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id="zl439bdzb" class="source"><a target="_blank" href="http://m.dameics.com/usr/login.html" title="我要投稿">我要投稿</a></span> </div> <div id="zl439bdzb" class="content"> <p>從競爭戰(zhàn)略角度解析格蘭仕與沃爾瑪?shù)牟罹?/p><p>從競爭戰(zhàn)略角度解析格蘭仕與沃爾瑪?shù)牟罹?/p><p style="text-align: center;"><img loading="lazy" src="https://p.9136.com/00/l/bebad5f93_2.jpg" alt="從競爭戰(zhàn)略角度解析格蘭仕與沃爾瑪?shù)牟罹?/></p> <p>任何關(guān)注中國企業(yè)競爭戰(zhàn)略的人，都不可能避開格蘭仕。第一，它有明確的戰(zhàn)略目標(biāo)：以規(guī)模和成本優(yōu)勢整合家電行業(yè)；第二，它有明確的實(shí)現(xiàn)手段：以價(jià)格戰(zhàn)作為基本利器，將對(duì)手淘汰出局；第三，它有明確的企業(yè)定位：全球名牌家電生產(chǎn)制造中心。</p> <p>格蘭仕也可以稱得上是有中國特色的企業(yè)之一，這種特色充分體現(xiàn)在兩個(gè)方面：第一是它成功地戰(zhàn)勝了洋品牌，成為中國少數(shù)幾個(gè)擁有行業(yè)控制能力的企業(yè)之一；第二是它通過將國外生產(chǎn)線搬來，通過成本優(yōu)勢做“世界制造中心”的ＯＥＭ模式，這對(duì)中國加入ＷＴＯ之后企業(yè)的戰(zhàn)略選擇具有十分重要的啟發(fā)。</p> <p>所以，對(duì)“格蘭仕模式”的討論對(duì)中國大部分企業(yè)非常有啟發(fā)意義，這種意義我覺得甚至超過“海爾模式”。在海爾的成功模式下大家更多是在討論管理，討論張端敏的“企業(yè)文化”；而在格蘭仕的成功模式下大家自然更多是討論戰(zhàn)略?實(shí)際上是戰(zhàn)術(shù)?，討論格蘭仕如何獲得“競爭優(yōu)勢”。沒有一個(gè)企業(yè)可以在沒有戰(zhàn)略的指引下獲得持續(xù)發(fā)展?格蘭仕以大規(guī)模和低成本（這是中國企業(yè)普遍偏愛的兩個(gè)“成功要素”）為支撐的“價(jià)格戰(zhàn)”，能夠支撐它的長期持續(xù)嗎？</p> <p>戰(zhàn)略真的無用嗎？</p> <p>格蘭仕的價(jià)格與沃爾瑪?shù)膬r(jià)格戰(zhàn)有什么不同</p> <p>·為什么過去的成功可能還會(huì)成為未來發(fā)展的阻礙？因?yàn)槠髽I(yè)家的創(chuàng)新精神與支撐企業(yè)持續(xù)的“制度化經(jīng)營”或“核心競爭力”，可能并不在一個(gè)層面上。</p> <p>·為什么沃爾瑪?shù)摹暗蛢r(jià)格”只是一種表象？因?yàn)榈蛢r(jià)格背后是出色的后勤物流配送（存貨補(bǔ)充）能力和吸引客戶忠誠的經(jīng)營能力，這就是它的核心競爭力。</p> <p>當(dāng)戰(zhàn)略一詞成了某些咨詢公司從企業(yè)套“錢”，或者某些企業(yè)為老總做包裝的代名詞時(shí)，戰(zhàn)略就失去了其真正的含義：回答企業(yè)憑什么在未來存在，企業(yè)如何真正獲得持續(xù)競爭優(yōu)勢。請(qǐng)注意，我這里用的是持續(xù)競爭優(yōu)勢，而不是比較競爭優(yōu)勢，為什么？因?yàn)楸容^競爭優(yōu)勢指的是與其他企業(yè)相比的優(yōu)勢，而持續(xù)競爭優(yōu)勢指的是企業(yè)自己內(nèi)在的支撐能力。</p> <p>格蘭仕的發(fā)展過程對(duì)這兩個(gè)詞的不同是一個(gè)很好的注釋，而格蘭仕的勝利也是典型的“只有戰(zhàn)術(shù)沒有戰(zhàn)略”的勝利。在我看來，格蘭仕到目前為止，獲得的不過是比較競爭優(yōu)勢，無論是它在生產(chǎn)上獲得成本優(yōu)勢的勝利，還是它在市場上獲得領(lǐng)導(dǎo)者地位的勝利，都是相比競爭對(duì)手而言的，這一切并不是戰(zhàn)略也就是持續(xù)競爭優(yōu)勢?核心競爭力?的勝利，而是企業(yè)家創(chuàng)新的勝利。</p> <p>明確這一點(diǎn)對(duì)于大多數(shù)成功的企業(yè)十分重要，因?yàn)檫@可以幫助那些所謂功成名就的企業(yè)家懂得，過去的成功可能對(duì)企業(yè)持續(xù)的增長，也就是我們說的百年老店并沒有什么必然的幫助，相反可能還會(huì)成為阻礙。道理很簡單，企業(yè)家的創(chuàng)新精神與支撐企業(yè)持續(xù)的“制度化經(jīng)營”和“核心競爭力”，可能并不在一個(gè)層面上，前者是對(duì)資源、對(duì)機(jī)會(huì)與變化的把握，而后者是精心的戰(zhàn)略安排與集約化的精耕細(xì)作，兩者之間的結(jié)合并不是天然的，往往是沖突與交融并存，而這才是真正富于挑戰(zhàn)性的關(guān)鍵點(diǎn)。</p> <p>但格蘭仕的管理層似乎不這樣看。就在最近，其營銷總裁就以全球500強(qiáng)第一的沃爾瑪集團(tuán)為榜樣，聲稱沃爾瑪就是憑價(jià)格或低價(jià)獲得了全球第一。言下之意就是，格蘭仕為什么不可以憑“價(jià)格戰(zhàn)”成為家電老大？</p> <p><b>[1] [2] [3] [4] [5] [6] </b></p> </div> </div> </div> <div id="zl439bdzb" class="main-right"> <div id="zl439bdzb" class="right_fix"> <script type="text/javascript">s("right_top");</script> <script 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