1930年代大蕭條正卷土重來？戰(zhàn)略大師、哈佛大學(xué)教授邁克·波特（Michael Porter）相信，當(dāng)前正是許多公司邁向卓越的關(guān)鍵點(diǎn)——只要他們能夠采取正確的戰(zhàn)略。對此，他有三點(diǎn)建議：

　　一、化壓力為動力。危機(jī)并非完全是一件壞事，它將促使公司重新審視并進(jìn)一步明確自身的長期戰(zhàn)略。

　　二、避免因小失大。給公司帶來災(zāi)難的，往往不是危機(jī)本身，而是公司的臨危變陣。因?yàn)橐豁?xiàng)好的長期戰(zhàn)略，往往在幾年之后方可產(chǎn)生效果。比如，為了應(yīng)對暫時(shí)杭州品牌策劃公司的銷售困境，一家定位高端的制造商貿(mào)然調(diào)低售價(jià)，以迎合那些價(jià)格敏感型顧客，這無異于讓長期積累的品牌形象毀于一旦。

　　三、學(xué)習(xí)轉(zhuǎn)危為機(jī)。此時(shí)，你和你的對手們股價(jià)或財(cái)務(wù)數(shù)據(jù)都不好看，以高昂的代價(jià)換取一份好看的財(cái)報(bào)，未免得不償失。因此，不必緊盯著公司一時(shí)的表現(xiàn)。不妨利用這段時(shí)期，忽略短期贏利的壓力，嘗試開展一些平時(shí)難以啟動的大膽革新，讓公司在危機(jī)之后走得更遠(yuǎn)。

Making good out of the bad

But there appears to be a silver lining this cloud. As companies are normally scrutinised every quarter on their profitability, the pressure is always on to keep the numbers healthy. But at times like this, Porter says that the stock price and quarterly results actually don’t matter very much because nobody is going to look good. And trying to look a little better when everybody is bad doesn’t really get you much.

He adds that it is ironic that during such trying times that companies have the greatest flexibility to make unprecedented moves and investments that they would otherwise not have been able to do in more normal periods when they’re under more short-term scrutiny.

“At times like these, there’s a possibility to make moves that you could never dream of making before …We’ve got to see this for what it is. We’re going to have to understand that the rules of economics and competition are going to continue, and we’ve got to take advantage of this period to try to move our business forward.”