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Jingdong book

哥伦比亚商学院商业策略课

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哥伦比亚商学院商业策略课

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《策略与商业》杂志2017年度商业图书
《环球邮报》2017年度策略图书
Inc.杂志2017年度十佳商业图书
在这本哥伦比亚商学院广受欢迎的的商业策略课上,作者通过自己构建的策略体系,为公司高管和有志于成为下一代商业领袖的MBA学生提供有益的总结和经验,并提供切实可行的建议。

Content Description

在商业活动中,公司总是不可避免地被卷入混乱不堪的“狗咬狗”的争斗中。对公司来说,是继续盲目混战,还是转变战略,成为一只“猫”?
在本书中,伦纳德?谢尔曼综合他四十多年来从事管理咨询、风险投资和在哥伦比亚商学院教授商业策略课程的经验,运用大量例证,分享了一些切实可行的建议,以应对公司高管可能面对的两大非常普遍也令人烦恼的问题:为什么实现和保持长期盈利性增长如此之难?公司如何实现这一目标?
谢尔曼构建了一套自己的商业策略,通过提出一系列问题向传统的战略理论发起了挑战:我们为什么从商?你知道你的策略是什么吗?是什么让产品具有有意义的差异?伟大的想法从何而来?如何实现和保持长期盈利性增长……
阅读本书是一场惊险的旅程,书中包含了大量的例证,既有令人振奋的成功榜样,如苹果公司、联邦快递、星巴克等;也有令人沮丧的失败案例,如IBM、通用汽车、柯达等。在这些例证中,作者深度解读了如何在一场“狗咬狗”的争斗中成为一只“猫”,为公司管理者提供了有效的建议。

Author Description

伦纳德.谢尔曼,哥伦比亚商学院高管,营销学和管理学兼职教授,同时也是《福布斯》杂志撰稿人,在商业策略和创业领域拥有逾四十年的商业、教学和研究经验。他目前所教授的MBA和EMBA课程获得了2013年度院长杰出教学奖。在投身学术之前,谢尔曼曾是埃森哲咨询公司的资深合伙人,为多个行业的首席执行官提供管理咨询服务。此外,他还是君迪咨询公司的合伙人,负责该公司的管理咨询业务;以及艾伦汉密尔顿咨询公司的合伙人,负责与美国汽车行业相关的业务。

Comments

在这本重要的作品里,谢尔曼考察了商业策略中危险的陈规,其中典型的便是优先考虑“股东价值大化”。这个目标为了使与股票相关的薪酬给管理层带来收益大化,通常会导致对收益和股价的短期操控。股东价值大化是良好商业策略的结果,它本身并不是一种商业策略。
——马丁·沃尔夫(Martin Wolf),《金融时报》首席经济评论员


本书用大量实例说明了企业如何创造真正的价值和不断更新竞争策略。对于公司高管和志在成为下一代商业领袖的MBA学生来说,这是一本必读的书。
——马蒂·圣乔治(Marty St. George),捷蓝航空商业和规划执行副总裁
谢尔曼对商业策略中的标准思维挥起了大刀,他的见解看似平常但极为深刻。它们常能给读者带来惊喜,满含在商业中取胜的良方。
——悉尼·芬克尔斯坦,达特茅斯学院教授,《超级老板:杰出领袖对人才流动的掌控》作者

伦纳德·谢尔曼的书《哥伦比亚商学院商业策略课》以其数十年商业管理经验为基础,为创新企业的持续性发展提供了必备方法。每一个对商业有兴趣的人——不管是MBA在读生、商学院教授还是现任执行官——都应该读一读。这本书分析的重点是企业而不是行业,直面“企业应该按股东价值大化来运行”这种错误而有害的观念,为制订企业创新策略的执行官提供了一套崭新的原则。谢尔曼教授给出的许多真实案例,都能激起对“创新企业到底是什么”这个问题有意义的讨论。
——威廉·拉佐尼克,马萨诸塞大学罗威尔分校教授、学术-产业研究网主席

本书是对企业策略及其当代实施方法的彻底研究。作者天赋异禀,将新的策略理念放在了管理科学五十多年的研究背景中。本书翔实、严肃但绝不枯燥,它能让每一个执行官了解在这个飞速变化的世界中运营企业需知的一切。这本书将市场策略的正确元素和商业策略融合在一起,引出了切实可行的制胜方案,实属罕见。
——保罗·F. 努涅斯,埃森哲研究所思想领导力全球总监,《大爆炸式颠覆:颠覆性创新时代下的策略》作者(之一)

Catalogue

前言 — 001
第一章
现代商业战略思想的起源— 001
第二章
“坏行业”是不存在的— 035
第三章
我们为什么从商?— 065
第四章
寻找商业圣杯:长期盈利性增长— 093
第五章
你知道你的战略是什么吗?
第六章
搞对战略— 147
第七章
打造强势品牌— 169
第八章
品牌神器和品牌杀手— 187
第九章
是什么让产品具有有意义的差异— 221
第十章
伟大的想法从何而来?— 249
第十一章
脱颖而出的战略— 283
第十二章
射中靶心— 337

Introduction

在一项对 长期盈利性增长进行的最广泛的研究中,公司执行委员会(Corporate Executive Board,CEB)的研究人员发现,在过去的50年里,《财富》100强企业中,只有13%可以连续几十年维持仅仅2%的实际年增长率。
我的许多攻读工商管理硕士(MBA)学位的学生被这些结果吓了一跳,也许还感到有些受挫。毕竟,他们已经花了很多心血去学习最新的战略理论、管理最佳实践和分析框架,以确保自己能够取得卓越的商业成就。他们完全有理由期待自己能够攻坚克难,在职业生涯中大获成功。
我十分理解他们的信念和乐观精神,然而,一路的摸爬滚打使我明白,世界上没有什么万应灵丹或是普遍适用的商业战略框架和管理最佳实践可以确保卓越的商业表现。虽说迈克尔?波特(Michael Porter)、布鲁斯?亨德森(Bruce Henderson)、克莱顿?克里斯坦森(Clayton Christensen)、普拉哈拉德(C. K. Prahalad)、保罗?努涅斯(Paul Nunes)、扬米?穆恩(Youngme Moon)、丽塔?麦格拉思(Rita McGrath)的战略理论以及本书中涉及的其他理论,见解都十分深刻,令我受益匪浅,但是,我逐渐认识到,真正有效的经营战略要因时而变。同一种通用框架或管理惯例无法适用于所有的商业环境:对一家公司有效的,到了另一家公司,因市场和竞争环境不同,也许就是非常有害的;甚至,在同一家公司,也只是在某个特定的时期有效,商业环境改变后,也许就会失效。
因此,本书的目的旨在分享切实的建议,解决公司高管面临的两个最常见和棘手的问题:
☆ 为什么实现和保持长期盈利性增长如此困难?
☆ 公司如何实现这一目标?
这9年来,我在哥伦比亚大学商学院开设了两门深受欢迎的MBA课程,其核心关注点正是回答这些问题。在我的职业生涯中,我目睹过也犯过无数错误。如今,我进入学术领域,目的就是帮助下一代的商业领袖规避这些常见的陷阱,并向他们展示更佳的领导之道。我也希望本书能走出哥伦比亚商学院温馨惬意的校园,到达更多读者手里,这是本书另一个积极的出发点。
本书那有点奇怪的书名是一个隐喻,它道出了所有公司最终要面对的竞争性挑战,以及排除万难以获得可持续盈利性增长所需的管理心态。想象一下狗咬狗的场景:势不两立的狗(公司),为了争夺地盘(市场份额)互相撕咬争斗,而它们的招数(产品和服务)差不多都是一样的。在商业术语中,这番情景通常是用来指代成熟的、商品化的市场,这样的市场具有增长缓慢、利润微薄且竞争激烈的特征,因而任何一家公司都难以脱颖而出。狗咬狗和商战一样,强大的参与者可能会暂时占据上风,但是,争夺主导权的长期战斗往往会使所有的参战者都损失惨重,更别说,还有新一轮战斗爆发这种持续的威胁存在。
猫则是另一种动物——它们是聪慧、独来独往的狩猎者,总是倾向于开拓新的地盘,以自己的方式重新界定游戏规则,而不是盲从地参与到没有胜算的混战中。猫身手敏捷、勇于创新,而不是像狗一样以简单复制的策略来获取猎物(顾客)。
在本书中,我将着力描绘许多有着“猫样行为”的公司,它们在竞争激烈、经济行情堪忧的情况下也能打破陈规、脱颖而出。从高科技公司[苹果公司(Apple)]到低端技术含量公司[黄尾袋鼠葡萄酒公司(Yellow Tail)],从产品销售公司[搭配小姑娘牌袜子(Little MissMatched)]到服务公司[世民酒店(citizenM)],这样的例子几乎在各行各业都能找到。
用商业术语来说就是,这些公司通过遵循驱动长期盈利性增长所需的三大战略性规则,避开了激烈的混战,打破了陈规:
☆ 持续创新——不是为了创新而创新,而是为了实现……
☆ 有意义的产品差异化——为消费者所认同并珍视,由……促成。
☆ 业务整合——把公司所有的能力、资源、激励机制、企业文化和流程整合起来,以支持公司的战略设想。
通过持续提供创新的、有差异化的产品和服务,公司就可以用优惠的价格吸引和留住客户,同时也使竞争对手难以复制它们的商业模式。这些成果自然就成为长期盈利性增长的重要推动力。
虽然这些处方看起来好像包含了大量的常识,事实上,公司很难真正将这些必要条件纳入其商业战略的基本层面,这也就凸显了本书的价值所在:探讨为何如此以及该如何应对。

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Jingdong book