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HARVARD BUSINESS REVIEW 1997年第6期75卷 42-+页

作者： Campbell, A Alexander, M Ashridge Strateg Management Ctr London England

Why is it that successful strategies are rarely developed as a result of formal planning processes? What is wrong with the way most companies go about developing strategy! Andrew Campbell and Marcus Alexander take a commonsense look at why the planning frameworks managers use so often yield disappointing results. Companies often fail to distinguish between purpose (what an organization exists to do) and constraints (what an organization must do in order to survive), the authors say. Many executives mistakenly believe, for example, that satisfying stakeholders is an objective that drives thinking about strategy. In fact, it's a constraint, not an objective. Companies that don't win the loyalty of stakeholders will go out of business. Strategy is not about plans but about insights, the authors add. Strategy development is the process of discovering and understanding insights and should not be confused with planning, which is about turning insights into action. Furthermore, because executives develop most of their insights while actually doing the real work of running a business, it is important for companies not to separate strategy development from implementation. Is there a better way? The answer is not new planning processes or more effort. Instead, managers must understand two fundamental points: the benefit of having a well-articulated, stable purpose and the importance of discovering, understanding, documenting, and exploiting insights about how to create value.

关键词：商业/经济学创造性经济竞争/组织和管理投资/经济学组织改革组织目标规划技术过程评价(卫生保健) 系统分析美国人类

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Creating new market space

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HARVARD BUSINESS REVIEW 1999年第1期77卷 83-+页

作者： Kim, WC Mauborgne, R INSEAD F-77305 Fontainebleau France ITM Res Fontainebleau France

Most companies focus on matching and beating their rivals. As a result, their strategies tend to take on similar dimensions. What ensues is head-to-head competition based largely on incremental improvements in cost, quality, or both. The authors have studied how innovative companies break free from the competitive pack by staking out fundamentally new market space - that is, by creating products or services for which there are no direct competitors. This path to value innovation requires a different competitive mind-set and a systematic way of looking for opportunities. Instead of looking within the conventional boundaries that define how an industry competes, managers can look methodically across them. By so doing, they can find unoccupied territory that represents real value innovation. Rather than looking at competitors within their own industry, for example, managers can ask why customers make the tradeoff between substitute products or services. Home Depot, for example, looked across the substitutes serving home improvement needs. Intuit looked across the substitutes available to individuals managing their personal finances. In both cases, powerful insights were derived from looking at familiar data from a new perspective. Similar insights can be gleaned by looking across strategic groups within an industry;across buyer groups;across complementary product and service offerings;across the functional-emotional orientation of an industry;and even across time. To help readers explore new market space systematically, the authors developed a tool, the value curve, that can be used to represent visually a range of value propositions. Reprint 99105.

关键词：经济竞争/组织和管理卫生保健部门工业/组织和管理卫生服务使用研究/方法组织改革规划技术生产线管理美国

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Strategy under uncertainty

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HARVARD BUSINESS REVIEW 1997年第6期75卷 66-+页

作者： Courtney, H Kirkland, J Viguerie, P McKinsey & Co Washington DC USA McKinsey Pittsburgh PA USA McKinsey Atlanta GA USA

At the heart of the traditional approach to strategy Lies the assumption that by applying a set of powerful analytic tools, executives can predict the future of any business accurately enough to allow them to choose a clear strategic direction. But what happens when the environment is so uncertain that no amount of analysis will allow us to predict the future! What makes for a good strategy in highly uncertain business environments? The authors, consultants at McKinsey & Company, argue that uncertainty requires a new way of thinking about strategy. AU too often, they say, executives take a binary view: either they underestimate uncertainty to come up with the forecasts required by their companies' planning or capital-budging processes, or they overestimate it, abandon all analysis, and go with their gut instinct. The authors outline a new approach that begins by making a crucial distinction among four discrete levels of uncertainty that any company might face. They then explain how a set of generic strategies-shaping the market, adapting to it, or reserving the right to play at a later time - can be used in each of the four levels. And they illustrate how these strategies can be implemented through a combination of three basic types of actions: big bets, options, and no-regrets moves. The framework can help managers determine which analytic tools can inform decision making under uncertainty - and which cannot. At a broader level, it offers executives a discipline for thinking rigorously and systematically about uncertainty and its implications for strategy.

关键词：基本建设经费商业/经济学商业/组织和管理经济竞争/组织和管理预测投资/分类投资/经济学领导组织改革规划技术系统分析美国

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Competing with giants: Survival strategies for local companies in emerging markets

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HARVARD BUSINESS REVIEW 1999年第2期77卷 119-+页

作者： Dawar, N Frost, T Univ Western Ontario Richard Ivey Sch Business London ON N6A 3K7 Canada

The arrival of a multinational corporation often looks like a death sentence to local companies in an emerging market. After all, how can they compete in the face of the vast financial and technological resources, the seasoned management, and the powerful brands of, say, a Compaq or a Johnson & Johnson? But local companies often have more options than they might think, say the authors. Those options vary, depending on the strength of globalization pressures in an industry and the nature of a company's competitive assets. In the worst case, when globalization pressures are strong and a company has no competitive assets that it can transfer to other countries, it needs to retreat to a locally oriented link within the value chain. But if globalization pressures are weak, the company may be able to defend its market share by leveraging the advantages it enjoys in its home market. Many companies in emerging markets have assets that can work well in other countries. Those that operate in industries where the pressures to globalize are weak may be able to extend their success to a limited number of other markets that are similar to their home base. And those operating in global markets may be able to contend head-on with multinational rivals. By better understanding the relationship between their company's assets and the industry they operate in, executives from emerging markets can gain a clearer picture of the options they really have when multinationals come to stay.

关键词：商业/经济学商业/组织和管理发展中国家经济竞争/组织和管理效率组织组织改革组织目标规划技术社会价值美国

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STRATEGY AS STRETCH AND LEVERAGE

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HARVARD BUSINESS REVIEW 1993年第2期71卷 75-84页

作者： HAMEL, G PRAHALAD, CK UNIV MICHIGAN ANN ARBORMI 48109

Signs of revolutionary transformation in the global computer industry are everywhere. A roll call of the major industry players reads like a waiting list in the emergency room. The usual explanations for the industry's turmoil are at best inadequate. Scale, friendly government policies, manufacturing capabilities, a strong position in desktop markets, excellent software, top design skills - none of these is sufficient, either by itself or in combination, to ensure competitive SUCCeSs in information technology. A new paradigm is required to explain patterns of success and failure. Simply stated, success flows to the company that manages to establish proprietary architectural control over a broad, fast-moving, competitive space. Architectural strategies have become cruCial to information technology because of the astonishing rate of improvement in microprocessors and other semiconductor components. Since no single vendor can keep pace with the outpouring of cheap, powerful, mass-produced components, customers insist on stitching together their own local systems solutions. Architectures impose order on the system and make the interconnections possible. The architectural controller is the company that controls the standard by which the entire information package is assembled. Microsoft's Windows is an excellent example of this. Because of the popularity of Windows, companies like Lotus must conform their software to its parameters in order to compete for market share. In the 1990s, proprietary architectual control is not only possible but indispensable to competitive success. What's more, it has broader implications for organizational structure: architectural competition is giving rise to a new form of business organization.

关键词：经济竞争/组织和管理工业/经济学工业/组织和管理投资/经济学模型组织管理组织文化组织目标规划技术生产线管理/经济学生产线管理/方法美国

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The strategic marketing reaction of conventional nonprofit hospitals to the market entry of alternative care provider organizations

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Journal of Hospital Marketing 1994年第2期8卷 131-154页

作者： Schul, Patrick L. Remington, Steven J. Planchon, John M. Department of Marketing Fogelman College of Business and Economics Memphis State University Memphis TN 38152 United States Rhodes College Memphis TN 38112 United States

A study was conducted examining the competitive reaction of incumbent firms to the market entry of new form competition in the health care services industry. Specifically, the study addressed the relative impact of both objective and perceptual characteristics of the threat potential posed by the entrance of alternative care facilities (ACF’s) into markets previously dominated by nonprofit hospital organizations. The results showed that incumbent hospitals tend to rely most extensively on limited, low-risk market differentiation when responding to the threat posed by ACF entrants. Objective characteristics reflective of the structural complexity of the threat were found to be less important in influencing incumbent reaction than were administrators perceptions of new entrant threat. © 1994 by The Haworth Press, Inc. All rights reserved.

关键词：门诊医疗设施/供应和分配方差分析经济竞争/组织和管理卫生服务研究临终关怀医院/供应和分配医院慈善/经济学机构间关系管理医疗规划卫生服务使用研究/统计学和数值数据卫生服务使用研究/发展趋势问卷调查美国

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Determining a hospital’s trading area: An application of reilly’s law

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Journal of Hospital Marketing 1994年第2期8卷 121-129页

作者： D’Amico, Michael F. Hawes, Jon M. Lewison, Dale M. Department of Marketing University of Akron Akron OH 44325-4804 United States

This paper reports the results of a study examining hospital trading areas. The research involved an application of the ‘‘Law of Retail Gravitation’’ (Reilly 1929) for three hospitals in an urban area of Ohio. First, the paper reviews Reilly’s Law, then various refinements of the original concept are noted. The ‘‘Law’’ is tested by identifying the actual trading areas of the three hospitals and comparing each of these to the areas predicted by Reilly’s Law. While this theory is very logical and offers considerable insight into economic location analysis, characteristics of the hospital marketplace confounded its ability to accurately and consistently predict hospital trading areas in the present study. © 1994 by The Haworth Press, Inc. All rights reserved.

关键词：卫生服务范围/经济学经济竞争/组织和管理卫生服务研究医院病床数医院市区/经济学机构间关系卫生服务使用研究/统计学和数值数据模型理论俄亥俄

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Ignoring small predictable profits and losses: A new approach for measuring incentives for cream skimming

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Health Care Management Science 2000年第2期3卷 131-140页

作者： Van Barneveld, Erik M. Lamers, Leida M. Van Vliet, René C. J. A. Van De Ven, Wynand P. M. M. Department of Health Policy and Management Erasmus University Rotterdam 3000 DR Rotterdam Netherlands

Under inadequate capitation formulae competing health insurers have an incentive for cream skimming, i.e., the selection of enrollees whom the insurer expects to be profitable. When evaluating different capitation formulae, previous studies used various indicators of incentives for cream skimming. These conventional indicators are based on all actual profits and losses or on all predictable profits and losses. For the latter type of indicators, this paper proposes, as a new approach, to ignore the small predictable profits and losses. We assume that this new approach provides a better indication of the size of the cream skimming problem than the conventional one, because an insurer has to take into account its costs of cream skimming and the (statistical) uncertainties about the net benefits of cream skimming. Both approaches are applied in theoretical and empirical analyses. The results show that, if our assumption is right, the problem of cream skimming is overestimated by the conventional ways of measuring incentives for cream skimming, especially in the case of relatively good capitation formulae. © Baltzer Science Publishers BV.

关键词：按人收费/组织和管理经济竞争/组织和管理预测保险选择偏倚管理医疗规划/组织和管理卫生服务使用研究模型经济计量学动机可重复性结果成年人女(雌)性人类男(雄)性

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Hub-spoke and hub-sub delivery systems in health care and their effect on the competitive strategies of providers

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Hospital Topics 1989年第6期67卷 6-12页

作者： Tuckman, Howard P. Chang, Cyril F. Fogelman College of Business and Economics Memphis State University Memphis TN United States

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关键词：卫生服务范围卫生保健提供/组织和管理经济竞争/组织和管理经济学医院/供应和分配机构间关系卫生服务使用研究/经济学模型理论规划技术社会经济因素美国

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