卧龙国际知识经济研究院
OK 知识经济网 www.ok2003.net 邮箱ok@ok.org.cn 0411-4324208
1
OK 策划书系之一：,OK 策划决策模式,
,OK 策划决策模式,：世界商务策划师联合会的专用教材
,OK 策划决策模式,：中国策划界人士取得 WBSA 商务策划师
个人认证的必读书
WBSA 即世界商务策划师联合会，是世界策划决策的权威机构
本书作者史宪文教授是中国唯一一位世界商务策划师联合会轮值主席
电子版制作：大连卧龙商务策划管理咨询有限公司 周涛
免费浏览网站,OK 知识经济网 www.ok2003.net
WBSA 世界策联中国官方网站,www.wbsa.com.cn
卧龙国际知识经济研究院
OK 知识经济网 www.ok2003.net 邮箱ok@ok.org.cn 0411-4324208
2
敬请关注——
OK 策划书系之二：,OK 策划论,
“现代策划理论的奠基性著作”
世界商务策划师联合会轮值主席史宪文教授著作于 2003 年 3 月。
免费浏览网站,OK 知识经济网 www.ok2003.net
OK 策划书系之三：,策划：改变你生涯命运的 OK 故事,
“一座标志人类思维革命的里程碑”
世界商务策划师联合会轮值主席 史宪文教授著作，中国经济出版社出版于 2003 年 12 月。
免费浏览网站,OK 知识经济网 www.ok2003.net
卧龙国际知识经济研究院
OK 知识经济网 www.ok2003.net 邮箱ok@ok.org.cn 0411-4324208
3
OK 策划书系之四：,策划：引爆你大脑深处财富的 OK 故事》即将于
2004 年 4 月间出版。
之三侧重“人本”内容……；之四侧重“资本”内容……
——————————————————————————————————
OK忠告
无论是靠人情,
还是靠特权所得到的,
都远不及市场送给你的
真实、可信、可靠。
卧龙国际知识经济研究院
OK 知识经济网 www.ok2003.net 邮箱ok@ok.org.cn 0411-4324208
4
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全国统一零售价：1280 元/台。
电话：0411-4324028
OK 知识经济网上收听发明人的讲座,www.ok2003.net
邮箱,ok@ok.org.cn
OK策划仪·赞
她是使你心明眼亮的工艺品,
她是煽动你灵魂深处的鹅毛扇,
她是你竞争于市场乱处的指南针,
她是促使你大器早成的生涯助推器。
她，使你全面、准确、深入，看世界痴情,
她，使你自爱、自信、自强，看自己上瘾,
她，使你超然、决然、自然，面对手泰然,
她，使你得法、有道、升境界，一叶知秋，一往知前。
把她带给孩子是心灵钥匙,
把她留给自己是秘密武器,
把她赠送给朋友是不断的含金真情,
把她介绍给客户是绿色的积德累利,
把她融入社会是永续的创新、永久的进步，永久的追求,
把她融入生活是永恒的希望、永丰的收成、永远不退休！
1
OK 策策划划决决策策模模式式
史宪文 著
2
OK 忠告
＿＿
无论是靠人情，还是靠特权所得到的东西，都远不及市场送给你的真实、可靠、可信。
3
OK 的身世
OK 是英文中最简单最常用的一个词,OK 模式也是追求使策划这一复杂神秘的思维过程变得最简单，因为商务决策者都很忙，复杂的理论看不进去，只有简单到一目了然才行，才容易掌握，才能有可能被常用。
OK 的含义是“好”“行”“棒”的意思，人们行商过程中，有两种情况习惯用 OK，一种是想通了时说“OK！”，
另一种是做通了时说“OK！”,OK 模式是寄希望于决策者能够想通，能够经常 OK。
OK 的造型与 OK 模式的抽象模型十分相近，所以 OK 成了这个策划决策模式的冠名符号。
4
OK10 原则
O1 原则,决策是始终围绕着决策对象，在一个由决策目标和若干决策点构成的逻辑环上进行反复思维的过程。
O2 原则,在决策思维过程中，策划决策者始终本着“为达到一定的决策目标，使用最少最省的决策点；利用一定的决策点，实现最有价值的决策目标”的方针，来决定决策目标与决策点的取舍和排序。
K1 原则,策划是正确性判断与优势性创新的统一体，没有正确判断基础的创新是盲目冒险，没有优势创新的正确则有墨守成规的危险。
K2 原则,改变决策对象的物质性、利益性、信息性和时间性是策划的四个创新的理念线索。
L1 原则,对于决策者来说，经验是固定资产，知识是递延资产，信息是流动资金，思维方法是无形资产。
L2 原则,要坚实地站在由科技、文化、经济和政治信息构成的决策基础上去策划。
OK1 原则,要忘记一切无关事务和排除一切枝节干扰，
沿着新的环路反复推导求证，形成推理案。
5
OK2 原则,要忘记一切专有名词和专业术语，忠实地使用实施者喜闻乐见的语言，不厌其烦地把推理案变成决策案，并口诀成纲便于首长记住与传达，并突出要点便于管理者深入与分解。
OK3 原则,要忘记所有的辩证法，一步一回首、步步为营、阶段划章、部门划节、字句到人地把决策案变成执行案。
OKOK 原则,OK 模式的决策目标是建立一个全方位的策划决策工具箱，它的决策点有四个，即一模三库；一模是 OK 模式，是理论建构；第一库是商理库，内存各种商务的特别逻辑；第二库是定理库，内存古今中外经典策划决策案例；第三库是推理库，内存与定理同脉相连，
又有所改造、发展、完善的典型案例。
6
目 录
OK 忠告
OK 的身世
OK10 原则
自序
OK 模式导读
第一部 策划与决策
1,决策与管理 ··········· 3
null 厂长与水果王的对话 ············································· 3
null 诸葛亮·司马懿·下岗职工 ································· 5
null 经营·决策·管理——一母两子 ························· 7
2,决策与判断 ··········· 9
null 有权力说出大家都知道的逻辑 ····························· 9
null 有资格引用昨天的正确 ······································· 10
null 有渠道仿效别人的成功轨迹 ······························· 11
null 有胆量两利相权取其重 ······································· 12
null 决策是正确性的判断 ··········································· 13
3,决策与策划 ··········· 14
null 当你一无所有的时候 ··········································· 14
null 威胁会给你至高无上的创新权力 ······················· 15
null 失败往往是两次 ·················································· 16
null 向马太献礼是人的本性 ······································· 17
null 策划是优势性创新 ··············································· 17
null 正确性与创新性是决策的两个基本点 ··············· 18
7
null 策划领域与对象 ·················································· 19
4,策划论文 ············ 21
null 论文一 倾斜只需重一克 ··································· 21
null 论文二 领先只需半步多 ··································· 23
null 论文三 月球上没人 ··········································· 25
null 论文四 策划五不是 ··········································· 27
第二部 OK原理
1,OK 模型 ············ 35
null 一个充满天机的模型 ··········································· 35
null 独立策划商 ·························································· 37
null 投机商 ·································································· 43
null 投资商 ·································································· 46
null 连锁商 ·································································· 50
2,关于 O ············· 53
null 思维环路——决策目标·决策点·决策环 ········ 53
null 思维往返——正环与反环 ··································· 55
null 思维网路——交环与选环 ··································· 57
null 思维体系——决策环系 ······································· 60
null 思维原则——变环与环变 ··································· 63
null 思维萌芽——残环 ··············································· 66
3,关于 L·············· 68
null 决策基因的成分构成 ··········································· 68
null 经验 ······································································ 69
null 知识 ······································································ 71
null 信息 ······································································ 73
8
null 思维方法 ······························································ 75
null 决策基础 ······························································ 76
4,关于 K ············· 80
null 判断功能 ······························································ 81
null 创新功能 ······························································ 84
5,OK 主导过程 ·········· 92
第三部 OK处方
1,没有 OK ············ 97
null 处方 1 自杀是自愿的——无错原则 ················ 97
null 处方 2 你还有不用权的权力——无辜原则 ····· 98
null 处方 3 让今天的危机去找明天跳舞去吧！
——无患原则 ····································· 100
2,没有 K 的 OK ········ 103
null 处方 4 用凤尾做鸡头——跟随原则 ·············· 103
null 处方 5 用祖宗的秘方没错——继承原则 ······· 105
null 处方 6 近路不如熟路——勤奋原则 ·············· 106
3,没有 O 的 OK ········ 109
null 处方 7 险路或许不是条死路——闯荡原则 ··· 109
null 处方 8 既使是乱哄哄地前进也比有秩序地停滞好
——不停原则 ····································· 111
null 处方 9 只要是更好的就采用——改进原则 ··· 112
4,OK 不 OK ·········· 115
null 处方 10 不要错把现实当长远
——防近视原则 ······························· 115
9
null 处方 11 罂栗之美不可沾
——防习惯原则 ······························· 117
null 处方 12 恢恢天网一般不漏
——防唯利原则 ······························· 119
5,OK 再 OK ·········· 121
null 处方 13 一箭多雕之射要万无一失
——保重点原则 ······························· 121
null 处方 14 用伏笔把成功连接起来
——再成功原则 ······························· 122
null 处方 15 助人如助己，双赢至上
——借成功原则 ······························· 124
第四部 OK应用
1,OK 与企业创业 ······· 131
2,OK 与企业诊断 ······· 134
3,OK 与企业管理 ······· 138
4,OK 与企业发展 ······· 142
5,OK 与企划部门建设 ····· 146
6,OK 与企业决策管理 ····· 150
第五部 OK法式
1．商理 ―― 精辟的逻辑 ····· 157
null OK 法式与策划决策人进步 ······························ 157
null 商理规范 ···························································· 160
例1 交友资产论 ···············································161
10
例2,产品（服务）——市场,组合论 ··········164
例3 大机遇理论 ···············································198
例4 海外风险资本试占中国市场的第一步建议 ··205
2,定理――源头案例 ······ 211
例1 本顿低值投资定理 ···································213
例2 洛克菲勒王牌牵动项目运作定理 ············215
例3 尤伯罗斯分解融资定理 ····························218
例4 可口可乐特许权嫁接生态定理 ················221
例5 福特成本倒推管理定理 ····························225
3,推论――典型同脉案例 ··· 229
例1 本顿低值投资定理
赫希洪股市投资推论 ·······························231
例2 本顿低值投资定理
陈玉书工艺品投资推论 ···························233
例3 洛克菲勒王牌牵动项目运作定理
王志刚碧桂园地产运作推论 ···················234
例4 洛克菲勒王牌牵动项目运作定理
史宪文绿城观光农业运作推论 ···············237
例5 尤伯罗斯分解融资定理
钟华生地产分解融资推论 ·······················240
例6 福特成本倒推管理定理
邯钢成本倒推管理推论 ···························242
第六部 OK资本论
1．资本的概念 ·········· 247
null 资本 ···································································· 247
11
null 注册资本 ···························································· 254
null 资本的数量与质量 ············································· 259
2．资本的生长 ·········· 268
null 资本生长基 ························································ 268
null 资本生长规律 ···················································· 274
3．资本的位移 ·········· 284
null 资本的环内位移 ················································ 284
null 资本的环外位移 ················································ 286
null 资本的侵略性 ···················································· 292
第七部 OK公司论
1．公司生态 ··········· 297
null 公司的界与接点 ················································ 297
null 公司的体与型 ···················································· 302
2．公司战略 ··········· 310
null 战略 ···································································· 310
null 专业化 ································································ 313
null 公司战略转型 ···················································· 322
null 多元化 ································································ 326
null 公司多元关联度 ················································ 332
第八部 OK经营论
1．选项 ·············· 338
2．融资 ·············· 346
null 股权融资 ···························································· 346
null 招商融资 ···························································· 352
12
null 贷、借款融资 ···················································· 355
null 其他融资 ···························································· 362
3．选用人 ············ 364
4．管理 ·············· 374
null 制度原则 ···························································· 374
null 组织机构 ···························································· 380
null 工资与职工待遇 ················································ 383
null 其他 ···································································· 385
5．市场营销 ··········· 390
null 营销前的准备工作 ············································· 391
null 广告 ···································································· 397
null 营销体制 ···························································· 401
null 促销手段 ···························································· 408
第九部 商务策划师实务
1．外在表现与内在素质 ····· 416
null 外在表现 ···························································· 416
null 各种来源 ···························································· 423
null 内在素质 ···························································· 426
2．知识结构 ··········· 430
3．创新技法 ··········· 438
null 功能组合法 ························································ 438
null 分解招商法 ························································ 440
null 瞬间补缺法 ························································ 441
null 王牌创造法 ························································ 445
13
null 顺势取利法 ························································ 449
null 小品大市法 ························································ 452
null 以利换位法 ························································ 456
4．执业事项 ··········· 459
null 作为公司职务的商务策划师 ····························· 459
null 作为社会职务的商务策划师 ····························· 461
5．策划定价 ··········· 465
6．策划协议 ··········· 473
7．职业自律 ··········· 477
第十部 OK 模式与你 ······ 483
1,OK 模式使用 ········· 483
null 作为策划决策者 ················································ 483
null 作为策划决策的知识资本拥有者 ····················· 483
null 作为谈判者 ························································ 484
null 作为一名人事主管 ············································· 485
null 作为一名行政主管 ············································· 485
null 作为财务主管 ···················································· 485
null 作为一位刚参加工作的学生 ····························· 486
null 作为理论工作者 ················································ 486
2,OK 模式问答 ············································ 487
null 从 OK 看政府 ····················································· 487
null 从 OK 看品牌 ··················································· 491
null 从 OK 看专利 ····················································· 493
null 从 OK 看人力资源 ············································· 495
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null 从 OK 看企业兼并 ············································· 497
null 从 OK 看策划 ····················································· 499
null 从 OK 看 OK ···················································· 501
第十一部 WBSA认证规范 ·············· ···· 501
1,中国企业联合会管理咨询委员会有关规定 ········································································ 501
2,中国首届商务策划师工作会议
························································································ 505
3,WBSA 个人认证规范 ························ 508
附录：WBSA 商务策划师认证申请表 ······················ 560
15
自 序
真的需要有一个商务策划决策模式！
没有模式,知识也会失去控制。 在爆炸式扩张的知识经济时代，
如此多的策划决策理论、经验、案例、创意，如果没有一个模式做为货架把它们装起来，真到用时，就难以找到它们了。
没有模式，历史难以告诉未来。如果不是为了未来，就不会热衷历史，如些多的事件、经过、举措千姿百态，如果没有一个模式把它们抽象出来，要想放眼未来，真的很眼花。
没有模式，何以简单到可以大量复制？金子是高贵的，比金子更高贵的是点石成金的办法，如此多的人物、环境与条件的组合复杂多变，如果没有一个模式把它们简单地表达出来，要想急着不拘一格降“金匠,，非得千年等一回不可。
经济学有模式，从现象到理论，从理论到图形，从图形到操作机器，到今天，把一个十分复杂的供求经脉培植成一只“看不见的手”；政治学有模式，付出了血与铁的代价，革命不断到如今，沉淀出了两三个统治秩序供人类试选；管理学也有模式，以致于它的操作规范可以突破一道道国界，连锁复制，它的思维规范可以用
MBA 教育传播……。
并不是所有的应用性知识都具备模式化条件。
商务策划决策完全必要且可以有自己的模式。一切领域的规律都会爬到哲学这座思维的最高峰，在那里它们汇合，又从那里“摆渡”到别的领域，人类的历史是一个策划决策的过程，政治、军事、
科技等更成熟领域里的策划决策模式，可以“摆渡”到商务领域，
成为各种商务策划决策模式的启迪。在不算短的商务历史中，充满
16
了各种各样的创造，也不乏举世闻名的壮举，那些大小、来源、内容不同的创意，不时地出现惊人相似的一幕幕，它们要商务策划决策模式给个说法。人们一直在不停地努力创造策划决策的模式，成就甚丰：把政治计谋和军事战法向商务策划决策“摆渡”，以至于在商战前后企业主经常先扮演一会儿古今中外名君名相，把西方市场经济先行国的商务策划决策经典实行“改革开放”，对照、摹仿、
赶超，以至于普通的事业者也习惯于在自己决策节目中插入人家的广告；把 20 年中国改革开放经济中涌现的策划决策高人视为神明，
人们爱他们，因为一本万利的发家速度可能性已被他们证明――根据是自信之母；人们恨他们，因为有限的市场大机遇往往只奖励给第一位猎人――同路是冤家；人们最终要尊重他们，爱是需要的最强音，恨也是一种格外需要的方式，因为做为要发展的人及其永远也离不开的商务，不创造行吗？
OK 策划决策模式是一个为策划决策服务的知识框架,它可以把各种对于策划决策有价值的知识装在里面，且存储与取出都十分方便。
OK 策划决策模式也可做为总结与抽象商务策划决策规律的工具，它可以把各种策划决策的经验和案例进行有机地分析，抽象出思维构造，从而为策划决策建构了一座平台。
OK 策划决策模式又是一个简单的知识载体，运用 OK 模式，可以循序渐进地培养和造就普通人成为策划决策型人才，从而把教育变得简单易行。
OK 模式是作者充分总结了前人的理论、经验和案例，通过长期的策划决策实践，总结出的思维模式。这个模式是开放的，许多分支的原理系列需要广大同仁去丰富，围绕着模式的应用与推广，还要建立一个大型的数据库做为背景。本书只是模式中的基础部分，
17
对原理丰富和数据库营建只提出了方向性意见和初步示范。
策划决策领域的权威机构――世界商务策划师联合会（WBSA）
拟把 OK 模式确定为在策划业推广的主导教材之一，支持商务策划师以 OK 模式为创作平台，丰富发展 OK 模式，支持中国区以 OK 模式为指导建立 WBSA 策划决策数据库，进而形成商务策划决策全面可持续发展的生态环境。
OK 只不过是一个模式，只不过是一个人写出来的模式，您若喜欢它，就尽情地批判它，它的错误肯定不少。
在OK 模式的开发过程中，得到了海内外专家、学者和朋友的多方面帮助或资助，他们是澳大利亚 AVONDALE 大学教授 Keith
Howson 博士、美国 PEPPERDINE 大学教授 David Hitchin 博士、新西兰 CANTEBURY 大学教授 Bob Hamilton 博士,南非 PORT ELIZABETH
大学高级讲师 Lynette Louw 女士,英国 EDINBURGH 大学高级讲师 Ian
McDonald 博士、美国 CONNECTICUT 大学 Alok Gupta 教授、马来西亚 SAINS 大学教授 Juhary Ali 博士、中国管理科学研究院院长田夫教授、首任中国国家专利局局长武 衡院士、大连长兴岛经济开发区管委会主任徐学章先生、大连长兴葡萄酒有限公司总裁王贵玉先生、
大连北大信息文化发展有限公司总经理于广威先生、负责本书编辑的谢云华女士和周涛先生，对于他们的宝贵支持我深表谢意。
史 宪 文
二 000 年十一月八日
OK 知识经济网 www.ok2003.net 邮箱ok@ok.org.cn 0411-4324208
1
OK 策划书系之一：,OK 策划决策模式,
,OK 策划决策模式,：世界商务策划师联合会的专用教材
,OK 策划决策模式,：中国策划界人士取得 WBSA 商务策划师
个人认证的必读书
WBSA 即世界商务策划师联合会，是世界策划决策的权威机构
本书作者史宪文教授是中国唯一一位世界商务策划师联合会轮值主席
电子版制作：大连卧龙商务策划管理咨询有限公司 周涛
免费浏览网站,OK 知识经济网 www.ok2003.net
WBSA 世界策联中国官方网站,www.wbsa.com.cn
卧龙国际知识经济研究院
OK 知识经济网 www.ok2003.net 邮箱ok@ok.org.cn 0411-4324208
2
敬请关注——
OK 策划书系之二：,OK 策划论,
“现代策划理论的奠基性著作”
世界商务策划师联合会轮值主席史宪文教授著作于 2003 年 3 月。
免费浏览网站,OK 知识经济网 www.ok2003.net
OK 策划书系之三：,策划：改变你生涯命运的 OK 故事,
“一座标志人类思维革命的里程碑”
世界商务策划师联合会轮值主席 史宪文教授著作，中国经济出版社出版于 2003 年 12 月。
免费浏览网站,OK 知识经济网 www.ok2003.net
卧龙国际知识经济研究院
OK 知识经济网 www.ok2003.net 邮箱ok@ok.org.cn 0411-4324208
3
OK 策划书系之四：,策划：引爆你大脑深处财富的 OK 故事》即将于
2004 年 4 月间出版。
之三侧重“人本”内容……；之四侧重“资本”内容……
——————————————————————————————————
OK忠告
无论是靠人情,
还是靠特权所得到的,
都远不及市场送给你的
真实、可信、可靠。
卧龙国际知识经济研究院
OK 知识经济网 www.ok2003.net 邮箱ok@ok.org.cn 0411-4324208
4
广告版——
人类第一台策划专利仪器——OK 策划仪（2003-1 型）热卖中。
全国统一零售价：1280 元/台。
电话：0411-4324028
OK 知识经济网上收听发明人的讲座,www.ok2003.net
邮箱,ok@ok.org.cn
OK策划仪·赞
她是使你心明眼亮的工艺品,
她是煽动你灵魂深处的鹅毛扇,
她是你竞争于市场乱处的指南针,
她是促使你大器早成的生涯助推器。
她，使你全面、准确、深入，看世界痴情,
她，使你自爱、自信、自强，看自己上瘾,
她，使你超然、决然、自然，面对手泰然,
她，使你得法、有道、升境界，一叶知秋，一往知前。
把她带给孩子是心灵钥匙,
把她留给自己是秘密武器,
把她赠送给朋友是不断的含金真情,
把她介绍给客户是绿色的积德累利,
把她融入社会是永续的创新、永久的进步，永久的追求,
把她融入生活是永恒的希望、永丰的收成、永远不退休！
1
OK 策策划划决决策策模模式式
史宪文 著
2
OK 忠告
＿＿
无论是靠人情，还是靠特权所得到的东西，都远不及市场送给你的真实、可靠、可信。
3
OK 的身世
OK 是英文中最简单最常用的一个词,OK 模式也是追求使策划这一复杂神秘的思维过程变得最简单，因为商务决策者都很忙，复杂的理论看不进去，只有简单到一目了然才行，才容易掌握，才能有可能被常用。
OK 的含义是“好”“行”“棒”的意思，人们行商过程中，有两种情况习惯用 OK，一种是想通了时说“OK！”，
另一种是做通了时说“OK！”,OK 模式是寄希望于决策者能够想通，能够经常 OK。
OK 的造型与 OK 模式的抽象模型十分相近，所以 OK 成了这个策划决策模式的冠名符号。
4
OK10 原则
O1 原则,决策是始终围绕着决策对象，在一个由决策目标和若干决策点构成的逻辑环上进行反复思维的过程。
O2 原则,在决策思维过程中，策划决策者始终本着“为达到一定的决策目标，使用最少最省的决策点；利用一定的决策点，实现最有价值的决策目标”的方针，来决定决策目标与决策点的取舍和排序。
K1 原则,策划是正确性判断与优势性创新的统一体，没有正确判断基础的创新是盲目冒险，没有优势创新的正确则有墨守成规的危险。
K2 原则,改变决策对象的物质性、利益性、信息性和时间性是策划的四个创新的理念线索。
L1 原则,对于决策者来说，经验是固定资产，知识是递延资产，信息是流动资金，思维方法是无形资产。
L2 原则,要坚实地站在由科技、文化、经济和政治信息构成的决策基础上去策划。
OK1 原则,要忘记一切无关事务和排除一切枝节干扰，
沿着新的环路反复推导求证，形成推理案。
5
OK2 原则,要忘记一切专有名词和专业术语，忠实地使用实施者喜闻乐见的语言，不厌其烦地把推理案变成决策案，并口诀成纲便于首长记住与传达，并突出要点便于管理者深入与分解。
OK3 原则,要忘记所有的辩证法，一步一回首、步步为营、阶段划章、部门划节、字句到人地把决策案变成执行案。
OKOK 原则,OK 模式的决策目标是建立一个全方位的策划决策工具箱，它的决策点有四个，即一模三库；一模是 OK 模式，是理论建构；第一库是商理库，内存各种商务的特别逻辑；第二库是定理库，内存古今中外经典策划决策案例；第三库是推理库，内存与定理同脉相连，
又有所改造、发展、完善的典型案例。
6
目 录
OK 忠告
OK 的身世
OK10 原则
自序
OK 模式导读
第一部 策划与决策
1,决策与管理 ··········· 3
null 厂长与水果王的对话 ············································· 3
null 诸葛亮·司马懿·下岗职工 ································· 5
null 经营·决策·管理——一母两子 ························· 7
2,决策与判断 ··········· 9
null 有权力说出大家都知道的逻辑 ····························· 9
null 有资格引用昨天的正确 ······································· 10
null 有渠道仿效别人的成功轨迹 ······························· 11
null 有胆量两利相权取其重 ······································· 12
null 决策是正确性的判断 ··········································· 13
3,决策与策划 ··········· 14
null 当你一无所有的时候 ··········································· 14
null 威胁会给你至高无上的创新权力 ······················· 15
null 失败往往是两次 ·················································· 16
null 向马太献礼是人的本性 ······································· 17
null 策划是优势性创新 ··············································· 17
null 正确性与创新性是决策的两个基本点 ··············· 18
7
null 策划领域与对象 ·················································· 19
4,策划论文 ············ 21
null 论文一 倾斜只需重一克 ··································· 21
null 论文二 领先只需半步多 ··································· 23
null 论文三 月球上没人 ··········································· 25
null 论文四 策划五不是 ··········································· 27
第二部 OK原理
1,OK 模型 ············ 35
null 一个充满天机的模型 ··········································· 35
null 独立策划商 ·························································· 37
null 投机商 ·································································· 43
null 投资商 ·································································· 46
null 连锁商 ·································································· 50
2,关于 O ············· 53
null 思维环路——决策目标·决策点·决策环 ········ 53
null 思维往返——正环与反环 ··································· 55
null 思维网路——交环与选环 ··································· 57
null 思维体系——决策环系 ······································· 60
null 思维原则——变环与环变 ··································· 63
null 思维萌芽——残环 ··············································· 66
3,关于 L·············· 68
null 决策基因的成分构成 ··········································· 68
null 经验 ······································································ 69
null 知识 ······································································ 71
null 信息 ······································································ 73
8
null 思维方法 ······························································ 75
null 决策基础 ······························································ 76
4,关于 K ············· 80
null 判断功能 ······························································ 81
null 创新功能 ······························································ 84
5,OK 主导过程 ·········· 92
第三部 OK处方
1,没有 OK ············ 97
null 处方 1 自杀是自愿的——无错原则 ················ 97
null 处方 2 你还有不用权的权力——无辜原则 ····· 98
null 处方 3 让今天的危机去找明天跳舞去吧！
——无患原则 ····································· 100
2,没有 K 的 OK ········ 103
null 处方 4 用凤尾做鸡头——跟随原则 ·············· 103
null 处方 5 用祖宗的秘方没错——继承原则 ······· 105
null 处方 6 近路不如熟路——勤奋原则 ·············· 106
3,没有 O 的 OK ········ 109
null 处方 7 险路或许不是条死路——闯荡原则 ··· 109
null 处方 8 既使是乱哄哄地前进也比有秩序地停滞好
——不停原则 ····································· 111
null 处方 9 只要是更好的就采用——改进原则 ··· 112
4,OK 不 OK ·········· 115
null 处方 10 不要错把现实当长远
——防近视原则 ······························· 115
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null 处方 11 罂栗之美不可沾
——防习惯原则 ······························· 117
null 处方 12 恢恢天网一般不漏
——防唯利原则 ······························· 119
5,OK 再 OK ·········· 121
null 处方 13 一箭多雕之射要万无一失
——保重点原则 ······························· 121
null 处方 14 用伏笔把成功连接起来
——再成功原则 ······························· 122
null 处方 15 助人如助己，双赢至上
——借成功原则 ······························· 124
第四部 OK应用
1,OK 与企业创业 ······· 131
2,OK 与企业诊断 ······· 134
3,OK 与企业管理 ······· 138
4,OK 与企业发展 ······· 142
5,OK 与企划部门建设 ····· 146
6,OK 与企业决策管理 ····· 150
第五部 OK法式
1．商理 ―― 精辟的逻辑 ····· 157
null OK 法式与策划决策人进步 ······························ 157
null 商理规范 ···························································· 160
例1 交友资产论 ···············································161
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例2,产品（服务）——市场,组合论 ··········164
例3 大机遇理论 ···············································198
例4 海外风险资本试占中国市场的第一步建议 ··205
2,定理――源头案例 ······ 211
例1 本顿低值投资定理 ···································213
例2 洛克菲勒王牌牵动项目运作定理 ············215
例3 尤伯罗斯分解融资定理 ····························218
例4 可口可乐特许权嫁接生态定理 ················221
例5 福特成本倒推管理定理 ····························225
3,推论――典型同脉案例 ··· 229
例1 本顿低值投资定理
赫希洪股市投资推论 ·······························231
例2 本顿低值投资定理
陈玉书工艺品投资推论 ···························233
例3 洛克菲勒王牌牵动项目运作定理
王志刚碧桂园地产运作推论 ···················234
例4 洛克菲勒王牌牵动项目运作定理
史宪文绿城观光农业运作推论 ···············237
例5 尤伯罗斯分解融资定理
钟华生地产分解融资推论 ·······················240
例6 福特成本倒推管理定理
邯钢成本倒推管理推论 ···························242
第六部 OK资本论
1．资本的概念 ·········· 247
null 资本 ···································································· 247
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null 注册资本 ···························································· 254
null 资本的数量与质量 ············································· 259
2．资本的生长 ·········· 268
null 资本生长基 ························································ 268
null 资本生长规律 ···················································· 274
3．资本的位移 ·········· 284
null 资本的环内位移 ················································ 284
null 资本的环外位移 ················································ 286
null 资本的侵略性 ···················································· 292
第七部 OK公司论
1．公司生态 ··········· 297
null 公司的界与接点 ················································ 297
null 公司的体与型 ···················································· 302
2．公司战略 ··········· 310
null 战略 ···································································· 310
null 专业化 ································································ 313
null 公司战略转型 ···················································· 322
null 多元化 ································································ 326
null 公司多元关联度 ················································ 332
第八部 OK经营论
1．选项 ·············· 338
2．融资 ·············· 346
null 股权融资 ···························································· 346
null 招商融资 ···························································· 352
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null 贷、借款融资 ···················································· 355
null 其他融资 ···························································· 362
3．选用人 ············ 364
4．管理 ·············· 374
null 制度原则 ···························································· 374
null 组织机构 ···························································· 380
null 工资与职工待遇 ················································ 383
null 其他 ···································································· 385
5．市场营销 ··········· 390
null 营销前的准备工作 ············································· 391
null 广告 ···································································· 397
null 营销体制 ···························································· 401
null 促销手段 ···························································· 408
第九部 商务策划师实务
1．外在表现与内在素质 ····· 416
null 外在表现 ···························································· 416
null 各种来源 ···························································· 423
null 内在素质 ···························································· 426
2．知识结构 ··········· 430
3．创新技法 ··········· 438
null 功能组合法 ························································ 438
null 分解招商法 ························································ 440
null 瞬间补缺法 ························································ 441
null 王牌创造法 ························································ 445
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null 顺势取利法 ························································ 449
null 小品大市法 ························································ 452
null 以利换位法 ························································ 456
4．执业事项 ··········· 459
null 作为公司职务的商务策划师 ····························· 459
null 作为社会职务的商务策划师 ····························· 461
5．策划定价 ··········· 465
6．策划协议 ··········· 473
7．职业自律 ··········· 477
第十部 OK 模式与你 ······ 483
1,OK 模式使用 ········· 483
null 作为策划决策者 ················································ 483
null 作为策划决策的知识资本拥有者 ····················· 483
null 作为谈判者 ························································ 484
null 作为一名人事主管 ············································· 485
null 作为一名行政主管 ············································· 485
null 作为财务主管 ···················································· 485
null 作为一位刚参加工作的学生 ····························· 486
null 作为理论工作者 ················································ 486
2,OK 模式问答 ············································ 487
null 从 OK 看政府 ····················································· 487
null 从 OK 看品牌 ··················································· 491
null 从 OK 看专利 ····················································· 493
null 从 OK 看人力资源 ············································· 495
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null 从 OK 看企业兼并 ············································· 497
null 从 OK 看策划 ····················································· 499
null 从 OK 看 OK ···················································· 501
第十一部 WBSA认证规范 ·············· ···· 501
1,中国企业联合会管理咨询委员会有关规定 ········································································ 501
2,中国首届商务策划师工作会议
························································································ 505
3,WBSA 个人认证规范 ························ 508
附录：WBSA 商务策划师认证申请表 ······················ 560
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自 序
真的需要有一个商务策划决策模式！
没有模式,知识也会失去控制。 在爆炸式扩张的知识经济时代，
如此多的策划决策理论、经验、案例、创意，如果没有一个模式做为货架把它们装起来，真到用时，就难以找到它们了。
没有模式，历史难以告诉未来。如果不是为了未来，就不会热衷历史，如些多的事件、经过、举措千姿百态，如果没有一个模式把它们抽象出来，要想放眼未来，真的很眼花。
没有模式，何以简单到可以大量复制？金子是高贵的，比金子更高贵的是点石成金的办法，如此多的人物、环境与条件的组合复杂多变，如果没有一个模式把它们简单地表达出来，要想急着不拘一格降“金匠,，非得千年等一回不可。
经济学有模式，从现象到理论，从理论到图形，从图形到操作机器，到今天，把一个十分复杂的供求经脉培植成一只“看不见的手”；政治学有模式，付出了血与铁的代价，革命不断到如今，沉淀出了两三个统治秩序供人类试选；管理学也有模式，以致于它的操作规范可以突破一道道国界，连锁复制，它的思维规范可以用
MBA 教育传播……。
并不是所有的应用性知识都具备模式化条件。
商务策划决策完全必要且可以有自己的模式。一切领域的规律都会爬到哲学这座思维的最高峰，在那里它们汇合，又从那里“摆渡”到别的领域，人类的历史是一个策划决策的过程，政治、军事、
科技等更成熟领域里的策划决策模式，可以“摆渡”到商务领域，
成为各种商务策划决策模式的启迪。在不算短的商务历史中，充满
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了各种各样的创造，也不乏举世闻名的壮举，那些大小、来源、内容不同的创意，不时地出现惊人相似的一幕幕，它们要商务策划决策模式给个说法。人们一直在不停地努力创造策划决策的模式，成就甚丰：把政治计谋和军事战法向商务策划决策“摆渡”，以至于在商战前后企业主经常先扮演一会儿古今中外名君名相，把西方市场经济先行国的商务策划决策经典实行“改革开放”，对照、摹仿、
赶超，以至于普通的事业者也习惯于在自己决策节目中插入人家的广告；把 20 年中国改革开放经济中涌现的策划决策高人视为神明，
人们爱他们，因为一本万利的发家速度可能性已被他们证明――根据是自信之母；人们恨他们，因为有限的市场大机遇往往只奖励给第一位猎人――同路是冤家；人们最终要尊重他们，爱是需要的最强音，恨也是一种格外需要的方式，因为做为要发展的人及其永远也离不开的商务，不创造行吗？
OK 策划决策模式是一个为策划决策服务的知识框架,它可以把各种对于策划决策有价值的知识装在里面，且存储与取出都十分方便。
OK 策划决策模式也可做为总结与抽象商务策划决策规律的工具，它可以把各种策划决策的经验和案例进行有机地分析，抽象出思维构造，从而为策划决策建构了一座平台。
OK 策划决策模式又是一个简单的知识载体，运用 OK 模式，可以循序渐进地培养和造就普通人成为策划决策型人才，从而把教育变得简单易行。
OK 模式是作者充分总结了前人的理论、经验和案例，通过长期的策划决策实践，总结出的思维模式。这个模式是开放的，许多分支的原理系列需要广大同仁去丰富，围绕着模式的应用与推广，还要建立一个大型的数据库做为背景。本书只是模式中的基础部分，
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对原理丰富和数据库营建只提出了方向性意见和初步示范。
策划决策领域的权威机构――世界商务策划师联合会（WBSA）
拟把 OK 模式确定为在策划业推广的主导教材之一，支持商务策划师以 OK 模式为创作平台，丰富发展 OK 模式，支持中国区以 OK 模式为指导建立 WBSA 策划决策数据库，进而形成商务策划决策全面可持续发展的生态环境。
OK 只不过是一个模式，只不过是一个人写出来的模式，您若喜欢它，就尽情地批判它，它的错误肯定不少。
在OK 模式的开发过程中，得到了海内外专家、学者和朋友的多方面帮助或资助，他们是澳大利亚 AVONDALE 大学教授 Keith
Howson 博士、美国 PEPPERDINE 大学教授 David Hitchin 博士、新西兰 CANTEBURY 大学教授 Bob Hamilton 博士,南非 PORT ELIZABETH
大学高级讲师 Lynette Louw 女士,英国 EDINBURGH 大学高级讲师 Ian
McDonald 博士、美国 CONNECTICUT 大学 Alok Gupta 教授、马来西亚 SAINS 大学教授 Juhary Ali 博士、中国管理科学研究院院长田夫教授、首任中国国家专利局局长武 衡院士、大连长兴岛经济开发区管委会主任徐学章先生、大连长兴葡萄酒有限公司总裁王贵玉先生、
大连北大信息文化发展有限公司总经理于广威先生、负责本书编辑的谢云华女士和周涛先生，对于他们的宝贵支持我深表谢意。
史 宪 文
二 000 年十一月八日
