战略定位及设施规划外文翻译.docx

战略定位及设施规划外文翻译.docx

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战略定位及设施规划外文翻译

战略定位及设施规划外文翻译

本科毕业论文（设计）

外文翻译

原文:

StrategicPositioningandFacilitiesPlanning

EnterpriseSuccessinTurbulentTimes

Inthe1990sandbeyond,corporateleaderswillbechallengedbya

businessenvironmentthatisincreasinglyglobal,competitiveandturbulent.Inturbulenttimes,proactiveplanning,coupledwithrapid-responsecapabilities,istheanswerto‘‘ThePlanner'sDilemma.''Theimportanceofcorporatefacilitiesandrealestateassetswillincreaseinthe1990s,aswilltheroleofexecutivesresponsibleforfunctionsthathaveanimpactonthevalueandusefulnessoftheseassets.

Thisisthefirstofaseriesofthreearticleswhichwillemphasize

thereviewanalysis-planningcycleofstrategicpositioningandfacilitiesplanning.Thisarticledealswiththereviewcomponentofthecycle.Theotherarticles,'BusinessAnalysisandForecastingTechniques''and‘‘PlanningforResultsinTurbulentTimes,''willbepublishedinupcomingissuesandwillcovertheanalysisandplanningportionsoftheprocess.

Eachtimeanactivityfromthereviewanalysis-planningcycleisimplemented;thoseinvolvedwiththeprocesshaveanopportunitytoimprovethecorporation'sproactiveandreactivecapacities,aswellasitsrapidresponsecapabilities.

Theimportanceofrapid-responsecapabilitiesespecially

flexibilityiscrucialtoAppleComputer.BobHeCox,Apple'smanager

ofrealestateservices,achievesflexibilityinhis165-leaseportfoliothrougheithersheersizeofaggregatespace,flexibletermsandconditions,orsizeandflexibility.

‘‘Flexibilityisakeyconcernwithallofourfacilities,''HeCoxsays.Thereviewofbusinessandfacilitiesplansshouldfocusonafewkeyvariables:

strategic-managementindicators,planningfactorsandstandards.Thestrategicreviewshouldanswertwoquestions:

‘‘Where

arewetoday?

''and‘‘Wheredowesaywewanttobetomorrow?

''

Strategic-PositioningAssessment

ReviewoftheBigPicture:

Astrategic-positioningassessmentisacomprehensivesituationalviewbasedonexistingbusinessplans.Thestrategic-positioningassessmentyieldsinformationandknowledgetosupportaparallelfacilitiesandrealestatestrategyreviewandsubsequentanalysisandplanningactivities.Corporatebusinessplansvaryfromtheformalandwell-documentedtotheinformalandundocumented.

Thestrategic-positioningassessmentmustbetailoredtoworkwithineach

corporationandeachstrategicbusinessunit.Approachesthatworkinonesituationmaynotworkwellinanother.

Strategicbusinessplanningusuallyemphasizesmarketandproductpositioning.Theallocation,deploymentandoptimizationofresourcesshouldhelpachieveplannedgoalsandobjectives.Productsgoodsandservicesproducedbystrategicbusinessunitscompriseaproduct/marketportfolio.Investmentsinexistingmarketsandproductsareperiodicallyassessedalongwithpotentialinvestmentsinnewmarketsornewproducts.Themarketpotentialforeachproductlineisreviewedbythestrategicleadershipteamvis-a-visenterprisepotential.Todeterminemarketandenterprisepotential,strategicplannersmustanswerthequestionsbelow.

MarketPotential:

Whatisthepresentandfuturemarketforthisproductlineorproduct?

EnterprisePotential:

Howwellhavewepositionedorhowwell

couldwepositionthislineinthemarketplace?

Foreachexistingproductline,orproductswithinaline,abuild,holdorharvestpostureisadoptedtoincludestrategicelementssuchasthosesuggestedinTable2newproduct/marketinvestmentsusuallyimplyabuildstrategy.

AppropriateKnowledgeoftheCurrentSituation:

Theexecutivechargedwiththefacilitiesandrealestateplanningfunctionmustunderstandtheplans,strategies,resourcerequirements,andcurrentresourcesofthecorporationanditsstrategicbusinessunits.Specialemphasismustbeplacedonbusiness-decisionvariableshavinganimpactonfacilitiesresourcesandrealestateassets.Itisusefultodifferentiatebetweenguidingandsupportingstrategies:

GuidingStrategies:

Thecurrentandplannedproductmixwithineach

strategicbusinessunitusuallyembracesacombinationofbuild,holdandharvestpolicygoalswhosejointimpactisreflectedinlong-rangeandneartermforecastsofrevenueandsalesgoalsandrelatedresourcerequirements.Eachmarketsegmentortargetmarket,bydesign,shouldhaveauniquemarketingmixproduct,price,promotionand

distributionwithuniquestrategies.

SupportingStrategies:

Toachievecurrentandplannedbusinessgoalsandtoimplementguidingbusinessstrategies,eachstrategicbusinessunitmusthaveexistingresourcesandshouldidentifyrequirementsforfutureresources.Fourmodular-mixvariablespeople,technology,

spaceandplacearecriticaltothegoalsandstrategiesthatsupport

guidingstrategies.Althoughdecentralizedstrategicbusinessunit

Managersareincreasinglyresponsiblefortraditionallycentralizedstafffunctions,mostcorporationshavehighlyspecializedprofessionalsforproductmarketingandinnovation,processinnovationandresourcecoordinatione.g.,financial,human,information,facilitiesandreal

estateresourcesatthecorporatelevel.

Facilitiesandrealestatestrategiesmustsupportcorporate

strategic

direction,

build-hold-harvestgoalsandmarketing

mix

strategies.

Strategic

decisionscanresultinorfromabrupt

or

incremental

changes.

Abruptchanges,suchasmajoracquisitions

and

divestments,

havea

significantimpactonmodular-mixvariables.

As

defensecontractorswellknow,theawardorcancellationofalargeprogramcanalsohaveasignificantimpactonmodular-mixvariables.

AsThomasSpence,seniorfacilitiesmanagerforMcDonnellDouglasElectronicSystemsCo.putsit:

‘‘AlthoughMcDonnellDouglashasgood

businessandfacilitiesplans,ifwewinalargegovernmentcontract,thenwescramble.''Allfacilitiesandrealestateexecutivesinterviewedforthisarticlewhosecompaniesmustcopewith.DepartmentofDefenseprocurementprocedurescommentedontheextremeuncertaintyassociatedwithdefenseprogramawards.

Incrementalchanges,ontheotherhand,areusuallybasedonsalesforecastsandnewtechnologiesthatinfluenceheadcountandspaceforecasts.Thesechangesdevelopmoreslowlyormorerationallyoveranextendedplanninghorizon.Thestrategicfacilitiesandrealestateplanningprocessandplansmustconsiderabrupt-andincremental-changescenarios.Astheproduct/marketportfoliochanges,somustthefacilities/realestateportfolio.

LinkingBusinessandFacilitiesPlanning:

Thefacilities/realestateportfoliomustbedesignedandadjustedtostronglysupporttheproduct/marketportfolio.Spacemustbeexpanded,optimizedandcontractedasrequiredtosupportcorporateandstrategicbusinessunitrequirements.Itisnotuncommonforallthreeofthese

facilities-planningactivitiestobeoccurringsimultaneouslysomewhere

withinthecorporation,asdiscussedbelow.

Expansion:

Mostcorporationsareexpandingpartsoftheirbusiness.

Optimization:

Thisshouldbeanongoingportfolioactivity.

Contraction:

Thiscanresultfromdivestiture,downsizing,out-sourcingorconsolidation.

Thefacilitiesandbusinessplanningprocessmustbetightlylinkedtobeabletoanticipateandrespondtoabruptandincrementalchange.Thestrategic-positioningassessmentshouldyieldacomprehensivepictureofthesituationwithinthecorporationanditsstrategicbusinessunits.Knowledgeofbusinessstrategiestoimplementbuild-hold-harvestandrelatedmarketing-mixgoalsandobjectivesiscrucialtofacilitiesandrealestatestrategydevelopment.

FacilitiesandRealEstateStrategyReview

FacilitiesandRealEstatePortfolio:

Thefacilitiesandrealestatestrategyreviewshouldconsidertheappropriatenessofcurrentandcurrentlyplannedstrategiesinthelight

ofbuild-hold-harvestgoalsandobjectives,marketingmix,andother

businessrealities

andrequirements.Givenknowledgefromthe

strategic-positioning

assessment,coupledwithsales,headcountand

spaceforecasts,

thecurrentmodularmixandhighest-andbest-use

alternativescanbereviewedtodeterminewhattheoptimalspace-supportpostureshouldbeforcorporateandstrategicbusiness-unitfunctions.

Theadequacyoffacilitiesandrealestateresourcesmustbequestioned.CharlesWinn,directorofcorporaterealestateforRockwellInternational,underscoresthispointbysayingthatmanycompaniesmakethemistakeofbuildingfacilitieswithnoresaleorresidualvalue.

Thefacilities/realestateportfolioreviewidentifiesimportantissuestoconsideraswellasanalysistasks.Thealternativesshownshouldbekeptinmindduringthestrategyreview.

Modular-MixIndicators:

Eachfacilityintheportfoliocontainsone

ormoremodulesi.e.,logicalorganizationalchunks.Eachmoduleisdistinguishedbyitsmodularmixpeople,technology,spaceandplace.

Thevalueandcostofeachmoduleisinfluencedbythemodularmix.Anumberofusefulstrategic-managementindicators,planningfactorsandstandardscanbedevelopedandusedtohelpmanageandoptimizerealestateinvestments.Iftime-seriesdataareavailableformeasureslikethoseshown,usefullongitudinalandcross-sectionalcomparisonscanbemade.

Highest-andBest-UseAssessments:

Thevalueofcorporatefacilitiesandrealestateisdependentonthreekindsofvalues:

enterprise,user

andmarket.ArtSellgren,directorofrealestateanddevelopmentatRohrIndustries,saysthathisorganizationlooksmostcloselyatvaluetoshare-holdersandusersatisfaction.Strategicdecisionsshouldconsiderthevalueofeachfacilityandparcelfromatleastthreeperspectives:

valuetotheenterpriseintermsofshareholderv