Shi Guangqi On How To Effectively Implement Business Strategy

< p > < a href= "http://sjfzxm.com//business/" > Shi Guang < /a >, professional manager, Chinese painting painter, business management columnist, Tsinghua University EMBA president class special lecturer.

Many new marketing and management methods such as "recall marketing", "rule competitiveness" and "monkey management" have been praised as "pioneers of innovation and practice in China's marketing management field".

Peking University, YAHOO and China jointly selected seventeenth top 100 influential marketing management experts in China.

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< p > a young goat will go to another village to send a letter, but it never left the village. So the old goat in the village told him how to bypass the wolf's nest and reach his destination.

On the second morning, the goat went on the road.

It is thinking about how to bypass the wolf's nest, so as not to be eaten by the wolf, and suddenly unwittingly discovers its own shadow on the ground. It is so tall.

The goat thought, "I am so strong and huge, so I do not need to bypass the grey wolf."

So the goat went confidently onto the road to go through the wolf's nest.

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At P noon, the goat saw that his shadow had become very small and almost disappeared.

Frighten it to run back and forth and go to the road without wolf.

In the afternoon, the goat found that his shadow became very tall again.

Therefore, it is full of confidence: "with my strength now, I can completely trample on the grey wolf so that no sheep will be eaten by it later."

The more confident the goat thinks, the bigger its shadow.

The goat returned to the road to go through the wolf's nest. This time it's not just going through here, it's going to trample on the evil wolf.

As a result, it met the gray wolf and was eaten by wolves without any suspense.

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< p > < strong > business strategy -- an easily lost lamb < /strong > /p >

The allegorical stories above P vividly indicate that when we are carrying out our stated goals, we are easily confused by some objective circumstances or even our own hearts, and eventually deviate from the original plan.

When we look at some cases of enterprise failure, we will find that many enterprises do not lack a good market competition strategy in their business activities, but the result is not satisfactory.

The reason for this is that too much confusion and temptation in the implementation strategy has led to many excellent strategic planning unable to be effectively implemented, and in a confused way, it has deviated from the established track step by step, and finally lost its way and failed.

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< p > by analyzing the success or failure of Napoleon's military strategy, this article will understand various reasons leading to strategic loss, and then explore ways to avoid misunderstanding and trap in front of strategy when implementing strategic plan.

There are many factors that lead to strategic loss. There are four main factors, namely, example, interest, illusion and arrogance.

The philosophical level of things is common, and it is also true for our enterprises today. Effectively evading the influence factors of these four strategies can enable the strategic plan to run smoothly on the established track.

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< p > < strong > the first trap of strategic loss: the model < /strong > /p >

< p > Napoleon wants to emulate Alexander the great and surpass Charlie. His goal is not only the privilege of the French Empire in Europe, but also the whole Europe and even the world.

Such an idea pushes Napoleon and France to the opposite of all European countries.

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< p > but Napoleon has neglected some differences between himself and these models. First of all, the medieval and earlier periods of Alexander and Charleyman were in the era of cold weapons, and there were not many military strategies and tactics. The variability of war was very small. As long as the army strengthened training and had an advantage in quantity, it could win. If there were some military strategic thoughts as guidelines, it would be equal to invincible.

But in eighteenth Century, such a law has been broken. What is more important is that in the era of the former, countries did not worry about the alliance consciousness of the cold shoulder and the cold. This led to Alexander and Charleyman's armies being able to attack the enemy one by one, and possessed favorable conditions for attacking the enemy with absolute superiority in the local battlefield.

But the times are different. Napoleon's era obviously from military equipment to military strategy, and then to the degree of civilization, is far more complex than Macedonia in 300 B.C. and France in 800 AD.

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Like P, this is a very important example for our enterprises to set up benchmarking. It is very important for us to set an example. It is the coordinates of our guidance and correction. However, we must consider the difference between our situation and benchmarks and the difference of objective environment, otherwise we will easily fall into the trap of example.

There is such a story: a few tourists want to cross a stream, but there is no bridge. When they hesitate to cross the stream, a local person walks lightly through the stream. A tourist thinks the water is shallow, and then goes along, but falls into the water.

Originally, there were stumps connected in the creek. Because many people had stepped on them, the stumps had been below the level. At first glance, they could not find out that the locals were familiar with the road and could easily walk past the stump.

At the same time, another traveler found the road connected by the stumps, thinking that he had mastered the key to crossing the river, but when he stepped on the tree stumps across the river, he still sank.

It turned out that the stump could only carry a weight of 100 Jin. The man was more than 180 Jin, and the stumps were trampled into the soil.

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< p > this is a figurative analogy of some of our enterprises, seeing that others are doing well in a certain field, and they themselves follow the past, too, because they fail to understand the market situation.

There is also the situation behind the person in the story, who knows the market situation but does not recognize himself, because his situation is not suitable for that market, and hastily entering also leads to failure.

Human beings have the characteristics of imitation and blind obedience. After having a successful example, this imitation mentality will be more firm.

But precisely at this point, we should soberly observe and think, recognize the objective situation, and recognize ourselves so as not to fall into the trap of strategy.

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