to managers at all levels as they make strategic decisions.在企业内部，一个固定下来的组织身份/认同能够在各级管理者进行战略决定时提供指导。

In addition , communicating strategic direction to external stakeholders can increase their understanding of the motives of the organization and may also facilitate the creation of alliances, since potential alliance partners have a greater ability to judge the existence of common goals.此外，和外部利益相关者沟通战略方向可以增加他们对组织的动机的理解，也可能会促成联盟的创建，因为潜在联盟伙伴有更大的能力来判断他们与企业是否存在共同目标。

3.Strategic direction is established and communicated through tools such as statement of vision and mission. However, it is important to distinguish between these physical statements and the actual strategic direction of a firm. Some firms don’t have a written mission statement, but they still have a strategic direction. 建立战略方向和沟通工具,如愿景和使命陈述。然而,重要的是要区分这些物理陈述和实际的一个公司的战略方向。一些公司没有书面的使命宣言,但他们仍然有一个战略方向。 1）Vision: Desired future state: the aspiration of the organization 愿景:理想的未来状态:组织的愿望

2）Mission: Overriding purpose in line with the values or expectations of stakeholders 任务:首要目的保持与利益相关者的价值或预期的一致性 3）Goal: General statement of aim or purpose目标:一般陈述的目标或目的

4）Objectives: Quantification (if possible) or more precise statement of the goal目标:量化(如果可能的话)或更精确的陈述的目标

4.愿景：vision

1）有效的战略管理工作开始于对公司应该做什么和不应该做什么在脑海中形成的基本观念以及公司应该去向何方的战略展望。

2）愿景陈述回答的问题：我们想成为什么？或我们的业务是什么？或它应该是什么。What do we want to become? What our business will be?

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What it should be?

3）愿景的解读——包括两个方面：

? 核心理念：企业的最终意义、灵魂、凝聚力 Core idea (which is the ultimate

significance, soul, cohesion of the enterprise)

? 未来的期望：企业的追求、随环境的变化而改变expectation of future (which the

enterprise is running after and shifts with the changing of environment) ? 这两个方面形成企业的内部驱动Both of them form the internal drive of

enterprise. 4）开发企业的愿景：

? 将公司管理的未来愿望描述给它的利益相关者 ? 提供方向——我们去哪里

? 陈述令人信服的理由，公司稳健的战略方向

? 用独特和特定的语言来设置公司，与竞争对手区分开来。 Developing a Strategic Vision:

? Delineates management’s future aspirations for the business to its

stakeholders.

? Provides direction—“where we are going.”

? Sets out the compelling rationale[,r???'n?l (strategic soundness) for the

firm’s direction.

? Uses distinctive and specific language to set the firm apart from its rivals. 5）Wording a Vision Statement—the Dos and Don’ts The Dos Be graphic Be forward-looking and directional Keep it focused Have some wiggle room The Don’ts Don’t be vague or incomplete Don’t dwell on the present Don’t use overly broad language Don’t state the vision in bland or uninspiring terms Be sure the journey is feasible Don’t be generic Indicate why the directional path makes Don’t rely on superlatives only good business sense Make it memorable 形象 具有前瞻性和方向性 保持专注

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Don’t run on and on 不要含糊不清或不完整 不要沉醉在当下 不要使用过于广泛的语言 有回旋的余地 确保行程是可行的 说明为什么定向路径有良好的商业意义 令人难忘

不要让愿景的陈述乏味无趣 不要通用 不要仅仅依赖最高级 不要持续不断的管理 6）愿景的四个基本特征： ? Clear (or plain)：明确性 ? Long-range：长期性 ? Particular：独特性

? Spirit of service：服务的宗旨 7）为什么要进行愿景沟通？

? 沟通企业选择的战略方向，对企业员工忠诚度的影响Fosters employee commitment to

the firm’s chosen strategic direction.

? 确保能够理解愿景的重要性Ensures understanding of its importance.

? 通知、激励内外部利益相关者Motivates, informs, and inspires internal and

external stakeholders.

? 证明高层管理支持公司未来的战略方向和竞争努力Demonstrates top management

support for the firm’s future strategic direction and competitive efforts. 8）Putting the Strategic Vision in Place

? Put the vision in writing and distribute it.愿景的编写和宣传（散布） ? Hold meetings to personally explain the vision and its rationale.举行会议亲

自解释愿景及其缘由（理论依据）

? Create a memorable slogan that captures the essence of the vision.创建一个难

忘的口号来充分体现愿景的本质

? Emphasize the positive payoffs for making the vision happen.强调执行愿景可能

带来的积极成果

5.使命：Mission.

1）企业使命指出企业之所以存在的目的或理由，说明企业的经营领域、经营思想、为企业目标的确立与战略的指定提供依据。企业使命是指在界定了企业远景概念的基础上，具体地定义企业在全社会经济领域中所经营活动的范围或层次。 2）企业使命的定义：

? The need to satisfy：需求的满足 ? The customer group：顾客群体

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? The technique and activities：技术和活动 3）使命陈述的制定：

? Uses specific language to give the firm its own unique identity.用具体的语言

来给予一个公司自己的独特的身份

? Describes the firm’s current business and purpose—“who we are, what we do,

and why we are here.描述企业现在的业务和目的：我们是谁？我们做什么？为什么我们在这里

? Should focus on describing the company’s business, not on “making a profit”

—earning a profit is an objective not a mission.应该着重描述公司的业务，而不是获取利润—— 赚取利润是具体目标而不是使命 4）企业使命表述应注意的问题：

? 以消费者的基本需求为中心确定企业使命 ? 正确的企业使命必须具有约束力 ? 企业使命要具有鼓动性 5）Vision VS. Mission：

? 企业愿景关注企业未来的业务发展路径（where we are going）：追求的市场；未来的

产品/市场/客户/技术的焦点；公司正在试图创建。A strategic vision concerns a firm’s future business path - “where

we are going” ：Markets to be pursued；Future product/market/

customer/technology focus；Kind of company management is trying to create ? 企业的使命描述通常专注于企业目前的目的（who we are and what we do）：当前的产

品和服务供给；客户需求和正接受服务的客户群体；地理覆盖范围。A company’s mission statement typically focuses on its present business purpose - “who we are and what we do”：Current product and service offerings；Customer needs and customer groups being served；Geographic coverage. 6）愿景和使命的共同点：核心价值

核心价值是企业的信仰、特质和行为规范，是员工被期望在进行业务和在追求企业战略愿景和使命时需要显现出来的；成为企业文化中不可分割的一部分，是什么让它成为企业高层管理强烈拥护和支持的选择；与公司的愿景、使命和有助于企业在商业上取得成功的战略相匹配。Core Values Are the beliefs, traits, and behavioral norms that employees are expected to display in conducting the firm’s business and in pursuing its strategic vision and mission；Become an integral part of the firm’s culture and what makes it tick when strongly espoused and supported by top management；Matched with the firm’s vision, mission, and strategy contribute to the firm’s business

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