【作者】 李庆华；

【导师】 项??；

【作者基本信息】 浙江大学 ， 管理科学与工程， 2002， 博士

【摘要】 随着市场竞争的日益激烈，顾客需求的不断变化，科学技术的迅速发展，企业的生存与发展正面临着越来越严峻的挑战。大量理论研究和实践探索表明，实行战略管理是企业在复杂多变的经营环境中获得持续竞争优势的根本途径，而战略定位正是企业战略管理的核心和灵魂。而且，随着经济全球化市场国际化进程的加快，我国企业必须而且应该在世界范围内与跨国公司进行国际竞争，这就要求我国企业必须根据外部环境及其变化趋势，结合自身内部资源条件，正确制定企业竞争战略，从而获得持续竞争优势，即实行战略定位已经成为企业的一个必然选择。 第一章首先阐述了实行战略定位是企业获得持续竞争优势的本质要求。这是因为，顾客需求的变化改变了企业竞争战略的思维方式、外部环境的变化使企业面临更加严峻的挑战、加入WTO加剧了我国市场竞争的激烈程度，等等。然后分析了顾客价值创新是企业战略定位的核心内容，是企业持续竞争优势的重要来源，即企业战略定位必须把顾客作为战略思维基点，通过顾客价值创新，满足不断变化着的顾客需求与偏好，从而获得顾客忠诚和持续竞争优势。接着讨论了我国企业在实行战略定位的过程中出现的种种认识上和行为上的误区，包括：企业战略定位目标错位或模糊、不顾企业自身能力盲目进行战略定位、囿于传统竞争思维缺乏价值创新精神等，这些现象充分说明企业实行战略定位迫切需要理论指导。 第二章回顾了企业战略定位理论的起源与历史沿革。企业战略定位实质上就是要在企业与其环境之间建立有机的、系统的联系。从这个意义上说，企业战略定位理论起源于安德鲁斯的研究，即主要通过分析企业内部强项和弱项与外部环境机会和威胁，探讨企业“可能做的”和“能够做的”两个方面的问题。安德鲁斯分析框架一直被作为企业战略定位理论研究的基本原则，即企业战略定位理论是安德鲁斯分析框架的延伸与发展。脱胎于这一分析框架，企业战略定位研究有三种不同类型的理论与方法，即内外匹配式理论与方法、由内而外式理论与方法、由外而内式理论与方法。本章对三种战略定位理论与方法及其最新进展进行了综述，并分析了其主要观点，以及这三种战略定位理论与方法存在的不足之处，从而为本文的研究提供了理论背景和发展空间。 第三章首先针对安德鲁斯分析框架的不足之处提出了改进，并在此基础上建立了企业战略定位的三维构架。安德鲁斯分析框架的不足之处主要表现在它通过分析企业内部强项和弱项与环境机会和威胁，探讨了企业“能够做的”和“可能做的”两个方面的问题，这两个方面的问题可以归纳为企业“做什么”的问题，而且，它在本质上属于企业战略制定层面的问题，并没有涉及到企业战略实施的问题。实际上，企业战略定位是一个动态的系统工程，它要求企业必须考虑以下三个方面的问题：“做什么”、“如何做”、“谁来做”，从而使企业战略制定与企业战略实施有机地结合起来。然后论述了顾客应该成为企业战略思维的基点，企业只有通过顾客价值创新，为顾客提供更具价值的产品或服务，不断地满足变化的顾客需求与偏好，才能获得持续竞争优势。 第四章首先分析了顾客价值创新的战略逻辑，比较了顾客价值创新战略与传统竞争战略之间的异同：顾客对于价值的认知一般来源于企业所提供的产品或服务，或者是企业提供产品或服务的方式。因此，顾客价值创新大致可以分为两种类型：一是基于产品功能的顾客价值创新，它包括渐进式的价值创新和跳跃式的价值创新；二是基于业务活动方式的顾客价值创新，这种创新不同于技术创新和产品创新，它是通过改变现有市场规则，提高企业运作效率，方便顾客快捷购买，降低顾客获得成本，进行顾客价值创新。在此基础上本章提出了顾客价值创新的四种基本模式和两种混合模式。最后讨论了顾客价值创新的战略效应，认为通过顾客价值创新，可以使企业超越现有竞争对手，远离现有竞争区域，开拓新的市场空间，从而获得持续竟争优势。 0 第五章首先讨论了企业战略定位必须以相应的企业能力为基础。企业能力是企业适应复杂多变的外部环境的重要保证，也是企业战略定位向着更高层次演进的重要动力。因为，通过顾客价值创新能力的不断提高，企业可以在更高层次上进行顾客价值创新，从而使企业获得强劲持久的生存与发展动力。然后，本章提出了顾客价值创新能力的“源场流模型”，认为企业能力的本质是知识，企业内部的知识库是企业的顾客价值创新能力的源泉。在企业进行任何具体业务活动之前，顾客价值创新能力实际上是以知识的形态储存于企业知识库中，只有当企业选择或变革其业务模式一即从事特定的业务活动时，企业内部的知识才会通过业务模式外化为相应的能力。具体而言，顾客价值创新能力主要表现为人员能力、技术能力、组织能力、信息能力四种能力要素。 第六章讨论了企业战略定位主体的?更多还原

【Abstract】 Along with more intense competition and changing customers’ need and want and rapid developing technology, the corporations are faced with more and more austere challenge. A lot of researches and practices indicate that strategic management is an ultimate approach for the corporations to gain sustaining competitive advantage in complex and turbulent environment. Strategic positioning is the heart and soul of strategic management. And along with the economy globalization and market internationalization, the corporations of China had to compete with multinational corporations all over the world. The corporations of China must set down correctly competitive strategy to gain sustaining competitive advantage on the basis of the environment they face and inside resource, or carrying out strategic positioning is the cannot but choice.Chapter 1 expatiates on that strategic positioning is essential for a corporation to gain sustaining competitive advantage. Firstly, changing customers’ need and want alters the way of thought about competitive strategy; Secondly, turbulent environment makes the corporations be confronted with more austere challenge; Thirdly, China’ entering WTO pricks up competition in our country. The Chapter think& that customer value innovaticm is the core content on strategic positioning and the source of sustaining competitive advantage. So a corporation must base on customer to think over strategic positioning. By customer value innovation, a corporation satisfies its customer and gains customer loyalty and sustaining competitive advantage. The chapter analyses some mistakes while strategic positioning that include blurry object and blindness on strategic positioning in spite of own competence and lack of spirit of value innovation.Chapter 2 reviews the origin and the course of development of theory of strategic positioning. Strategic positioning is essentially that a corporation establishes organic and systematic relation between it and the environment. So, the theory of strategic positioning comes of Andrews’ research. He discussed "what is likely to do" and "what is capable of doing" by analyzing a corporation’ strength and weakness and the environment’ opportunity and threat. Andrews’ frame has been fundamentals of strategic positioning. There are three types of theories of strategic positioning, that is, inside-fit-outside and outside-in and inside-out, the chapter sums up the three and analyzes their points of view and shortages.Chapter 3 improves Andrews’ frame and establishes new three-dimension frame. The shortage of Andrews’ frame is that it only discussed "what is likely to do" and "what is capable of doing" by analyzing a corporation’ strength and weakness and the environment’ opportunity and threat. The two can be reduced "what to do", and it essentially belongs to the issue on strategy formation, not strategy implementation. In fact, strategic positioning is a dynamic and systematic engineering, and a corporation must think about three questions: "what to do" and "how to do" and "who to do", and band together strategy formation and strategy implementation. The chapter thinks that customer should be basis of strategy thought. In order to gain sustaining competitive advantage, a corporation must provide its customer with more valuable product or service by customer value innovation.Chapter 4 discusses strategic logic of customer value innovation and compares the customer value innovation strategy with the conventional competitive strategy. Value cognitionof customer comes of the products or services that a corporation provides with or the way that a corporation provides its customer with the products and services. So, customer value innovation can be divided into two types: one is based product and the other is based business way. The former includes evolving and leaping product innovation, the latter is not same as technology innovation and product innovation, and it carries out customer value innovation by altering competitive rule, improving business, and fa更多还原