。

第3章 分化的动力
无论公司因为什么原因扩大产品线,都会输给通过分化而不是融合实现精准聚焦的竞争对手。

第4章 来自企业领域的积极信号
在融合、联盟与合并的喧嚣背后,另一个故事正在发展。一些深谋远虑的商业领袖正悄悄地开始让他们的公司进入聚焦状态。

第5章 来自零售业的积极信号
在几乎每个品类中,零售商们都在精准聚焦,以期获得更大的市场份额。

第6章 两瓶可乐的故事
百事公司收入达285亿美元,而可口可乐公司的收入为162亿美元。以股票市场价值来衡量,较大的百事公司市值440亿美元,而较小的可口可乐公司市值930亿美元,是前者的两倍多。可口可乐每一美元收入所创造的价值几乎是百事公司的四倍。这就是聚焦的力量。

第7章 质量定律
商业世界的真正动力不是质量,而是对质量的感觉。

第8章 找到你的字眼
品类中销量最大的品牌基本在顾客心智里代表这个品类。即在潜在顾客心智里,代表品类的字眼属于品类中销量最大的品牌。

第9章 缩小经营范围
不一定要发明什么东西才能在顾客心里拥有字眼。缩小经营范围有时也可以达到同样目的。

第10章 应对转变
应对转变的五种方法是:(1)一脚踏两船;(2)两脚踏新船。(3)留在旧船;(4)踏上新船并改名;(5)分乘两条船,名称也分开。第一种是最流行也是效果最差的。

第11章 分而治之
对于许多尾大不掉、效率低下和管理不善的公司而言,分拆是一种合理的对策。

第12章 建立多梯级聚焦
为了保持单一聚焦,公司应该考虑在产品系列上增加新的梯级,而不是在一个梯级上增加产品类型。

第13章 化混沌为有序
领导者应该领先。而且它们应该朝着一个有利于行业多数企业而不仅仅是有利于自己的方向先行一步。

第14章 跨越产品代沟
为了跨越产品代沟,你必须做好四项基础工作:(1)尽早行动;(2)开发全新的产品;(3)新产品要有新品牌,(4)果断行动。

第15章 长期聚焦十五要素
有助于企业开发行之有效的长期聚焦战略,也可以帮你判断什么样的聚焦战略才会管用。

附录A 定位思想应用
附录B 企业家感言

Book Abstract

第3章 分化的动力
就像在培养皿里不断分裂的变形虫一样,商品种类也在不断分化。
一个品类刚出现的时候只有单一品种,通常由一家公司主导。例如,IBM公司曾以大型计算机主导电脑品类。
但随着时间推移,这个品类会进一步分化为两个或更多品类:大型计算机、小型计算机、超级计算机、容错计算机、个人电脑、工作站、膝上型电脑、笔记本电脑、掌上电脑和文件服务器,今后还会出现更多电脑品类。
啤酒曾经就是啤酒。后来品类分化了。如今,我们有国产啤酒也有进口啤酒,有普通啤酒也有清爽啤酒,有生啤也有干啤,有贵的也有便宜的,有红啤酒也有冰啤酒,甚至还有不含酒精的啤酒。今后还会出现更多啤酒品类。
福特曾以T型车主导汽车品类,它是基本交通工具的代表。后来品类分化了。如今,我们有豪华车、中档车和低价车,有大型车、中型车和紧凑型车,有进口车也有国产车,有跑车、运动型多功能车、休闲车和厢式旅行车。今后还会出现更多汽车品类。
拜尔曾以阿司匹林主导止痛药品类。后来品类分化了。现在,我们有对乙酰氨基酚、布洛芬和萘普生钠。今后还会出现更多止痛药品类。
每一个细分品类都是一个单独品种,都有其存在的理由。每一个细分品类都有一个主导品牌,但往往不是原来品类的领先者。拜尔主导阿司匹林市场;泰诺主导乙酰氨基酚市场;艾德维尔主导布洛芬市场;而阿乐维则主导萘普生钠市场。
分化是客观存在的,是经营的动力。所有商品种类都会分化,如电脑、通信、消费电子产品和有线电视。
那么,为什么众多企业管理人员的看法完全相反?他们为什么认为品类是在融合而不是在分化?为什么这种看法让他们的公司迅速失去聚焦?
什么观念如此牢固地控制了他们的想象力,并让他们看见了没有发生的事情?
这个观念就是“融合效应”,一个最新和最具影响力的管理流行时尚。
管理潮流变迁史
最近每十年就会出现一种管理潮流,历史已经证明这些时尚都是误导。20世纪60年代流行综合企业化,认为职业经理人什么都可以管。德事隆集团(Textron)、AM国际、ITT公司、LTV公司、利顿实业(Litton)和其他很多综合企业曾经一度辉煌,然后逐渐消失。
《华尔街日报》写道:“跨业经营理论相信,在多个不同行业经营的企业不太容易受到单一行业衰退的影响,而且有可能受益于集中管理。但在20世纪70年代,随着综合企业的股票与其他企业的股票同样大跌,这一理论受到质疑。实际上,20世纪80年代的大部分并购交易都是在分拆和变卖综合企业资产。”
……
Introduction

我成年后的大部分时间都在从事营销工作和研究营销实践,这本如何让企业聚焦的书,就是我的一项成果。
本书要研究的是营销工作的真正目的,就是不但要销售产品或服务,还要发现未来。
企业管理的首要任务是发现未来,这不是一般意义上的未来,而是企业所关心的未来。聚焦指明未来的方向并加以实现,从这个意义上说,聚焦就是未来。
聚焦就是营销的目的。
彼得·德鲁克说:“任何企业都有两个也只有两个基本功能,那就是营销和创新。”
彼得·德鲁克还说:“营销是一项既突出又特别的企业功能,企业销售产品或服务,这使得它不同于其他任何人类组织,如教会、军队、学校和国家。任何以销售产品或服务为己任的组织就是企业。任何不从事或偶尔从事营销工作的组织就不是企业,因而也不应该像企业一样经营。”
现在是营销得到应有重视的时候了。尽管早在l954年,彼得·德鲁克就在首次出版的《管理的实践》一书中写下了以上内容,但美国企业的管理层弄懂他的理念还是用了很长时间。
但是,企业重心的转变非常慢。
第一次世界大战以后,生产是企业的重心。管理艺术表现为弗雷德里克·泰勒的工时与动作研究。那些在更短时间内以更快速度生产产品的企业,就能够获得成功。
第二次世界大战以后,企业的重心逐步转向融资。管理艺术表现为“资产组合”的概念。那些在买卖公司并构建高收益资产组合方面卓有成效的企业,就能够获得成功。
现在是什么情况?生产和融资的管理理念似乎都已寿终正寝。今天企业的重心是营销。
微软公司的比尔·盖茨,MCI的伯特·罗伯茨,佩罗系统公司的罗斯·佩罗,沃尔玛超市的山姆·沃尔顿,康尼格拉食品公司的迈克·哈珀,麦当劳的弗雷德·特纳,迪士尼公司(Walt Disney)的迈克尔·艾斯纳,宝洁公司的约翰·斯梅尔,可口可乐公司的郭思达,还有通用汽车公司的罗杰·史密斯。这些人有什么共同点?
你可能认为,他们都是过去十年最著名的CEO。不仅如此,事实上,从1985~1994.年,他们每年都被《广告时代》杂志评为“年度营销专家”。(迈克尔·艾斯纳1995年再次获评。)
《广告时代》了解当代企业现状。CEO同时也是首席营销主管。惠普公司的联合创始人戴维·帕卡德曾经说过,“营销太重要了,不能只靠营销部门。”
微软大概是过去十年最成功的企业。IBM的郭士纳(Lou Gerstner)也不得不这样评价比尔·盖茨和他的公司,“微软是我们最大的软件竞争对手,它并不是一家技术非常先进的公司,但它是我在20年营销生涯中见过的最好的一家销售公司。”
你可能会想,搞营销的怎么会写管理?问得好。
还有一个更好的问题:管理人员究竟是什么人?
答:就是能看懂资产负债表和利润表的营销人员。

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