1930年代大(da)蕭條正卷土重(zhong)來(lai)？戰(zhan)略大(da)師、哈佛大(da)學(xue)教授邁克·波特(te)（Michael Porter）相信，當前正是許多公司邁向卓越的關鍵點——只要他們(men)能夠采取正確的戰(zhan)略。對此(ci)，他有(you)三點建(jian)議：

　　一、化壓力為動力。危機(ji)并非完(wan)全是一件壞事，它將促使公司重新審(shen)視并進一步明確自(zi)身的(de)長(chang)期戰略。

　　二、避免因小失大。給公司帶來災難的，往往不是危機本身，而是公司的臨危變陣。因為一項好的長期戰略，往往在幾年之后方可產生效果。比如，為了應對暫時杭州品牌策劃公司的(de)(de)銷售(shou)困境，一(yi)家定(ding)位高端(duan)的(de)(de)制造商貿然(ran)調低(di)售(shou)價，以迎合那些(xie)價格敏感型顧客，這無(wu)異于讓長(chang)期積累的(de)(de)品牌形象(xiang)毀于一(yi)旦(dan)。

　　三(san)、學習轉危(wei)為機。此時，你和你的(de)對手們股價(jia)或財務數(shu)據都不好看，以(yi)高昂(ang)的(de)代價(jia)換取(qu)一份好看的(de)財報，未(wei)免(mian)得不償失。因此，不必緊盯著公司一時的(de)表(biao)現。不妨利用這段時期，忽略短期贏利的(de)壓(ya)力，嘗(chang)試開展一些平時難以(yi)啟動的(de)大膽(dan)革新，讓公司在危(wei)機之后(hou)走(zou)得更遠。

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.”