第二篇
作战篇

原文

孙子曰：凡①用兵之法②，驰车千驷，革车千乘，带甲十万，千里馈粮。则内外之费，宾客之用，胶漆之材，车甲之奉③，日费千金。然后十万之师举④矣。

其用战⑤也贵胜。久⑥则钝兵挫锐⑦，攻城则力屈⑧，久暴师⑨则国用不足。夫钝兵挫锐，屈力殚货，则诸侯乘其弊⑩而起，虽有智者，不能善其后矣。故兵闻拙速⑪，未睹巧之久⑫也。夫兵久而国利者，未之有也。故不尽知用兵之害者，则不能尽知用兵之利也。

善用兵者，役不再籍，粮不三载；取用于国，因粮于敌，故军食可足也。

国之贫于师⑬者远输，远输则百姓⑭贫。近于师者贵卖，贵卖则百姓财竭，财竭则急于丘役。力屈财殚，中原⑮内虚于家。百姓之费，十去其七；公家之费，破车罢马，甲胄矢弩，戟楯蔽橹，丘牛大车，十去其六。

故智将务食于敌。食敌一钟，当吾二十钟⑯；芑杆一石，当吾二十石。

故杀敌者，怒⑰也；取敌之利者，货⑱也。故车战，得车十乘以上，赏其先得者，而更其旌旗，车杂而乘之，卒善而养之，是谓胜敌而益强。

故兵贵胜，不贵久。

故知兵之将，生民之“司命⑲”，国家安危之主也。

注解

① 凡：概括来说，总体来说。《说文》：“凡，最括也。”凡本义为最大限度地囊括全部。

② 用兵之法：用兵作战的一般法则。法：法则。在《孙子兵法》中，凡带有“……之法”的，都是“……的法则”，如“谋攻之法”“攻城之法”“军争之法”“用众之法”。

③ 奉：补给。《说文》：“奉，承也。”奉本义为恭敬地接受，后引申为赐予、供给。

④ 举：出发，开拔。《说文》：“举，对举也。”举本意为两只手相向着举起，引申为出发、开拔。

⑤ 用战：实施战争，进行战争。“用战”特指“用兵”中的进行战争这个环节。如果说“用兵”相当于企业经营管理，则“用战”相当于企业经营管理中的业务运营管理。

⑥ 久：慢慢来，按部就班。《说文》：“久，以后灸之，象人两胫后有距也。”久本义为从背后进行针灸，字形像两腿后面保持距离，引申为慢慢来，循序渐进。

⑦ 钝兵挫锐：耗损兵器，挫伤士气。

⑧ 力屈：力量不足，力量消耗很大。《说文》：“屈，无尾也。”屈本义为鸟儿没有尾巴或尾巴很短，引申为短缺、缺乏。

⑨ 暴师：糟蹋、消耗军队。《说文》：“暴，晞也。”暴本义为照晒，引申为糟蹋、损坏。

⑩ 弊：人祸。《玉篇》：“弊，败也，坏也。”弊本义为人为造成的损坏，即人祸。

⑪ 拙速：粗笨但速度快。《说文》：“拙，不巧也。”拙本义为粗笨而不精巧。

⑫ 巧之久：精巧而按部就班。《说文》：“巧，技也。”巧本义为善巧的技能，引申为善巧、技巧高超。

⑬ 贫于师：国家财政因军队而减少。《说文》：“贫，财分少也。”贫本义为家产因众人分割而减少。

⑭ 百姓：贵族和百官。战国之前，百姓是对贵族的统称。战国之后，百姓为楚对平民的统称。汉以后，通称平民为百姓。

⑮ 中原：比较富裕的平原地区，泛指各家各户。

⑯ 钟：古时容量单位，一钟为六十四斗。

⑰ 怒：同仇敌忾，斗志高昂。

⑱ 货：奖赏。

⑲ 司命：神名，掌管人的生命的神。

译文

孙子说：概括来说，用兵作战的法则是，征调上千辆用于作战的轻型战车、上千辆用于运载军需物资的辎重车、十万名全副武装的士兵，还要向千里之外的战场征调和运送粮草，等等。相应地，就必须筹措用于后方与前线的经费、用于外交往来的经费、用于器材物资购置的经费、用于车辆盔甲补给的经费，等等。可见，战争的开销极为庞大。当如此庞大的战争经费基本筹措完毕以后，才可以下令十万大军奔赴前线。

用如此庞大的经费去进行一场战争，就与一场豪赌一样是绝对输不起的。如果战争推进速度迟缓，达不到预期的计划目标，就会使军队疲惫不堪，士兵斗志丧失；如果采取攻城的办法，就会导致军力枯竭；如果长时间消耗军力，就会给国家的财政带来危机。哎呀！部队疲惫不堪，士兵士气低落，国家军力不足，财政出现危机，诸侯列国就会乘着这一人为灾祸发兵攻打我们，到那个时候，纵然我们有智谋高超的文臣武将，也不能挽救失败的结局。因此，曾听说过用笨拙的方法速战速决的，却从未见过用精巧的方法按部就班的。用精巧的方法按部就班地用兵，是从来不会给国家带来好处的。因此，不能全面理解用兵作战给国家带来的灾祸的将帅，就不能全面地理解用兵作战给国家带来的好处。

善于用兵的将领，不会重复征集兵员，不会多次征集粮草；从国内征集军需，从敌国征集粮草，这样军队的粮草就会有充足的保障了。

国家财政经济因军队而遭受损耗，关键在于长途运输，因为长途运输将导致贵族和百官财物困顿。在集结军队的地方物价会暴涨，物价暴涨就会加速统治阶层的财物消耗，导致统治阶层财物匮乏。统治阶层财物匮乏，就会加紧向平民百姓征收赋税徭役，最终导致国力不足、财政枯竭，国内家家户户空虚贫乏。最后，贵族和百官的财物耗费了十分之七；诸侯王公的财物耗费达到十分之六，包括破损的车辆、损伤的马匹，以及耗用的铠甲、弓箭、剑戟、盾牌、防护器械、牛羊牲畜、各种车辆等。

因此，智谋超群的将帅，必须在敌国征集和解决粮草。食用敌国一钟粮食，相当于从本国征调二十钟粮食；消耗敌国一石草料，相当于从本国运送二十石草料。

因此，要消灭敌军，就要激励士兵的斗志；要抢夺敌军财物，就要给予士兵物质奖励。因此，车战中凡缴获敌方战车十辆以上的，就奖赏给最先缴获的将士，并把敌方的旗帜换成我方的旗帜，把敌方的士兵和我方的士兵混编在一起，并优待俘虏的敌方士兵。这样既战胜了敌人又壮大了自己。

因此，用兵作战贵在快速取胜，不宜旷日持久。

因此，精通用兵作战的将领，是民众生命的掌管者、国家安危的主宰者。

商业应用

如果我们审视一下世界上曾经发生过的重大战争、某些非重大战争、地区冲突，以及个人和团体间冲突，我们很容易就会发现导致上述战争与冲突的原因有四点。

导致战争和冲突的一个最常见的原因是“主义”。欧洲的许多重大战争就是以“主义”作为借口进行侵略、征服，以及给人们带来苦难的。一个典型案例就是发生在1095—1291年之间的基督教世界与穆斯林世界之间的宗教战争。这场战争持续的时间非常长。原因是什么呢?很简单的一个词：“主义”。这场战争以基督教的名义对抗伊斯兰教，战争始于1095年，持续了近200年，涉及基督教清洁派、胡斯派等教派，也涉及许多不同的教堂和时期。所有这些都源于信仰，宗教信仰。因此，“主义”一词具有宗教信仰的含义。思考得再深远些，我们就能观察到关于社会应如何运作及人们应如何成为社会一分子的信仰。正是这些信仰生成了明确的价值判断和可接受的行为规范。这些价值判断和可接受的行为规范决定了我们的行动。这方面的例子也不少。比如，第二次世界大战后由地缘政治紧张局势所引发的，以社会主义为代表的东欧国家和以资本主义为代表的西方集团之间的冷战，就显然是一场“主义”的冲突。

在基督教世界和穆斯林世界的宗教战争中，我们很容易发现导致战争和冲突的第二个原因：土地。发动上述战争的一个原因是地中海东部的基督徒试图收复失地——伊斯兰管辖下的圣城耶路撒冷。我们也很容易找到诸如此类的许多战争案例，包括第一次世界大战和第二次世界大战。事实上，世界上大部分的重大战争都不是为了收复失地，而是为了侵略尚未占领的土地。

发动战争的第三个明显的原因是为了争夺资源。这里的资源不仅涉及矿产、自然资源，也可以且应该包括货币、黄金和其他资产。国王、皇帝、教主和国家元首发动战争，其目的就是为了获得和控制资源，以满足他们的野心，以及进一步发展他们的国家。比如发生在19世纪末的美西战争。19世纪末，美国作为新兴资本主义国家，迫切需要开辟新的市场及原材料生产地。而此时，昔日强大的西班牙帝国已经衰落，其所辖的殖民地仅剩下古巴、波多黎各、菲律宾等少数几个。于是，美国决定夺取西班牙的这些殖民地，以便控制中美洲和加勒比地区，并取得向远东和亚洲进行经济扩展和政治扩张的基地。1898年，美西战争爆发。该战争共持续了一百多天，最终美国取得胜利，并从西班牙手中夺得古巴、波多黎各、菲律宾等殖民地，从而为美国的经济扩展和政治扩张创造了条件。

发动战争的第四个原因不易被觉察，即为女人而发动。在心理学和哲学中有一个理论叫作“男性战士”假说。该假说解释了球迷之间为了表现男子汉气概而相互打斗的足球流氓行为。这一假说也解释了为什么男性与男性的斗争是为了证明他们的男性优势。

在上述分析中，我们概述了发动战争的四个原因。下面我们讨论一下本篇在工商管理方面的应用。

现代公司首要的，甚至是唯一的目的就是增加股东的财富！这是金融和商科专业一年级的学生就懂得的道理。正是基于此，我们必须研究“发动战争”是怎么回事，并将其应用于商业和管理中。很明显，在商战中我们不是基于“主义”和宗教信仰，或为了女人而与其他企业发动战争的。至少这些不是商战中的常见原因。发动商战通常是为了争夺资源。这种资源竞争是驱动企业开拓进取以控制市场支配权和市场份额的动力来源。然而，其基本原则却和孙子所描述的一致。

任何企业都试图以增长为目标。这种增长可以通过市场份额、市场支配和资源控制来实现。最后一点应该被称作纵向整合，而前面的两点即所谓的横向整合。任何业务增长都有两种主要的可能性：一种是自然增长，另一种是通过收购实现增长。自然增长是一种自然手段，通过销售和收入的缓慢、稳步增长而实现。对于许多组织来说，这种增长方式太慢，而且往往相当艰苦。特别是看到其他竞争对手增长飞快并取得更多市场份额的时候。因此，我们采用第二种增长方式，即收购的方式。通过收购进行增长还不算是商战。我们可以采取善意收购或敌意收购等方式。在敌意收购的情况下，收购公司与目标公司之间就存在一场全面的战争。

我们必须明白，任何形式的敌意收购，其代价都是高昂的。它要求收购方要有充分的资源储备以完成这次收购任务。在这种情况下，孙子认为我们必须在前方和后方都做好设备和商品的准备，必须管理好整个收购过程，包括收购前、收购中和收购后。执行任何收购都是很昂贵的，即使它是一次善意收购。收购公司总是支付给目标公司更多的价值，这在商业文献，特别是金融类文献中有充分的提及和讨论。因此，如果有媒体透露说，B公司计划接管A公司，人们往往会争相购买A公司的股票，因为人们预计B公司愿意并准备支付给他们所要收购的公司一定的溢价。

这种现象完全符合孙子极力倡导的观点。持久战是消耗性的、昂贵的，会损害收购公司和目标公司的精力。事实上，根据孙子的观点，持久商战会削弱组织的实力，并使其财务状况恶化。这就是许多运行良好的组织需要建立和预备一种“战争基金”的关键原因之一。这种战争基金是组织专设的一种特殊基金，以防止不必要的接管或有足够的资金去主动收购。试想一下，某家公司财务状况良好且股市表现出色，当其股价相对较低时就有可能成为被收购的目标。在这场战争中，该公司就可以动用战争基金来购买自己的股票，抬高股价，从而避免敌对方的任何潜在收购。然而，必须指出的是，拥有大量现金、财富、资产和资源对于防备潜在收购来说并不一定是件好事。很多国家之所以遭受侵略正是因为它们拥有丰富的资源。同样，如果一家公司有大量的资源积累，它们将很可能成为其他公司收购的目标。一家公司可以通过收购一家优质公司获得其优质资源来扩大自己的业务。做好这种平衡是一位训练有素的首席财务官及其团队的工作。他们可以，也必须为公司寻求适当的平衡。对任何企业而言，企业资源的规划和分配都是其成功的关键。

资源的竞争和增长不仅仅局限在国内市场。我们在第一篇有关天和地的讨论中已经指出，在市场份额和市场增长方面我们面向的是全球市场，因此资源争夺已经延伸到全球市场。在这样的市场环境下，我们应该积极主动地寻找包括人力资源在内的本地资源，而不仅仅是获取市场份额和市场主导地位。因此我们必须承认这样的事实，即我们需要获得更多的本地人才和本地知识。其中还包括本地法律环境，在这一环境下，我们才能从事经营，也才能把事情做好。事实上，我们会看到许多在中国的外国企业也是把本土化作为主要运营原则的。这不仅关系到运营费用，还是一种生存手段。

“作战篇”最后提到，给员工提供良好的奖励和福利，尤其是高层管理团队。在商业上，我们称之为奖金和高管薪酬。有很多例子可以说明为什么许多企业给员工提供年终奖金。在许多金融公司，如香港银行会给其员工发放4—6个月的工资作为年终奖金。奖金不影响基本工资，而只是基于组织绩效和个人绩效来支付。这是一种激励员工的明智方式，因为它不影响基本成本结构，而是基于绩效提供奖励。对于高层管理团队来说，其高管薪酬往往要高出年薪很多，而且部分薪酬会以股权的形式支付。这是最佳的奖励和成果分享。

Business Application

If we look at all the major, or not so major, warfare in the world, conflicts in the region and amongst individuals and groups, we can easily summarize that there are four reasons why countries enter into warfare.

Without any order or any priority, one of the main reasons for war and conflict is “ism”．One can find plenty of examples of major warfare in Europe with the main reason for invasion, for conquering, for human suffering is under the pretext of an “ism”．One classic example is the War between the Christian world and the Muslin world, which lasted from 1095 to 1291．This is a prolonged period of warfare．What was the reason? One simple word—“ism”．In the name of Catechism versus Islamism, of course, it involves Catholicism,Christendom, Hussites, the Waidensians, many different churches and time periods．The extended war of two hundred years began in 1095, and it all started with beliefs, religious beliefs．So the word“ism”does imply to religious beliefs．Look no further or any deeper; we can see belief in how the society should operate and how people should be part of the social function．Responsibility creates definite ideas of value judgement and acceptable behaviour．These value judgements and acceptable behaviours define our actions．There are plenty of examples in this area as well．Look at the Cold War which was a state of geopolitical tension after the Second World War between powers of the Eastern Bloc, represented by socialism and the powers in the Western Bloc represented by capitalism; clearly this is a conflict of “ism”.

Using the example of the War between the Christian world and the Muslin world, we can easily identify the second reason for war and conflict．The second reason is land．One of the reasons of the war above was an effort to recover land, particularly the Holy City from Islamic rule．One can easily find many examples of such wars．This includes both World War I and World War II．In fact, most of the major wars in the world involve not only the recovering of land lost but to expand the territory that the aggressors do not have.

The third obvious reason for waging war is to fight for resources．Resources here involve not only minerals, natural resources but it can also, and should be, interpreted as money, gold and other assets．The kings, emperors, heads of churches and heads of state wage war so that they can acquire and control resources for the benefits of their ambitions, their country, and in the name of further development.For example, towards the end of the nineteen century, the United States, a newly developed capitalist society tried to acquire new market, market shares and resources as a way to expand their trading and political influence．At the same time, Spain was experiencing a decline in its power and influence; they were only able to hold on to territories such as Cuba, Porto Rico and the Philippines as their few remaining colonial states．The United States took advantage of that situation and started its war against the Spain in 1898．This war was designed by the United States to gain a foothold in Central America, the Caribbean and the Far East．The war lasted for about 100 days．The United States won against the Spain and thus gained control of those countries and territories and was able to expand both economically and political in those areas.

The fourth reason for waging war is a less obvious one．People and countries go to war because of women．In the psychology and philosophy lecture, there is something called the “Male Warrior Hypothesis”．This hypothesis explains the soccer hooligan behaviour that soccer fans fight each other for manly behaviour．This hypothesis explains why males fight against males to demonstrate their masculine superiority.

In the above analysis, we outlined the four reasons why countries and people wage war．This is an important way to setup and discuss our application to business and management.

The number one and perhaps the only objective of a modern corporation is to “Increase the Wealth of the Shareholders!”This is something we teach all first year students in finance and in business．It is on this basis, we have to examine how Waging War can be and should be applied to business and management．It is obvious that in business warfare, we do not wage war against another company based on“ism”, based on religious belief, or for women．At least these are not the reasons commonly cited in business warfare．The common reason for waging business warfare is to fight for resources．This competition for resources is what drives companies to expand and to move forward for controlling market domination and market share．However, the basic principles for waging war as outlined by Sunzi hold.

In any business enterprise, we try to set targets for growth and this growth can be done by simple market share, market domination, or control of resources．The last point should be referred to as vertical integration while the former aspects are what we referred to as horizontal integration．For any growth in business, we have two main possibilities．One is growth by organic means and the other is growth by acquisition．Organic growth is a natural means of growing the company by slow and steady increase in sales and revenue．For many organizations, this way of growing a company is too slow and often quite painful．Particularly, when one witnesses that other competitors are growing much faster and taking market share．So, we resolve on the second method of growth which is growth by acquisition．The growth by acquisition is nothing by business warfare．We can engage in methods such as friendly takeover or hostile takeover．In the case of hostile takeover, it is an allout war between the acquiring firm and the target firm.

In staging any kind of hostile takeover, we must understand that such action is expensive．It requires that the acquiring firm be well prepared in resources to complete the task．When Sunzi mentioned that we need to be well prepared both front and back, for equipment and commodities, we need to manage such takeovers before, during and after the takeover is carried out and after the takeover is completed．It is expensive to execute any takeover,even if it is a friendly takeover．It is well revealed and discussed in business literature,particular finance, that the acquiring firm always ends up paying more for the value of the target firm．Hence, if any news gets out to the media that Firm A is targeted to be taken over by Firm B, people often rush into buying the stocks of Firm A．It is expected that Firm B will be ready to pay a premium for the value of the company that they intend to acquire.

This phenomenon is totally in line with what Sunzi was trying to advocate．Long term warfare is exhausting, expensive and can damage the spirit of both the acquiring firm and the target firm．In fact, according to Sunzi, prolonged business warfare can make both organizations weaker and in a worse financial situation than before．This is one of the key reasons that many well run organizations need to set up a “war chest”to prepare for such attacks．This war chest is a special fund set up by the organization either to fend off unwanted takeover or enough money to take on an aggressive takeover attempt．Just imagine that when a certain company is doing well financially and in the stock market, but if the price of its stock traded in the open market place is relatively low, it will be a target for takeover．The money in the war chest can be used to purchase its own shares to push the price of the share up and thus avoid any potential takeover by a hostile suitor．However, it must be pointed out that having a lot of cash, money, assets and resources set aside for any potential takeover is not necessarily a good thing．Countries are invaded because they have a wealth of resources．In the same way, if a company has a lot of resources stashed away, they will become a target for takeover．The acquiring firm can acquire a wellendowed company and use such endowment to expand its own business．This is the job of a welltrained CFO and his team that they can and must do for the corporation to seek a proper balance．The planning and allocation of company resources is critical to the success of any company.

Competition for resources and growth is not limited to the domestic market alone．In the discussion of heaven and land, or earth, as outlined by Sunzi in Chapter 1, we are now confronted with a global market for market share and growth．This is where competition for resources is extended in the global market．In this market situation, one should be actively and aggressively seeking local resources which includes human resources and not just market share and market control．With that, we must be mindful of the fact that we need to acquire more local talents and local knowhow．This includes the local legal environment under which we will operate and under which we can perform and do well．In fact, we observe many foreign enterprises operating in China pushing for localization as a main operating principle of those organizations．It is a matter not only related to the cost of operation but a means of survival.

The final point mentioned in this chapter of Waging War, is the notion of providing good reward and compensation to the workers, particularly the senior management team．In business, we refer to this as bonus and executive compensation．One can find many examples of companies providing yearend bonuses to its workers．In many financial companies, like banks in Hong Kong, pay their workers a yearend bonus of up to 46 months worth of their salaries．The bonus does not affect the base salary but will be only paid out based on the performance of the organization and the performance of individual worker．This is a smart way of rewarding your worker for it does not affect the basic cost structure but provides rewards based on performance．For executive compensation, the compensation is often much more than the annual salary and some of the compensations will be paid in the form of ownership share．This is the ultimate of rewards and sharing of success.

案例

资源整合，成就行业龙头企业

摘要：在“作战篇”，孙子认为，战争耗费巨大，危险也巨大，即“久暴师则国用不足”。所以知兵之将，是那些善于把对手的资源转化为自己资源的人，即“因粮于敌”。本案例讲述乙公司如何把这一策略应用到现代企业管理上，通过资源整合，实现轻资产、灵活性、智慧化运营。

关键词：制造业、资源整合、基础管理