第三篇
谋攻篇

原文

孙子曰：凡用兵之法，全①国为上，破②国次之；全军为上，破军次之；全旅为上，破旅次之；全卒为上，破卒次之；全伍为上，破伍次之。是故百战百胜，非善之善③者也；不战而屈④人之兵，善之善者也。

故上兵伐⑤谋⑥，其次伐交，其次伐兵，其下攻城。攻城之法为不得已。修橹轒輼，具器械，三月而后成；距堙，又三月而后已。将不胜其忿而蚁附之，杀士卒三分之一而城不拔者，此攻之灾也。

故善用兵者，屈人之兵而非战也，拔人之城而非攻也，毁人之国而非久也，必以全争于天下。故兵不顿⑦而利可全，此谋攻之法也。

故用兵之法，十则围之，五则攻之，倍则分之，敌则能战之，少则能逃之，不若则能避之。故小敌之坚，大敌之擒也。

夫将者，国之辅⑧也。辅周⑨则国必强，辅隙⑩则国必弱。

故君之所以患于军者三：不知军之不可以进而谓之进，不知军之不可以退而谓之退，是谓縻⑪军；不知三军之事而同三军之政者，则军士惑矣；不知三军之权而同⑫三军之任⑬，则军士疑矣。三军既惑且疑，则诸侯之难至矣。是谓乱军引胜。

故知胜有五：知可以战与不可以战者胜，识众寡之用者胜，上下同欲者胜，以虞⑭待不虞者胜，将能而君不御者胜。此五者，知胜之道也。

故曰：知彼知己，百战不殆；不知彼而知己，一胜一负；不知彼，不知己，每战必殆⑮。

注解

① 全：保全，使……不遭受损坏。《说文》：“全，完也。”全本义为完整、完全的意思。这里做动词，表示保全，使……不遭受损坏。

② 破：损坏，破坏。《说文》：“破，石碎也。”破本义为一个完整的石头碎裂成几块，引申为损坏。

③ 善之善：卓越而伟大的。《说文》：“善，吉也。”《玉篇》：“善，良也，佳也。”善本义为吉祥、优秀、满意。善之善，即超越了优秀，超越了满意，相当于卓越和伟大。

④ 屈：消耗，毁坏。

⑤ 伐：征伐，讨伐。《说文》：“伐，击也。”伐本义为砍，如砍杀、砍断，引申为挫败、战胜。

⑥ 谋：主意，打算。《说文》：“谋，虑难曰谋。”谋本义为讨论、筹划解决困难的办法，引申为主意。

⑦ 顿：挫伤，折坏。《说文》：“顿，下首也。”顿本义为以头叩地，引申为挫伤、折坏。

⑧ 辅：辅佐。《说文》：“辅，人颊骨也。”辅本义为人的上颌骨，与牙齿相互依存，后引申为下级对上级的支持和辅佐。

⑨ 周：周密。《说文》：“周，密也。”周本义为周密，周到而没有疏漏。

⑩ 隙：疏漏。《说文》：“隙，壁际孔也。”隙本义为墙壁相连处的孔，引申为疏漏。

⑪ 縻（mí）：束缚，牵制。《说文》：“縻，牛辔（pèi）也。”縻本义为驾驭牲口的嚼子和缰绳，引申为牵制。

⑫ 同：共同。《说文》：“同，合会也。”同本义为一同、共同。

⑬ 任：担任职务。《说文》：“任，符也。”任本义为委任状，引申为担任职务。

⑭ 虞：谋虑，防范。《说文》：“虞，驺虞，白虎黑文，尾长于身，仁兽，食自死之肉。”《广雅》：“虞，安也。”虞本义为古代汉族神话传说中的仁兽，在传说中它是一种虎身狮头、白毛黑纹、尾巴很长的动物。据说生性仁慈，连青草也不忍心践踏，不是自然死亡的生物不吃，引申为安全，用作动词，为谋虑、防范。

⑮ 殆：危险。《说文》：“殆，危也。”殆本义为危险。

译文

孙子说：概括来说，用兵的法则是，使国家得以保全为高级境界，使国家遭受破坏为次高级境界；使军队得以保全为高级境界，使军队遭受破坏为次高级境界；使旅团得以保全为高级境界，使旅团遭受破坏为次高级境界；使营连得以保全为高级境界，使营连遭受破坏为次高级境界；使班排得以保全为高级境界，使班排遭受破坏为次高级境界。所以，百战百胜，不是卓越而伟大的胜利；不通过战争而消耗敌人，才是卓越而伟大的胜利。

因此，用兵打仗的高级境界是挫败敌人的谋略，次高级境界是挫败敌人的外交，中级境界是挫败敌人的军队，低级境界才是攻打敌人的城池。

攻打城池是不得已而采取的办法。修建攻城的车辆，准备攻城的武器，需要耗费三个月的时间；构筑攻城的工事，又要耗费三个月的时间。将帅如果控制不住愤怒的情绪，下令士兵们蜂拥而上攀爬城墙，伤亡了三分之一的士兵，城却还未攻下来，那就是攻城带来的灾难呀！

因此，善于用兵的将领，不经由打仗就能消灭敌人，不经由攻城就能夺取城池，不经由久战就能毁灭敌国，必须在保全自己的情况下争胜于天下。所以，不损耗军力就能取得圆满的结果，这就是谋划进攻的法则。

因此，用兵打仗，当我方兵力十倍于敌人时就包围他，五倍于敌人时就进攻他，两倍于敌人时就分散他，相当于敌人时就防守他，不如敌人时就摆脱他。军队力量弱小而死打硬拼，只会被力量强大的一方制服擒获。

将领是国家的辅佐。将领辅佐得周密，国家必然强盛；将领辅佐得疏忽，国家必然衰落。

国君危害军队的情形有三种：不清楚军队不能进军而命令军队进军，不清楚军队不能后撤而命令军队后撤，这叫作牵制军队；不清楚军队事务而参与军队行政管理，将士们就会迷茫；不清楚军队临机权变而直接插手指挥，将士们就会疑惑。将士们既迷茫又疑惑，诸侯列国就会趁机对我们发难。这就叫作扰乱我方军队而让敌方军队获胜。

因此，预知胜利有五项原则：懂得在什么时机下可以开战、什么时机下不可以开战的军队能够获胜；懂得如何做好兵力配置的军队能够获胜；做到君臣上下同心同德的军队能够获胜；提前做好战备的军队能够获胜；将帅具备智信仁勇严五德而国君不加干预的军队能够获胜。这就是预知胜利的五项原则。

所以说，对敌人了如指掌，对自己亦了如指掌，百次作战都不会有危险；不能对敌人了如指掌，只对自己了如指掌，则胜负各半；既不能对敌人了如指掌，也不能对自己了如指掌，每次作战都很危险。

商业应用

毋庸置疑，《孙子兵法》最有名的一句话就在本篇，即：“知彼知己，百战不殆。”其下文是：“不知彼而知己，一胜一负；不知彼不知己，每战必殆。”甚至连毛泽东也引用“知彼知己，百战不殆”这句话，说它是“颠簸不破的真理”。事实上，这一真理不仅适用于任何战争、任何对抗，也适用于任何竞争和任何商业活动。

在当今这个信息技术时代，充分研究和掌握企业当下的经营状况和商业对手当下的业务活动是至关重要的。在研究对手的方法时，从虚假信息中区分出真实信息至关重要。在商业领域，进攻战略的应用着重于企业兼并、并购、市场拓展、资源获取、金融资本竞争、人力资本、新技术研发等。但这个概念包罗万象，并没有仅仅局限于企业兼并。

因为信息爆炸，我们能够从印刷媒体、互联网、多媒体资源等渠道获得信息。问题是这些信息是否可靠和值得信赖。错误信息和虚假信息也是一种进攻策略，是一种迷惑、误导敌人和对手的手段。更具体地说，这可以作为一种非常有效的心理战手段去捕获对手的内心。用孙子的话说：“上兵伐谋，其次伐交，其次伐兵，其下攻城。”在各种手段和方法中，“伐兵”和“攻城”都是极为昂贵的，也是非常耗费资源的。

在商业中，可以用很多方式来实施心理战。在企业环境中，散布虚假信息或错误信息当然是不道德的，还很有可能是非法的；但质疑竞争对手声明的合法性或真实性却是道德的、合法的。这两种方法有很大的不同；第一种是非法的，第二种是合法的。如果对竞争对手的质疑一再地被提及，这将引起消费者、供应商和其他竞争者的关注。这种压力可能会对竞争对手的运营和生存造成不利影响。

当竞争对手公司弱小或者问题缠身时，我们下一步该采取什么行动去征服它呢？根据孙子的智慧，我们必须在必要的时候采取外交手段、战略手段战胜他们。无论我们采取外交手段、和平策略手段，还是敌意收购，这些都应该被视为进攻行动。当然，这些进攻行动可进一步分为善意的进攻行动和恶意的进攻性兼并。

在我们采取任何进攻行动之前，我们必须首先问自己，进攻的目的何在？是为了拓展市场份额还是为了扩大市场影响力？这是一个横向整合吗？如果是这样，我们必须遵照孙子的教导，保全竞争对手公司。如果我们必须撤销其运营，也应该在收购以后或进攻行动完成以后再撤销。这种思路也应当运用于纵向整合的情景下，即如果我们准备收购供应链或者市场渠道，我们必须保持其原有运作的正常进行。这是实现我们预期的投入产出比的最佳方法。

自《孙子兵法》问世以来，世事已多变迁。但是进攻行动作为商业运营的一个元素，仍然与当下的进攻性商业环境密切相关。那就是“占领与毁灭”。我们可以在商业领域发现很多这种案例。以医药行业为例，当某一大型医药公司认定一个较小的公司或者一群科学家致力于某个过程或产品的研发，而该过程或产品会侵犯其运营或部分侵犯其长期收益时，他们会采取进攻行动，如购买或者提供基金去支持其工作，以期最开始就完全控制他们的知识产权、他们的成长，甚至他们的生存。这几乎就像是占领与毁灭，即占领和掠夺最好的部分，以便让最有用的部分为自己所用。

这类商业实践在IT（信息技术）行业的表现更为深刻、明显和激烈。在IT行业，利基项目的开发与应用非常普遍。这种开发可以由小部分有才华的人来完成。这种群体的实际规模有所不同，少则几个人，多则上千人。这种组织在市场上非常敏锐，经常会发现一些我们认为非常有用的或者涉及共同爱好和共同需要的应用程序。大型IT企业往往搞不出这种利基项目，如IBM、Google（谷歌）、Facebook（脸谱网），不胜枚举。一旦这些大公司认定了某个利基公司，就会积极地买下它们，完整地得到它们，以便使竞争最小化，并把任何有用的程序集成到完全属于其自身的开发计划中。

与军事进攻策略所包括的征服、接管和合并有所不同，在商业进攻策略方面，除了征服、接管和合并外，我们也可以复制。在医药行业中有许多关于复制的有趣案例。如我们所知，品牌药物公司花费数亿美元用以研发新药物来克服某种疾病威胁。由于他们在研发、市场营销和推广方面开支巨大，政府允许他们拥有该药物的专利权，以及一定年限的生产专有权。毫无疑问，所有这些药物的售价都很高。可以理解，这种基于研发、市场营销和推广成本，以及在有限时间内收回成本并获得一定收益等要求的高价格是合理的。一旦专利到期，所有普通药物厂家将转过来生产相同或类似产品，虽然名称不同但成分非常接近。通常情况下，所有通用药物的售价仅仅是品牌产品售价的一小部分。道理很简单，普通药物厂家不必承担任何研发成本，只承担很低的营销成本。对于普通药物厂家来说，这是一种有关复制的进攻策略。原药物厂家几乎无法抵御这种入侵，其唯一资源是在专利到期时降低成本，以使其他普通药物厂家破产。这是一种典型的缓慢而被动复制的案例，也是一种非常有效的进攻策略。

在商业进攻策略中也存在有积极意义的复制。如果A公司在产品市场上看到B公司非常棒的一种产品，A公司会积极开发类似产品来维持其市场份额和市场优势。这方面的一个经典案例发生在1970年的消费视频研发领域。电子产业巨头索尼公司使用自己的特有技术和磁带尺寸，开发出了BETA视频机。毫无疑问，BETA视频机是一款很棒的产品，得到许多专业人士，包括电视节目制作人员的青睐。这是因为它的高品质和易用性。另一家电子巨头——松下也意识到消费视频是一种潮流，受到众多消费者的喜爱，就很快开发出VHS（家用录像系统）模式和磁带尺寸。

这是一种有积极意义的复制。那么，谁在这场战争中获胜了？松下获胜了，而索尼损失很大并很快退出了视频市场。这究竟是什么原因呢？松下赢得了这次进攻，因为它遵循了孙子所倡导的“知彼知己”的进攻战略，即掌握了索尼的弱点。索尼研发出了很棒的产品，但它想控制技术并想成为独家的BETA机生产商。松下针对这个机会点，准许其他消费电子公司生产VHS机。结果很明显，VHS模式取胜，尽管从技术角度看BETA视频机更棒，却最终被挤出了市场。

Business Application

Without any doubt, the most famous quotation in the entire book of The Art of War is embedded in the every paragraph of this chapter．The saying, “… knowing ourselves and knowing our opponents will guarantee success every time…”goes on to say that, “… knowing only ourselves but not our opponents will only guarantee half a chance of winning all the battles, and knowing neither ourselves nor our opponents will definitely lose all the battle…”Even Chairman Mao Zedong used the quote of “… knowing ourselves and knowing our opponents will guarantee success every time”．In fact, this statement can be applied to all and any warfare, any confrontation, any competition and any business endeavour.

In this age of Information Technology, it is vitally critical to fully study and understand the current business situation and the current business affairs of business opponents．To separate what is real from what is not essential in our approach to understanding our opponents．The application of Offensive Strategy in the context of business is geared towards business takeover, merger and acquisition, market expansion, resource acquisition,competition for finance capital, human capital, new technology, and research and development．This is an allinclusive concept and is not narrowly defined or limited to business takeover.

With information explosion, we can acquire information from printed media, from the internet and from all sources of multimedia．The question is whether such information is reliable and trust worthy．Misinformation and fake information is a form of offensive strategy as well．This is a means to confuse and mislead our enemies and opponents．More specifically, it can be used as a powerful way to engage in psychological warfare to capture the minds and the souls of our enemies．In the words of Sunzi, it is better to engage in psychological warfare to conquer our enemies than to engage in physical warfare．Physical warfare is more expensive and more consuming in resources in every means and every sense of the way.

In business, the deployment of psychological warfare can come in many different forms．Deployment of fake information or false information in the corporate environment is,of course, immoral, and perhaps, illegal．But to question the legitimacy or the truthfulness of your opponents claims is morally and legally acceptable．However, there is a big difference between the two approaches．The first approach being unlawful and the second is not．If the question of doubt is raised time and time again, it will begin to sink into the minds of our consumers, suppliers and other competitors．Such pressure can be detrimental to the operation and perhaps, survival of our targeted firms.

When our targeted firm is weak or hurt, what is our next move to capture said firm? In accordance to Sunzi and this is also where the wisdom of Sunzi comes in．We need to use diplomacy, strategy and dismantle our targeted firms if needed．Whether we use diplomacy or strategy for peaceful or hostile takeover, all these should be considered as offense moves．Of course, these offensive moves can be further divided into friendly offensive moves or aggravated offensive takeover.

Before we engage in any offensive moves, we must first and foremost ask ourselves the purpose of such offensive moves．Is it for expanding our market share or to expand our market influence? Is this a horizontal expansion? If it is, then according to the teachings of Sunzi, we must keep our targeted firm in its totality．If we need to dismantle part of the operation, we should do that only after the takeover and the offensive actions are completed．Such philosophy should also be applied in the case of vertical integration．That is, if we intend to take over the supply chain or the market channels, we must keep the original operation intact．This is the most cost effective way of achieving our intended objective.

Much has changed since Sunzi wrote his book but for business operation there is one element of the offensive move which is still very relevant to the current environment of offensive business strategy．This is “capture and destroy”．We can find many examples in business．Take the pharmaceutical industry as an example．Time and time again, when a certain large pharmaceutical company identifies a smaller company or groups of scientists engaged in the development of a process or a product that will infringe on their operation and in particular their long term profitability, they will take an offensive move and buy up or provide funding to support their work with the ultimate objective of controlling their intellectual property, their growth or their survival at the very early stage．This is almost like“capture and destroy”or capture and choose the best, useful parts and keep that part for our own use.

This kind of business practise is even more profound, obvious and fierce in the IT industry．The development of niche programs and applications is very common．Such development can be carried out by a small group of talented individuals．Actual size of such groups can vary and it could start with as few as a few individuals and grow into tens of hundreds in members．Such groups are very nimble in the market place and often find some applications that we will find to be very useful or deal with a common interest or a common need．Such developments are not often captured by large IT enterprises．We can find many examples of large IT companies like IBM, Google, Facebook and the list goes on and on．When such companies identify any such niche companies, they will aggressively pursue them．Acquire them in whole to minimize competition and integrate any useful programs into their overall development program.

Unlike military offensive strategy which involves conquer, take over and amalgamate．In offensive strategy for business, apart from conquer, take over and amalgamate, we can also replicate．For replication can cite many interesting examples in the pharmaceutical industry．As we know, brand name drug companies spend hundreds of millions of dollars in research and development in coming up with new drugs to deal with different disease treatments．For their spending in research and development and marketing and promotion,they are granted the proprietorial right of owning the patent and the exclusive right to produce the medication for a given number of years．Without any doubt, all those medications are sold at a very high price．Understandably, these high prices are justified on the grounds of the cost of research and development, the marketing and promotion cost and the limited time duration to recapture their cost and make a profit．Once the patent is expired,the generic manufacturers jump in to produce the same or a very similar product by a different name but using very similar ingredients．Normally, all the generic medications are sold at a fraction of the price of the brand name product．Very simply, the generic manufacturers do not have to incur any research and development cost and minimum marketing cost．For the generic manufacturers, this is an offensive strategy involving replication．For the original drug manufacturers, it is virtually impossible to defend themselves from such invasion．The only recourse for the original drug manufacturers is to reduce cost around the time that their patents are to be expired as to fend off the generic manufacturers．This is a classic example of slow and reactive replication, a very effective offensive strategy.

There is also the aggressive replication in the offensive strategy in business．If Company A sees an excellent product in the market produced by Company B, Company A can aggressively develop a similar product to protect their market share and market dominance．A classic example in this respect is the development of consumer video in 1970．Sony, the electronics giant, came up with the BETA video machine with its unique technology and tape size．Without any doubt, BETA was an excellent product and was used by many professionals including television program production．This is due to its high quality and ease of use．Panasonic, another electronics giant, realized that consumer video was the current trend enjoyed by many consumers．It came up very quickly with the VHS format machine and tape size.

This is a form of aggressive replication．So, who won in this war? It was Panasonic．Sony lost big and was quickly displaced in the video market．The interesting point question is, why? Panasonic won in this offensive war because it followed the offensive strategy advocated by Sunzis Offensive Strategy by understanding the weakness of Sony．Sony had a great product but Sony wanted to control the technology and wanted to be the exclusive producer of the BETA machine．Panasonic seized the opportunity and allowed other consumer electronic companies to produce VHS machines．The outcome was obvious．VHS won and took over the video format and BETA, a far better machine from the technology point of view, was squeezed out.

案例

知彼知己，打造行业领导品牌

摘要：在“谋攻篇”，孙子提出“知彼知己，百战不殆”。很多人纳闷，孙子为什么要把“知彼”放在前面？其实，“知彼”和“知己”是相辅相成的。当我们不知彼的时候，我们可能会失去“知己”的参照物，因而也难以“知己”。本案例论述身处偏远落后地区的丙公司，通过“知彼”，即对行业形势进行全面分析，对行业竞争对手、行业标杆企业进行对比研究，更加“知己”，更加自信，从而确立了打造行业领导品牌的战略目标。后经过公司多年奋斗，实现了这一战略目标。

关键词：道路交通、战略、品牌