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声音简介
Honda's experience in building a new motorcycle business in America highlights the process by which every strategy is formulated and subsequently evolves.As Professor Henry Mintzberg taught, options for your strategy spring from two very different sources.The first source is anticipated opportunities— the opportunities that you can see and choose to pursue. In Honda's case, it was the big- bike market in the United States. When you put in place a plan focused on these anticipated opportunities, you are pursuing a deliberate strategy. The second source of options is unanticipated— usually a cocktail of problems and opportunities that emerges while you are trying to implement the deliberate plan or strategy that you have decided upon. At Honda, what was unanticipated were the problems with the big bikes,the costs associated with fixing them,and the opportunity to sell the little Super Cub motorbikes.
其余的,正如他们所说,都是历史。一名员工当天在山里发泄沮丧情绪的偶然想法,为数百万不符合传统旅游摩托车车主形象的美国人创造了一种新的消遣方式。这导致本田通过动力设备和体育用品商店,而不是传统的摩托车经销商,销售小型摩托车的策略非常成功。
本田在美国建立新摩托车业务的经验凸显了每项战略的制定和后续发展过程。正如亨利·明茨伯格教授所教导的,你的策略选择来自两个非常不同的来源。第一个来源是预期的机会——你可以看到并选择追求的机会。就本田而言,这是美国的大型摩托车市场。当你制定了一个专注于这些预期机会的计划,你就在追求一个深思熟虑的战略。第二个选择来源是意想不到的——通常是在你试图实施你已经决定的深思熟虑的计划或战略时出现的问题和机会的混合体。在本田,意想不到的是大摩托车的问题,修理它们的相关成本,以及出售小超级幼崽摩托车的机会。
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