計劃系統確定的戰略勢
戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)勢是由(you)戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)條件(jian)、戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)時機(ji)和(he)戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)動(dong)力構成的三維“戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)場”，由(you)于(yu)它(ta)的引(yin)導與作(zuo)用，促(cu)使企業(ye)在(zai)不(bu)同的條件(jian)下(xia)實(shi)施其戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)轉換或(huo)戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)推移。企業(ye)組織處于(yu)戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)場中(zhong)的不(bu)同位置(zhi)，就(jiu)應該采(cai)取不(bu)同的戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)推移。而戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)計劃系統就(jiu)詳細分析、確定了戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)條件(jian)，戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)時機(ji)和(he)戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)動(dong)力三大要素，從而為確定企業(ye)的戰(zhan)(zhan)(zhan)(zhan)(zhan)略(lve)勢打下(xia)了堅實(shi)的基(ji)礎。
1.戰(zhan)略(lve)時(shi)機(ji)。當(dang)企(qi)業(ye)(ye)(ye)制定出新(xin)(xin)戰(zhan)略(lve)后(hou)，何時(shi)運作實施，必須審時(shi)度勢，相機(ji)而(er)(er)動(dong)。例(li)如，企(qi)業(ye)(ye)(ye)試制成(cheng)功了新(xin)(xin)產品，是(shi)(shi)否(fou)投(tou)放市(shi)場，就存在著(zhu)一個對時(shi)機(ji)的判斷問(wen)題(ti)，則使企(qi)業(ye)(ye)(ye)必須考慮是(shi)(shi)否(fou)位消費者所接受、是(shi)(shi)否(fou)為(wei)新(xin)(xin)產品提供技術(shu)支持(chi)、是(shi)(shi)否(fou)會(hui)沖擊企(qi)業(ye)(ye)(ye)現有(you)的產品市(shi)場、競爭者將做出何種(zhong)反映等問(wen)題(ti)。當(dang)時(shi)機(ji)成(cheng)熟需要進行戰(zhan)略(lve)轉換(huan)而(er)(er)沒有(you)及時(shi)轉換(huan)或轉換(huan)不(bu)當(dang)或實際尚未成(cheng)熟而(er)(er)急于轉換(huan)戰(zhan)略(lve)時(shi)，均會(hui)對企(qi)業(ye)(ye)(ye)產生不(bu)良后(hou)果(guo)。戰(zhan)略(lve)管理要把握好轉換(huan)的時(shi)機(ji)。
2.戰(zhan)略條(tiao)件。戰(zhan)略條(tiao)件包括(kuo)不(bu)利條(tiao)件和(he)有利條(tiao)件兩大類。不(bu)利條(tiao)件包括(kuo)企(qi)業的劣(lie)(lie)勢(shi)(shi)(shi)和(he)弱點(dian)、問題、隱(yin)患(huan)、不(bu)足等；而有利條(tiao)件則包括(kuo)企(qi)業優勢(shi)(shi)(shi)、實力和(he)資源、潛(qian)力等方面。資源、實力、優勢(shi)(shi)(shi)、劣(lie)(lie)勢(shi)(shi)(shi)、隱(yin)患(huan)、競爭(zheng)等相(xiang)互聯(lian)系(xi)又相(xiang)互作用(yong)，共同(tong)構成戰(zhan)略條(tiao)件的作用(yong)系(xi)統(tong)(tong)(tong)。這(zhe)本身(shen)是一個動態系(xi)統(tong)(tong)(tong)，在企(qi)業行(xing)為和(he)環境因素的調節(jie)和(he)干預下，使(shi)優勢(shi)(shi)(shi)與劣(lie)(lie)勢(shi)(shi)(shi)能不(bu)斷相(xiang)互轉(zhuan)化。企(qi)業戰(zhan)略計(ji)劃(hua)系(xi)統(tong)(tong)(tong)則要(yao)求(qiu)能正確區分有利條(tiao)件和(he)不(bu)利條(tiao)件，既能使(shi)企(qi)業發揮特(te)長，又能避其所短。同(tong)時，計(ji)劃(hua)系(xi)統(tong)(tong)(tong)還必(bi)須正確分析這(zhe)些有劣(lie)(lie)勢(shi)(shi)(shi)在相(xiang)互轉(zhuan)化的過程(cheng)中與競爭(zheng)系(xi)統(tong)(tong)(tong)的關聯(lian)。這(zhe)意味(wei)著(zhu)，優勢(shi)(shi)(shi)的形成與發展，機會與突破口的擇(ze)定是一個動態的過程(cheng)。
3.戰略動(dong)(dong)(dong)(dong)力(li)。戰略動(dong)(dong)(dong)(dong)力(li)分為外在動(dong)(dong)(dong)(dong)力(li)及內(nei)(nei)在動(dong)(dong)(dong)(dong)力(li)兩個方面。外在動(dong)(dong)(dong)(dong)力(li)指環境迫使企(qi)業(ye)組織(zhi)進行創新(xin)的驅動(dong)(dong)(dong)(dong)力(li)，如上(shang)級(ji)指示(shi)、環境威脅、競爭壓力(li)等。而內(nei)(nei)在的動(dong)(dong)(dong)(dong)力(li)是指企(qi)業(ye)組織(zhi)內(nei)(nei)部所(suo)凝(ning)結的改變就戰略、謀(mou)求新(xin)發(fa)展(zhan)(zhan)的信心、愿望和行動(dong)(dong)(dong)(dong)。它(ta)又表(biao)現為三個方面：領導層動(dong)(dong)(dong)(dong)力(li)、組織(zhi)成員動(dong)(dong)(dong)(dong)力(li)和組織(zhi)結構(gou)動(dong)(dong)(dong)(dong)力(li)。企(qi)業(ye)戰略計劃(hua)系統同樣需要(yao)識別各(ge)種動(dong)(dong)(dong)(dong)力(li)，并將各(ge)種動(dong)(dong)(dong)(dong)力(li)輸導到有利于企(qi)業(ye)發(fa)展(zhan)(zhan)的戰略上(shang)來(lai)。
4.計(ji)劃系(xi)統(tong)對戰(zhan)略(lve)(lve)勢(shi)的(de)(de)(de)(de)確定(ding)(ding)。當企業戰(zhan)略(lve)(lve)計(ji)劃系(xi)統(tong)對戰(zhan)略(lve)(lve)時(shi)機、戰(zhan)略(lve)(lve)條(tiao)件、戰(zhan)略(lve)(lve)動(dong)力三方(fang)面作(zuo)了(le)(le)正確的(de)(de)(de)(de)分析、區分和定(ding)(ding)位(wei)以(yi)后，則企業基(ji)本上確定(ding)(ding)了(le)(le)自我(wo)發(fa)展的(de)(de)(de)(de)戰(zhan)略(lve)(lve)勢(shi)，從而為企業謀求長遠利益奠定(ding)(ding)了(le)(le)基(ji)礎。這(zhe)三者相(xiang)互作(zuo)用，構成(cheng)了(le)(le)一個“三維戰(zhan)略(lve)(lve)勢(shi)場”，企業處于場中(zhong)的(de)(de)(de)(de)不(bu)同位(wei)置須采(cai)取不(bu)同的(de)(de)(de)(de)戰(zhan)略(lve)(lve)轉換方(fang)案，這(zhe)在(zai)戰(zhan)略(lve)(lve)計(ji)劃系(xi)統(tong)中(zhong)也應該(gai)的(de)(de)(de)(de)以(yi)全面的(de)(de)(de)(de)反應。
