By Irv Beiman 由irv北

Strategic management in China is a huge challenge. 戰略管理在中國是一個巨大的挑戰。 What is the strategy? 什麼是戰略？ How can we increase our revenue to hit ambitious growth targets? 我們如何能增加我們的收入達到雄心勃勃的增長目標？ How can we be more efficient and make better use of our assets to maintain or increase profitability? 我們如何能更有效率和更好地利用我們的資產，以維持或增加盈利？ Why should our existing customers continue to buy from us? 為什麼要我們的現有客戶繼續購買從我們呢？ How will we attract and retain new customers? 我們將如何吸引和留住新客戶？ Once we’re clear about the strategy, how can we communicate it effectively? 一旦我們明確的戰略，我們如何能有效地溝通呢？ How can we create the focus we need to be successful? 我們如何能創造的焦點，我們必須成功？ Are we sure we’re right about how to win? 我們相信我們正在正確的關於如何爭取呢？ If we’re wrong, can we find out soon enough to make the necessary adjustments? 如果我們錯了，我們可以找出足夠的盡快作出必要的調整呢？ How can we manage our strategy effectively in such a turbulent domestic and global business environment? 我們如何能夠管理我們的策略有效地在這樣一個動盪的國內和全球營商環境呢？ What are the strategic competencies that are critical for implementing our strategy and how can we assure we have sufficient capability in these areas? 什麼是戰略競爭力是至關重要的實施我們的策略和我們如何能保證我們有足夠的能力在這些領域的？ What is the software and IT infrastructure that will enable us to monitor our strategic performance and execute more effectively? 什麼是軟件和資訊科技基礎建設，這將使我們能夠監測我們的戰略績效和執行更有效？

These are just some of the questions to be concerned about when managing strategy on the ground in China. 這些都只是一些問題要關心的事情時，經營策略在地面上在中國。 As a participant-observer of strategic management in China for more than 10 years, I see evolutionary changes taking place. 作為一個參與者-觀察員戰略管理在中國的10年以上的，我看到的進化正在發生的變化。 China has an expanding base of executives and managers who are paying attention to the latest management trends in strategic management, and they are learning fast. 中國有擴大的基礎上的管理層和經理人關注的最新的管理趨勢，戰略管理，而且他們學習快。 Their practical penchant for determining what works and then adapting it for their own needs is either heartening or disturbing, depending on whether you are their customer or their competitor. 他們的實際喜歡決定什麼工程，然後適應它為自己所需要的是無論是令人振奮的或令人不安的，這取決於你是否是他們的客戶或其競爭對手。 Foreign invested enterprises in most major industries are increasingly troubled by their competitors’ ability to adapt innovations to better fit this market’s needs and deliver them at lower cost. 外商投資企業在大部分主要行業正日益困擾他們的競爭對手的能力，以適應創新，以更好地適應這個市場的需要，並提供他們以較低的成本。

Chinese companies face the same problem. 中國公司在面對同樣的問題。 Innovations are rapidly assimilated by domestic competitors who often deliver at lower cost. 創新是迅速吸收國內的競爭對手，往往提供較低的成本。 Consider the case of a successful first level subsidiary of a state owned bank. 考慮到案件成功的第一級的附屬公司的國有銀行。 It was ranked as the #1 performer among first level subsidiaries of this Fortune 500 Bank for 4 consecutive years. 這是列為＃ 1演員，其中第一層次的子公司，這財富500強銀行連續4年。 It was also #1 in revenue growth and profitability compared to its local competition. 也有人＃ 1 ，在收入增長和盈利相比，其本地的競爭。 The bank’s strategy had been to focus on product leadership and innovation. 該銀行的策略已經把重點放在產品的領導才能和創新精神。 It was the first bank in its area to establish 3 special centers – for housing mortgages, car loans, and currency trading – with each attracting many new customers. 這是第一銀行在其職權範圍內設立3個特別中心-房屋抵押貸款，汽車貸款，貨幣交易-與每個吸引許多新客戶。 The bank had also created many new financial products for the private sector including telephone banking, Internet banking, government bonds, and foreign exchange products. 該銀行還創造了許多新的金融產品，為私營機構，包括銀行，電話銀行，網上銀行業務，政府債券，外匯等產品。 Other state owned banks in the local area were following the bank’s business strategy, and competition was rapidly intensifying. 其他國有銀行在當地的地區之後，銀行的業務策略，以及競爭迅速加劇。

This bank’s strategy involved a focus on products rather than customers. 這家銀行的戰略所涉及的重點是產品，而非顧客。 For example, high net worth individuals had to travel to special centers at different locations to obtain a housing mortgage and a car loan. 舉例來說，高淨值個人不得不前往中心特別在不同地點獲得住房抵押貸款和汽車貸款。 The bank was not delivering total solutions to its strategic customers and the bank’s culture [like most domestic banks] was not customer-focused. 銀行沒有提供整體解決方案，其戰略客戶和銀行的文化[最喜歡的國內銀行]是不是以顧客為本的。 The bank did not maintain a customer database. 該銀行並沒有維持一個客戶數據庫。 All departments and branches were focused on their own specialty functions and responsibilities without consideration of cross functional business needs. 所有部門和分支機構都集中在自己的專業職能和責任沒有考慮到兩岸功能性的業務需求。

The bank’s CEO was a capable executive. 該銀行的行政總裁是一個能幹的長官。 He had led his organization to success as a product leader in its market. 他曾帶領他的組織成功的成為一個產品的領導人在其市場。 He was innovative and receptive to new management ideas. 他的創新和樂於接受新的管理理念。 He recognized that private banking might provide significant growth and profit potential, but he also knew his organization would have to become more customer focused to execute that strategy. 他承認，私人銀行可能會提供顯著的增長和盈利潛力，但他也知道他的組織將有成為更多客戶的重點是執行這一戰略。 He recognized his organization needed to focus on improving key business processes as well as developing new competencies, if it was to successfully implement a more customer focused strategy. 他承認，他的組織，需要著眼於提高關鍵業務流程，以及發展新的能力，如果要成功地實施一個更以客為本的策略。

The CEO decided to use a strategic management methodology based on the Balanced Scorecard [BSC] to create the rapid change and new focus required to implement his new strategy. 行政總裁的決定使用一種戰略管理方法的基礎上，平衡計分卡[ BSC的]創造的快速變化和新的重點，必須落實他的新策略。 He began by helping his top team get clarity on the new strategy, which included a new value proposition that was focused on high net worth individuals. 他開始幫助他的球隊把事情搞清楚就新的戰略，其中包括一個新的價值主張，這是側重於高淨值個人。 The top team used a management tool called a strategy map to visually identify strategic themes and objectives for clearly communicating the new strategy to all managers and staff throughout the organization. 頂端小組使用一種管理工具，所謂的戰略地圖，以視覺識別戰略主題和目標明確的溝通新策略的所有管理人員和工作人員在整個組織。 This leadership group developed a BSC for the entire bank that was cascaded to additional scorecards for all departments and branches, eventually down to the level of individual employees. 這個領導小組，制定了平衡計分卡為整個銀行，這是級聯額外的記分卡為所有部門和分支機構，最終回落到水平的個別員工。 The design of these balanced scorecards included attention to establishing vertical and horizontal alignment of objectives and measures with the new strategy. 設計這些平衡計分卡包括注意建立縱向和橫向對準的目標和措施，與新策略。

The strategic management and organizational change process included identification of key business processes to improve, as well as careful linkage of employee incentive compensation and competency development with the new strategy. 戰略管理和組織變革的過程，包括確定關鍵的業務流程改善，以及審慎的聯繫，對僱員的獎勵補償和能力發展與新策略。 The bank established an information system to monitor strategic performance and report progress as well as identify areas for special attention. 銀行設立了一個信息系統，以監測戰略績效和報告進度，以及確定在適當的領域特別注意。 Changing all these aspects of the bank’s management systems contributed to a significant culture change throughout the bank. 改變所有這些方面，該銀行的管理制度作出貢獻的一個重要文化改變整個銀行。 The bank created a dynamic strategic management system that enabled it to improve transparency throughout the organization. 該銀行創建了一個動態的戰略管理系統，使得它能夠提高透明度，整個組織。 This transparency of strategic performance enabled the bank to analyze results and make timely adjustments where they were needed. 這種透明度的戰略績效，使銀行的分析結果，並作出及時的調整，他們需要的。 The bank was able to once again create a significant competitive advantage as a result of dramatic improvements in its strategic management capability. 銀行能夠再次創造一個顯著的競爭優勢，作為一個結果，顯著改善，在其戰略管理能力。 One year after implementing the strategic management system and methodology, they were once again ranked #1 in terms of growth and profitability among more than 30 first level banks within the Fortune 500 Bank. 一年後實施的戰略管理系統和方法論，他們再次排在第1位在增長和盈利能力之間的30多個第一級的銀行，財富500強的銀行。

Dr. Ivr Beiman,博士的IVR北， http://www.egate-china.com/ http://www.egate-china.com/