Explain with examples each of the eight steps in the strategic management process.
通过示例解释战略管理流程中的八个步骤中的每一个步骤。
STEP 1 ASK, WHERE ARE WE NOW? The logical place to start is by asking, "Where are we now as a business?" Here the manager defines the company's current business and mission. Specifically, "What products do we sell, where do we sell them, and how do our products or services differ from our competitors'?" The manager will traditionally focus on four aspects of the current business. One is the firm's product scope, specifically its current range of products or services. For example, the WD-40 company offers one product line, a spray hardware lubricant called WD-40.
STEP 1 问，我们现在在哪里？合乎逻辑的起点是问：“作为一家企业，我们现在在哪里？在这里，经理定义公司当前的业务和使命。具体来说，“我们销售什么产品，我们在哪里销售它们，我们的产品或服务与竞争对手的产品或服务有何不同？传统上，经理将专注于当前业务的四个方面。一个是公司的产品范围，特别是其当前的产品或服务范围。例如，WD-40 公司提供一条产品线，一种名为 WD-40 的喷雾硬件润滑剂。
STEP 2 SIZE UP THE SITUATION: PERFORM EXTERNAL AND INTERNAL AUDITS The next step is to ask, "Are we heading in the right direction given the challenges that we face?"
第 2 步 评估情况：进行外部和内部审计 下一步是问：“鉴于我们面临的挑战，我们是否正朝着正确的方向前进？
To answer this, managers need to study or "audit" the firm's environment, and its internal strengths and weaknesses. The environmental scan worksheet in Figure 3-3 is a guide for com- piling information about the company's environment. It includes the economic, competitive, and political trends that may affect the company. Managers use a SWOT chart, such as the one in Figure 3-4, to compile and organize the company's strengths, weaknesses, opportunities, and threats. The manager's aim is to create a strategic plan that makes sense in terms of balancing the company's strengths and weaknesses with its opportunities and threats.
为了回答这个问题，管理者需要研究或“审计”公司的环境，以及其内部优势和劣势。图 3-3 中的环境扫描工作表是汇编公司环境信息的指南。它包括可能影响公司的经济、竞争和政治趋势。经理使用 SWOT 图表（如图 3-4 中的图表）来编译和组织公司的优势、劣势、机会和威胁。经理的目标是制定一个战略计划，在平衡公司的优势和劣势与机会和威胁方面是有意义的。
STEP 3 CREATE STRATEGIC OPTIONS The situation may require that management consider strategic options for the company. Several years ago, for instance, Microsoft, facing a surging product lineup from Apple and competition from Google's cloud-based office programs, had to decide whether to change its mission and, if so, how. Should it continue to focus mostly on software for microcomputers? If not, then one strategic option was to expand into offering its own tablet computers. Several years ago, after reviewing its competitive opportunities and threats, Procter & Gamble (P&G) management decided to bulk up its offerings in the beauty-care sector.º The company already owned Oil of Olay. Management concluded that its options for growing its beauty-care offerings included transforming Oil of Olay to compete with higher-tier brands such as L'Oreal, or buying a major existing skincare brand.
第 3 步 制定战略选择 这种情况可能需要管理层考虑公司的战略选择。例如，几年前，Microsoft 面临 Apple 激增的产品阵容和 Google 基于云的办公程序的竞争，不得不决定是否改变其使命，如果改变，如何改变。它是否应该继续主要关注微型计算机软件？如果没有，那么一个战略选择是扩展到提供自己的平板电脑。几年前，在审查了其竞争机会和威胁后，宝洁（P&G）管理层决定扩大其在美容护理领域的产品。该公司已经拥有Olay油。管理层得出结论，其发展美容护理产品的选择包括改造玉兰油以与欧莱雅等高端品牌竞争，或收购现有的主要护肤品牌。
在审查了其竞争机会和威胁后，宝洁公司（P&G）管理层决定扩大其在美容护理领域的产品。 该公司已经拥有Olay的油。管理层得出结论，其发展美容护理产品的选择包括改造玉兰油以与欧莱雅等高端品牌竞争，或收购现有的主要护肤品牌。
在审查了其竞争机会和威胁后，宝洁公司（P&G）管理层决定扩大其在美容护理领域的产品。该公司已经拥有Olay的油。管理层得出结论，其发展美容护理产品的选择包括改造玉兰油以与欧莱雅等高端品牌竞争，或收购现有的主要护肤品牌。
STEP 4 REVIEW STRATEGIC OPTIONS Given the situation, which strategic option should we pursue? Here the manager compares his or her strategic options to see which are most consistent with the firm's opportunities and threats, and its strengths and weaknesses. For P&G, management had to assess whether building up its Oil of Olay brand was a better option than simply buying (at great expense) a well-known high-tier cosmetics brand.
第 4 步 审查战略选择 鉴于这种情况，我们应该采取哪种战略选择？在这里，经理比较他或她的战略选择，看看哪些最符合公司的机会和威胁，以及它的优势和劣势。对于宝洁来说，管理层必须评估建立其玉兰油品牌是否比简单地（花费巨资）购买一个知名的高级化妆品品牌更好。
STEP 5 MAKE A STRATEGIC CHOICE Here the manager must finalize a strategic choice. For example, after reviewing its competitive opportunities and threats, Procter & Gamble opted for a strategy of building Oil of Olay into a top-tier brand, one competitive with the likes of L'Oreal. And Microsoft introduced a line of tablet computers.
第 5 步 做出战略选择 在这里，经理必须最终确定一个战略选择。例如，在审查了其竞争机会和威胁后，宝洁公司选择了一项策略，将橄榄油打造成一个顶级品牌，与欧莱雅等公司竞争。Microsoft 推出了一系列平板电脑。
STEP 6 TRANSLATE INTO GOALS Next, management translates the new desired direction into actionable strategic goals. At P&G, for instance, strategic goals might have included "generate
第 6 步 转化为目标 接下来，管理层将新的期望方向转化为可行的战略目标。例如，在宝洁公司，战略目标可能包括“产生
20% of corporate revenues from the Oil of Olay brand within 4 years," and "capture 18% of the top-tier beauty care market within 3 years." Ford breathed life into its "Quality is Job One" mission by setting goals such as "no more than 1 initial defect per 10,000 cars."
4 年内从 Oil of Olay 品牌获得 20% 的企业收入“，以及”在 3 年内占领 18% 的顶级美容护理市场”。福特通过设定“每 10,000 辆汽车不超过 1 个初始缺陷”等目标，为其“质量是第一要务”的使命注入了活力。
STEP 7 IMPLEMENT THE STRATEGIES Strategy execution means translating the strategies into action. This means actually hiring (or firing) people, building (or closing) plants, and adding (or eliminating) products and product lines. To do this, management uses the firm's new top-level strategic goals to formulate a hierarchy of goals, and policies and procedures. These guide action down the chain of command at lower organizational levels, and in the firm's various departments.
第 7 步 实施战略 战略执行意味着将战略转化为行动。这意味着实际雇用（或解雇）人员，建造（或关闭）工厂，以及添加（或消除）产品和产品线。为此，管理层使用公司新的顶级战略目标来制定目标、政策和程序的层次结构。这些指导下层组织层级和公司各个部门的指挥链下的行动。
STEP 8 EVALUATE PERFORMANCE Things don't always turn out as planned. P&G soon built its Oil of Olay line into a world-class brand. However initially, at least, Microsoft's new tablets were off to a slow start. Microsoft soon cut their prices.
第 8 步 评估绩效 事情并不总是按计划进行。宝洁很快将其玉兰油系列打造成世界级品牌。然而，至少在最初，Microsoft 的新平板电脑起步缓慢。Microsoft 很快就降低了价格。
List with examples the main types of strategies.
列出策略的主要类型并附有示例。
Corporate Strategy
企业战略
For any business, the corporate strategy answers the question, "What businesses will we be in?" A company's corporate-level strategy identifies the portfolio of businesses that, in total, comprise the company and how these businesses relate to each other. For example, with a concentration (single-business) corporate strategy, the company offers one product or product line, usually in one market. WD-40 Company is one example. With one spray lubricant its product scope is narrow.
对于任何企业，公司战略都回答了“我们将从事哪些业务”的问题。公司的公司层面战略确定了总共构成公司的业务组合以及这些业务如何相互关联。例如，在集中（单一业务）企业战略中，公司通常在一个市场提供一种产品或产品线。WD-40 公司就是一个例子。使用一种喷雾润滑剂，其产品范围很窄。
A diversification corporate strategy means the firm will expand by adding new product lines. PepsiCo is diversified. Thus, PepsiCo added Frito-Lay chips and Quaker Oats to its drinks businesses. Here product scope is wider. A vertical integration strategy means the firm expands by, perhaps, producing its own raw materials, or selling its products direct. Thus, Apple opened its own Apple stores. With a consolidation strategy, the company reduces its size. With geographic expansion, the company grows by entering new territorial markets, for instance, by taking the business abroad.
多元化企业战略意味着公司将通过增加新的产品线来扩张。百事可乐公司是多元化的。因此，百事可乐在其饮料业务中增加了 Frito-Lay 薯片和 Quaker Oats。这里的产品范围更广。垂直整合战略意味着公司可能通过生产自己的原材料或直接销售其产品来扩张。因此，Apple 开设了自己的 Apple 商店。通过整合策略，该公司缩小了规模。随着地域扩张，公司通过进入新的领土市场（例如，将业务带到国外）来发展壮大。
Competitive Strategy
竞争战略
On what basis will each of our businesses compete? Within a company like PepsiCo, each busi- ness unit (such as Pepsi and Frito-Lay) needs a business-level competitive strategy. A competitive strategy identifies how to build and strengthen the business unit's long-term competitive position in the marketplace.10 It shows, for instance, how Pizza Hut will compete with Papa John's, or how Walmart will compete with Target.
我们的每项业务都将在什么基础上竞争？在像百事可乐这样的公司内，每个业务单位（如百事可乐和菲多利）都需要一个业务层面的竞争战略。竞争战略确定了如何建立和加强业务部门在市场上的长期竞争地位。10 例如，它展示了必胜客将如何与 Papa John's 竞争，或者沃尔玛将如何与 Target 竞争。
Managers hopefully build their competitive strategies around their businesses' competitive advantages. Competitive advantage means any factors that allow a company to differentiate its product or service from those of its competitors to increase market share. The competitive advantage needn't be tangible, such as high-tech machines. For example, at a GE airfoils plant in Greenville, South Carolina, teams of highly trained workers run computer-controlled machines, interview pro- spective team members, and adjust assembly lines themselves.11 For GE, the workers' knowledge, skills, and dedication (their "human capital") produce the quality that makes GE an aerospace leader.
管理者希望围绕企业的竞争优势制定竞争战略。竞争优势是指允许公司将其产品或服务与竞争对手的产品或服务区分开来以增加市场份额的任何因素。竞争优势不一定是有形的，例如高科技机器。例如，在南卡罗来纳州格林维尔的 GE 翼型工厂，训练有素的工人团队操作计算机控制的机器，采访专业的团队成员，并自行调整装配线。11 对 GE 来说，工人的知识、技能和奉献精神（他们的“人力资本”）产生了使 GE 成为航空航天领导者的品质。
We saw that managers use several standard competitive strategies to achieve competitive advantage. Cost leadership means becoming the low-cost leader in an industry. Walmart is an ex- ample. Differentiation is a second possible competitive strategy. Here the firm seeks to be unique in its industry along dimensions that are widely valued by buyers.12 Thus, Volvo stresses the safety of its cars, and Papa John's stresses fresh ingredients. Focusers carve out a market niche (like Bugatti cars). They offer a product or service that their customers cannot get from generalist competitors (such as Toyota).
我们看到，管理者使用几种标准的竞争策略来实现竞争优势。成本领先意味着成为行业的低成本领导者。沃尔玛就是一个例子。差异化是第二种可能的竞争策略。在这里，该公司寻求在买家广泛重视的维度上在其行业中独树一帜。12 因此，沃尔沃强调其汽车的安全性，而棒约翰则强调新鲜的原料。Focusers 开辟了一个市场利基市场（如布加迪汽车）。他们提供客户无法从多面手竞争对手（例如丰田）那里获得的产品或服务。
Functional Strategy
功能策略
Each department should operate within the framework of the business's strategic plan. Functional strategies identify what each department must do to help the business accomplish its strategic goals. Thus, for P&G to make Oil of Olay a top-tier brand, its product development, production, marketing, sales, and human resource departments had to engage in activities that were consistent with this unit's new high-quality mission. Inferior products and cheap packaging would not do, for instance.
每个部门都应在企业战略计划的框架内运作。职能战略确定每个部门必须做什么来帮助企业实现其战略目标。因此，为了让宝洁使玉兰油成为顶级品牌，其产品开发、生产、营销、销售和人力资源部门必须参与与该部门新的高质量使命相一致的活动。例如，劣质产品和廉价包装是行不通的。
Define strategic human resource management and give an example of strategic human resource management in practice.
定义战略人力资源管理，并举例说明战略人力资源管理的实际应用。
What Is Strategic Human Resource Management?
什么是战略人力资源管理？
Every company needs its human resource management policies and activities to make sense in terms of its broad strategic aims. For example, a high-end retailer such as Neiman-Marcus will have different employee selection, training, and pay policies than will Walmart. Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. The following HR Practices Around the Globe feature illustrates.
每家公司都需要其人力资源管理政策和活动在其广泛的战略目标方面有意义。例如，像 Neiman-Marcus 这样的高端零售商将采用与沃尔玛不同的员工选择、培训和薪酬政策。战略性人力资源管理是指制定和执行人力资源政策和实践，以产生公司实现其战略目标所需的员工能力和行为。以下全球人力资源实践功能进行了说明。
FIGURE 3-6 The Practices Behaviors Strategy Pyramid
图 3-6 实践行为策略金字塔
Strategic Human Resource Management Tools
战略性人力资源管理工具
Managers use several tools to translate the company's broad strategic goals into human resource management policies and practices. Three important tools are the strategy map, the HR score- card, and the digital dashboard.
经理使用多种工具将公司的广泛战略目标转化为人力资源管理政策和实践。三个重要工具是战略地图、人力资源记分卡和数字仪表板。
STRATEGY MAP The strategy map summarizes how each department's performance contributes to achieving the company's overall strategic goals. It helps the manager and each employee visualize and understand the role his or her department plays in achieving the company's strategic plan. Management gurus sometimes say that the map clarifies employees' "line of sight." It does this by visually linking their efforts with the company's ultimate goals.22
战略地图 战略地图总结了每个部门的绩效如何为实现公司的整体战略目标做出贡献。它可以帮助经理和每个员工可视化和理解他或她的部门在实现公司战略计划中所扮演的角色。管理大师有时会说，地图清楚地说明了员工的“视线”。它通过直观地将他们的工作与公司的最终目标联系起来来实现这一点22。
Figure 3-7 presents a strategy-map example for Southwest Airlines. The top-level activity is achieving its strategic financial goals. Then the strategy map shows the chain of activities that help Southwest Airlines achieve these goals. Like Walmart, Southwest has a low-cost- leader strategy. So, for example, to boost revenues and profitability Southwest must fly fewer planes (to keep costs down), maintain low prices, and maintain on-time flights. In turn (further
图 3-7 显示了 Southwest Airlines 的战略地图示例。顶级活动正在实现其战略财务目标。然后，战略地图显示了帮助西南航空公司实现这些目标的活动链。与沃尔玛一样，西南航空也采用低成本的领导者战略。因此，例如，为了提高收入和盈利能力，西南航空必须减少飞机的飞行量（以降低成本），保持低价格并保持航班准点。反过来（进一步
THE HR SCORECARD Many employers quantify and computerize the strategy map's activities. The HR scorecard helps them to do so. The HR scorecard is not a scorecard. It refers to a process for assigning financial and nonfinancial goals or metrics to the human resource management-related strategy-map chain of activities required for achieving the company's strategic aims.24 (Metrics for Southwest might include airplane turnaround time, percent of on-time flights, and ground crew productivity.) The idea is to take the strategy map and to quantify it.
人力资源记分卡许多雇主将战略地图的活动量化和计算机化。HR 记分卡可以帮助他们做到这一点。HR 记分卡不是记分卡。它是指将财务和非财务目标或指标分配给实现公司战略目标所需的人力资源管理相关战略地图活动链的过程。24（西南航空的指标可能包括飞机周转时间、准点航班百分比和地勤人员生产力。我们的想法是获取战略地图并对其进行量化。
Managers use special scorecard software to facilitate this. The computerized scorecard pro- cess helps the manager quantify the relationships between (1) the HR activities (amount of test- ing, training, and so forth), (2) the resulting employee behaviors (customer service, for instance), and (3) the resulting firm-wide strategic outcomes and performance (such as customer satisfac- tion and profitability).25
经理使用特殊的记分卡软件来促进这一点。计算机化记分卡过程有助于管理者量化 （1） 人力资源活动（测试、培训等的数量），（2） 由此产生的员工行为（例如客户服务），以及 （3） 由此产生的全公司战略结果和绩效（例如客户满意度和盈利能力）之间的关系25。
DIGITAL DASHBOARDS The saying "a picture is worth a thousand words" explains the purpose of the digital dashboard. A digital dashboard presents the manager with desktop graphs and charts, showing a computerized picture of how the company is doing on all the metrics from the HR scorecard process. As in the accompanying illustration, a top Southwest Airlines manager's dashboard might display real-time trends for various strategy-map activities, such as fast turnarounds and on-time flights. This enables the manager to take corrective action. For example, if ground crews are turning planes around slower today, financial results tomorrow may decline unless the manager takes action.
数字仪表板俗话“一张图片胜过千言万语”解释了数字仪表板的用途。数字仪表板向经理提供桌面图形和图表，显示公司在人力资源记分卡流程中的所有指标方面的计算机化图片。如附图所示，Southwest Airlines 的顶级经理的仪表板可能会显示各种战略地图活动的实时趋势，例如快速周转和准时航班。这使经理能够采取纠正措施。例如，如果地勤人员今天让飞机转弯的速度变慢，那么除非经理采取行动，否则明天的财务结果可能会下降。
Figure 3-8 summarizes the three strategic planning tools.
图 3-8 总结了三种战略规划工具。