ng the problems of the organization.
Mintzberg认为，规划并不能预见所有可能发生的事情。然而，如果一个组织依靠其战略来指导其进行变革，那么它可能依赖于准备好的解决方案。这可能导致缺乏创造性思维，难以解决组织的问题。
The positioning school is different from other schools, it also known as an analytical process. According to the positioning school, in contrast with the design school and planning school, there are only a few key strategies or positions in the market place, which is economic and competitive, while there are no limits to strategies in other schools. The key concept of this school is adaptable to find a position that it thinks best withstand the pressure from the existing as well as potential competitors (Minztberg et al, 2009). Positioning school is focus on the selection of position in the market.
定位学派不同于其他学派，它也被称为一种分析过程。根据定位学派的说法，与设计学派和规划学派相比，市场上只有少数几个关键战略或职位，具有经济性和竞争力，而其他学派的战略没有限制。这所学校的关键概念是能够找到一个它认为最能承受现有和潜在竞争对手压力的位置。定位学派注重在市场中的定位选择。
The process of formulating and implementing strategies goes through several different phases. The generic positions are selected based upon analytical calculations carried out by the analysts who are of vital importance to the process of strategy construction. The analysts pass the results of their calculations onto the respective managers who then officially control any further choices made and a strategy is then articulated and implemented.
制定和执行战略的过程经历了几个不同的阶段。一般职位的选择是基于对战略构建过程至关重要的分析师进行的分析计算。分析师将计算结果传递给各自的管理者，然后由管理者正式控制所做的任何进一步选择，然后制定并实施战略。
For example, Microsoft began by launching Xbox 360 into the market in 2001. A company therefore need to have competitive advantage in its new machine to persuade customers of rival products to change. Xbox 360 was trying to gain market share in the computer game market than its main rivals, Sony and Nintendo. By offering the best video graphics, plays game on-line, more accessories and superior performance. Microsoft has been success into a new position, evidently they making a lot profit on Xbox it has become a popular gaming console today.
例如，微软于2001年开始向市场推出Xbox 360。因此，一家公司需要在其新机器上拥有竞争优势，以说服竞争对手产品的客户改变。Xbox 360试图在电脑游戏市场上获得比其主要竞争对手索尼和任天堂更大的市场份额。通过提供最好的视频图形，在线玩游戏，更多的配件和卓越的性能。微软已经成功地进入了一个新的位置，显然他们在Xbox上赚了很多钱——它已经成为当今流行的游戏机。
Strategies that follow this school are supported by the development of several different models. Firstly, the Boston Consulting Group (BCG) matrix that concentrate the market position of different products. Secondly, the experience curve and the Profit Impact of Market Strategies model which identifies the number of strategy variables. There is also Porter’s model of Competitive Advantage (1985) which highlights the five different forces in an organisation’s environment which influence competition. However, Porter’s five forces model is only suitable in a stable market. This would be useless to a positioning analyst working in an unstable industry as it would be impossible to tell who has what market share.
遵循这所学校的策略得到了几个不同模式的发展的支持。首先，波士顿咨询集团矩阵集中了不同产品的市场地位。其次，经验曲线和市场策略的利润影响模型确定了策略变量的数量。还有波特的竞争优势模型，该模型强调了组织环境中影响竞争的五种不同力量。然而，波特的五力模型只适用于稳定的市场。这对于在不稳定行业工作的定位分析师来说是无用的，因为不可能判断谁拥有多大的市场份额。
In his 1985 book, Porter introduced a framework he called the value chain. It suggests that a firm can be disaggregated into primary and support activities. Primary activities are directly involved in the flow of product to customer. Support activities exist to support primary activities. Firms achieve profit margins based on how the value chain is managed. The value chain helps to identify sources of strategic advantage and an organization achieve profit based on how the value chain is managed.
在1985年出版的书中，波特介绍了一个他称之为价值链的框架。它表明，企业可以分为初级活动和辅助活动。主要活动直接涉及产品流向客户的过程。支持活动的存在是为了支持主要活动。企业根据价值链的管理方式实现利润率。价值链有助于确定战略优势的来源，并使组织根据价值链的管理方式实现利润。
Strategies developed under this school are generic, specifically common, identifiable positions in the marketplace. In addition, when compared with other schools, it is less highlight on political effects, such as internal and external on the strategy formation in an organization. In addition, this school closely
