具體描述
內容提要
這是一部全麵結閤案例分析和案例練習來闡述戰略管理的基本理論、培養學生戰
略管理的基本技能和方法的教材。全書共分五部分十章。第一部分（共兩章）闡述戰
略管理的基本概念、理論和在實踐中的運用和發展，同時引入一個案例，該案例貫穿
全書，在每章之後都有以此案例為基礎的一組練習。第二部分（共四章）闡述戰略的
製訂過程，主要包括企業使命、環境評價和戰略抉擇。第三部分（共兩章）主要論述
戰略執行過程中所涉及到的各種管理問題和職能部門的協同作用問題。第四部分（共
一章）闡述如何對戰略進行評價和控製。第五部分（共一章）探索全球化戰略問題。
全書內容極為豐富，基本涵蓋瞭有關戰略管理的主要問題，特彆適宜於進行案例
教學。前言部分介紹瞭進行案例分析的方法和進行案例分析的有關軟件附錄部分提
供瞭38個最新案例（1995－1997年），這些案例覆蓋十幾個行業和不同規模、性質的公
司和組織；為使學生更好地進行分析，還特彆提供瞭有關行業的背景資料。就這一點
來說，它具有其他同類教科書所沒有的優點。該書可作為我國工商管理碩士的教材，
也可供廣大管理丁作者參考。
這本《戰略管理》戰略管理（第六版）全書為讀者提供瞭一份係統而深入的學習資源，全麵貫通瞭戰略管理領域的重要理論與實踐內容。它以紮實的學術背景和實際應用結閤的方式，幫助讀者在復雜多變的商業環境中理解和運用戰略思維。書中的內容結構清晰，從基礎概念到高級戰略分析層次逐步展開，每一章都經過精心設計，以便讀者能夠係統地掌握相關知識點。 全書內容涵蓋瞭戰略規劃、競爭環境分析、組織行為及管理實踐等多個核心主題。作者深入探討瞭市場環境的變化、資源配置的重要性以及如何通過戰略決策實現長期利益最大化。這不僅為學習者提供瞭理論框架，還結閤瞭大量現實案例，使得抽象的概念更易於理解和應用。書中特彆強調瞭全球化背景下企業需麵對的挑戰與機遇，通過具體分析幫助讀者培養靈活應對能力。 此外，戰略管理這一領域涉及諸多實用工具和方法，如SWOT分析、PEST分析以及情境分析等，這些內容經過精益處理，便於讀者在實際工作中靈活應用。書中還注重強調思維的轉變與創新能力的培養，通過案例研究與理論結閤，激發讀者對戰略管理深層次認知的興趣。 整體而言，這本書不僅是一篇戰略學習資料，更是一個全麵的思考引導工具。它為希望在企業管理、學術研究或商業發展中提升自身素質的讀者提供瞭堅實的基礎和持久的參考。書中內容豐富，邏輯清晰，深受專業學者與從業者青睞，適閤各年級和職業背景的學習者共同藉鑒。 作者通過嚴謹的研究與精細的錶述，使讀者能夠在閱讀過程中不斷擴展自己的知識邊界，並結閤實際工作生效。書中對戰略管理復雜性的把握，體現瞭作者對行業內學術潮流的高度敏感性，同時也為讀者提供瞭未來職業發展的清晰方嚮。 這本書不僅關注理論的深化，更注重實踐的指導，是任何緻求卓越的戰略管理專業人士和愛好者不可或缺的一冊學習參考。通過係統學習，讀者將能夠更好地理解企業戰略的核心要素，並在實際操作中靈活應用所學知識，從而提升自身競爭力與決策水平。
作者簡介
目錄資訊
PREFACE
INTRODUCTION
HOW TO ANALYZE A BUSINESS POLICY CASE
WHAT IS A BUSINESS POLICY CASE?
GUIDELINES FOR PREPARING CASE ANALYSES
The Need for Practicality ?The Need for
Justification ?The Need for Realism
?The Need for Specificity ?TheNeedfor
Originality ?The Need to Contribute
PREPARING A CASE FOR CLASS DlSCUSSlON
The Case Method Versus Lecture Approach
?The Cross-Examination
PREPARING A WRITTEN CASE ANALYSIS
The Executive Summary ?The Comprehensive
Written Analysis ?Steps in Preparing a
Comprehensive Written Analysis
MAKING AN ORAL PRESENTATION
Organizing the Presentation ?Controlling Your
Voice ?Managing Body Language
?Speaking from Notes ?Constructing Visual
Aids ?Answering Questions
FlFTY TlPS FOR SUCCESS IN CASE ANALYSIS
INSTRUCTIONS FOR USING THE STRATEGY
FORMULATORWD CASEANALYST
SOFTWARE
Making a Backup Copy of the Diskettes
THE STRATEGY FORMULATOR SOFTWARE
The Structure and Function of Strategy Formulator
?Getting Started ?The Save and Load
Routines ?The Print Routine
THE CASEANALYSTSOFTWARE
Contents of the Diskette
PART 1
OVERVIEW OF STRATEGIC
MANAGEMENT
CHAPTER
THE NATURE OF STRATEGIC MANAGEMEINT
WHAT Is STRATEGIC MANAGEMENT?
Defining Strategic Management ?Stages of
Strategic Management ?Integrating Intuition and
Analysis ?Adapting to Change
KEY TERMS IN STRATEGIC MANAGEMENT
Strategists ?Mission Statements ?Extemal
Opportunities and Threats ?Intemal Strengths
and Weaknesses ?Long-Term Objectives
?Strategies ?Annual Objectives Policies
THE STRATEGIC-MANAGEMENT MOOEL
BENEFiTS OF STRATEGIC MANAGEMENT
Financiai Benefits ?Nonfinancial Benefits
BUSINESS ETHICS AND STRATEGIC
MANAGEMENT
COMPARING BUSINESS AND MlLITARY STRATEGY
THE COHESION CASE AND EXPERIENTIAL
EXERCISES
The Cohesion Case: Hershey Foods Corporation--
1996
Experiential Exercise lA
Strategy Analysis for Hershey Foods
Experiential Exercise IB
Developing a Code of Business Ethics for Hershey
Foods
Experiential Exercise IC
The Ethics of Spying on Competitors
Experiential Exercise ID
Strategic Planning for My University
Experiential Exercise lE
Strategic PIanning at a Local Company
CHAPTER 2
STRATEGIES IN ACTION
TYPES OF STRATEGIES
INTEGRATION STRATEGIES
Forward Integration ?Backward Integration
?Horizontal Integration
INTENSIVE STRATEGIES
Market Penetration ?Market Development
?Product Development
DlVERSIFICATION STRATEGIES
Concentric Diversification ?Horizontal
Diversification ?Conglomerate
Diversification
DEFENSIVE STRATEGIES
Joint Venture ?Retrenchment ?Divestiture
?Liquidation ?Combination
GUIOELINES FOR PURSUING STRATEGIES
MERGERS AND LEVERAGED BUYOUTS
Leveraged Buyouts (LBOs)
MlCHAEL PORTER'S GENERIC STRATEGIES
Cost Leadership Strategies ?Differentiation
Strategies ?Focus Strategies ?The Value
Chain ?The Competitive Advantage of
Nations
STRATEGIC MANAGEMENT IN NONPROPIT
GOVERNMENTAL ORGANIZATIONS
Educational Institutions ?Medical
Organizations ?Govemmental Agencies and
Departments
STRATEGIC MANAGEMENT IN SMALL FlRMS
EXPERIENTIAL EXERCISE 2A
WHAT HAPPENED AT HERSHEY FOODS IN
1997?
EXPERIENTIAL EXERCISE 2B
EXAMINING STRATEGY ARTICLES
EXPERIENTIAL EXERCISE 2C
CLASSIFYING 1996 STRATEGIES
EXPERIENTIAL EXERCISE 2D
STRATEGIC MANAGEMENT AT THE DYNAMIC
COMPUTER COMPANY
EXPERIENTIAL EXERCISE 2E
HOW RlSKY ARE VARIOUS ALTERNATIVE
STRATEGIES?
EXPERIENTIAL EXERCISE 2F
DEVELOPING ALTERNATIVE STRATEGIES FOR MY
UNIVERSITY
PART 2
STRATEGY FORMULATION
CHAPTER 3
THEBUSINESSMISSION
WHAT IS OUR BUSINESS?
THE IMPORTANCE OF A CLEAR MlSSION
Vision Versus Mission ?The Process of
Developing a Mission Statement
THE NATURE OF A BUSINESS MlSSION
A Declaration ofAttitude ?A Resolution of
Divergent Views ?A Customer Orientation
?A. Declaration of Social Policy
COMPONENTS OF A MlSSlON STATEMENT
WRITING AND EVALUATING MlSSION
STATEMENTS
EXPERIENTIAL EXERCISE 3A
EVALUATING MlSSION STATEMENTS
EXPERIEN TIAL EXERCISE 3B
WRITING A MlSSION STATEMENT FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 3C
WRITING A MlSSION STATEMENT FOR MY
UNIVERSITY
EXPERIENTIAL EXERCISE 3D
CONDUCTING MlSSION STATEMENT
RESEARCH
EXPERIENTIAL EXERCISE 3E
ARE MlSSION STATEMENTS ESOTERIC?
EXPERIENTIAL EXERCISE 3F
USING THE STRATEGY FORMULATOR
SOFTWARE
CHAPTER 4
THE EXTERNAL ASSESSMENT
THE NATURE OF AN EXTERNAL AUDIT
Key External Forces ?The Process of
Performing an Extemal Audit ?Information
Technology
ECONOMIC FORCES
SOCIAL, CULTURAL, DEMOGRAPHIC, ANO
ENVIRONMENTAL FORCES
POLITICAL, GOVERNMENTAL, AND LEGAL
FORCES
TECHNOLOGICAL FORCES
COMPETITIVE FORCES
Competitive Intelligence Programs
?Cooperation Among Competitors
SOURCES OF EXTERNAL INPORMATION
Indexes ?Online Databases ?Library
Publications
FORECASTING TOOLS AND TECHNIQUES
Making Assumptions
COMPETITIVE ANALYSIS: PORTER'S FlVE-FORCES
MODEL
Rivalry Among Competing Firms ?Potential
Entry of New Competitors ?Development of
Substitute Products ?Bargaining Power of
Suppliers ?Bargaining Power of
Consumers
INDUSTRY ANALYSIS: THE EXTERNAL FACTOR
EVALUATION (EFE) MATRIX
THE COMPETITIVE PROFILE MATRIX (CPM)
EXPERIENTIAL EXERCISE 4A
DEVELOPING AN EFE MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 4B
THE LlBRARY SEARCH
EXPERIENTIAL EXERCISE 4C
DEVELOPING AN EFE MATRIX FOR MY
UNIVERSITY
EXPERIENTIAL EXERCISE 4D
USING THE STRATEGY FORMULATOR
SOFTWARE
EXPERIENTIAL EXERCISE 4E
DEVELOPING A COMPETITIVE PROFILE MATRIX
FOR HERSHEY FOODS
EXPERIENTIAL EXERCISE 4F
DEVELOPING A COMPETITIVE PROFILE MATRIX
FOR MY UNIVERSITY
CHAPTER 5
THE INTERNAL ASSESSMENT
THE NATURE OF AN INTERNAL AUDIT
Key Intemal Forces ?The Process of
Performing an Intemal Audit
RELATIONSHIPS AMONGTHE FUNCTIONAL AREAS
OF BUSINESS
Integrating Strategy and Culture ?Operating
As If the Natural Environment Matters
MANAGEMENT
Planning ?Organizing ?Motivating
?Staffing ?Controlling
MARKETING
CustomerAnalysis ?Buying Supplies
?Selling ProductsyServices ?Product and
Service Planning ?Pricing ?Distribution
?Marketing Research ?Opportunity
Analysis ?Social Responsibility
FlNANCE/ACCOUNTING
Finance/Accounting Functions ?Basic Types
of Financial Ratios
PRODUCTlON/OPERATIONS
RESEARCH AND DEVELOPMENT
Intemal and Extemal R&D
COMPUTER INFORMATION SYSTEMS
Strategic Planning Software
INTERNAL-AUDIT CHECKLISTS
THE INTERNAL FACTOR EVALUATION (IFE)
MATRIX 164
EXPERIENTIAL EXERCISE 5A
PERFORMING A FlNANCIAL RATIO ANALYSIS FOR
HERSHEY FOODS
EXPERIENTIAL EXERCISE 5B
CONSTRUCTING AN IFE MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 5C
CONSTRUCTING AN IFE MATRIX FOR MY
UNIVERSITY
EXPERIENTIAL EXERCISE 5D
USING THE STRATEGY FORMuLATOR
SOFTWARE
CHAPTER 6
STRATEQY ANALYSIS AND CHOICE
THE NATURE OF STRATEGY ANALYSIS AND
CHOICE
The Process ot' Generating and Selecting
Strategies
LONG-TERM OBJECTIVES
TheNatureofLong-TermObjectives ? Not Managing by Objectives
A COMPREHENSIVE STRATEGY-FORMULATION
FRAMEWORK
THE INPUT STAGE
THE MATCHING STAGE
The Threats-Opportunities-Weaknesses-Strengths
(TOWS) Matrix ?The Strategic Position and
Action Evaluation (SPACE) Matrix ?The
Boston Consulting Group (BCG) Matrix ?The
Intemal-Extemal (IE) Matrix ?The Grand
Strategy Matrix
THE DECISION STAGE
The Quantitative Strategic Planning Matrix (QSPM)
?Positive Peatures and Limitations of the
QSPM
CULTURAL ASPECTS OF STRATEGY CHOICE
THE POLITICS OF STRATEGY CHOICE
THE ROLE OF A BOARD OF DlRECTORS
EXPERIENTIAL EXERCISE 6A
DEVELOPING A TOWS MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 6B
DEVELOPING A SPACE MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 6C
DEVELOPING A BCG MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 6D
DEVELOPING A QSPM FOR HERSHEY FOODS
EXPERIENTIAL EXERCISE 6E
FORMULATING INDIVIDUAL STRATEGIES
EXPERIENTIAL EXERCISE 6F
THE MACH TEST
EXPERIENTIAL EXERCISE 6G
DEVELOPING A BCG MATRIX FOR MY
UNIVERSITY
EXPERIENTIAL EXERCISE 6H.
USING THE STRATEGY FORMULATOR
SOFTWARE
EXPERIENTIAL EXERCISE 61
THE ROLE OF BOARDS OF DlRECTORS
EXPERIENTIAL EXERCISE 6J
LOCATING COMPANIES IN A GRAND STRATEGY
MATRIX
PART3
STRATEGY IMPLEMENTATION
CHAPTER 7
IMPLEMENTING STRATEGIES: MANAGEMENT
ISSUES
THE NATURE OF STRATEGY IMPLEMENTATION
Management Perspectives
ANNUAL OBJECTIVES
POLICIES
RESOURCE ALLOCATION
MANAGING CONFLICT
MATCHING STRUCTURE WITH STRATEGY
The Functional Structure ?The Divisional
Structure ?The Strategic Business Unit (SBU)
Structure ?The Matrix Stmcture
RESTRUCTURING AND REENGINEERING
Restructuring ?Reengineering
LlNKING PERFORMANCE AND PAYTO
STRATEGIES
MANAQING RESISTANCE TO CHANGE
MANAGING THE NATURAL ENVIRONMENT
CREATING A STRATEGY-SUPPORTIVE CULTURE
PRODUCTION/OPERATIONS CONCERNS WHEN
IMPLEMENTING STRATEGIES
HUMAN RESOURCE CONCERNS WHEN
IMPLEMENTING STRATEGIES
Employee Stock Ownership Plans (ESOPs)
?Balancing Work Life and Home Life
?Corporate Fitness Programs
EXPERIENTIAL EXERCISE 7A
REVISING HERSHEY FOODS' ORGANIZATIONAL
CHART
EXPERIENTIAL EXERCISE 7B
MATCHING MANAGERS WITH STRATEGY
EXPERIENTIAL EXERCISE 7C
DO ORGANIZATIONS REALLY ESTABLISH
OBJECTIVES?
EXPERIENTIAL EXERCISE 7D
UNDERSTANDING MV UNIVERSITY'S
CULTLIRE
CHAPTER 8
IMPLEMENTING STRATEGIES: MARKETING,
FINANCE/ACCOUINTING, R&D, AND CIS
ISSUES
THE NATURE OF STRATEGY IMPLEMENTATION
MARKETING ISSUES
Market Segmentation ?Product Positioning
FlNANCE/ACCOUNTING ISSUES
Pro Forma Financial Statements ?Financial
Budgets ?Evaluating the Worth of a Business
?Deciding Whether to Go Public
RESEARCH AND DEVELOPMENT (R&D) ISSUES
COMPUTER INFORMATION SYSTEMS (CIS)
ISSUES
EXPERIENTIAL EXERCISE 8A
DEVELOPING A PRODUCT POSITIONING MAP FOR
HERSHEY FOODS
EXPERIENTIAL EXERCISE 8B
PERFORMING AN EPS/EBITANALYSIS FOR
HERSHEY FOODS
EXPERIENTIAL EXERCISE SC
USING CASEANALYST TO PREPARE PRO FORMA
FlNANCIAL STATEMENTS FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 8D
DETERMINING THE CASH VALUE OF HERSHEY
FOODS
EXPERIENTIAL EXERCISE 8E
DEVELOPING A PRODUCT POSITIONING MAP FOR
MY UNIVERSITY
EXPERIENTIAL EXERCISE 8F
DO BANKS REQUIRE PRO FORMA
STATEMENTS?
PART4
STRATEGY EVALUATION
CHAPTER 9
STRATEGY REVIEW, EVALUATION, AND
CONTROL
THE NATURE OF STRATEGY EVALUATION
The Process of Evaluating Strategies
A STRATEGY-EVALUATION FRAMEWORK
Reviewing Bases of Strategy ?Measuring
Organizational Performance ?Taking
Corrective Actions
PUBLISHED SOURCES OF STRATEGY-EVALUATION
INFORMATION
CHARACTERISTICS OF AN EFFECTIVE EVALUATION
SYSTEM
CONTINGENCY PLANNING
AUDITING
The Environmental Audit
USING COMPUTERSTO EVALUATE STRATEGIES
GUIDELINES FOR EFFECTIVE STRATEGIC
MANAGEMENT
EXPERIENTIAL EXERCISE 9A
PREPARING A STRATEGY-EVALUATION REPORT
FOR HERSHEY FOODS
EXPERIENTIAL EXERCISE 9B
EVALUATING MY UNIVERSITY'S STRATEGIES
EXPERIENTIAL EXERCISE 9C
WHO PREPARES AN ENVIRONMENTALAUDIT?
PART 5
GLOBAL ISSUES IN STRATEGIC
MANAGEMENT
CHAPTERIO
INTERNATiONAL STRATEGIC MANAGEMENT
THE NATURE OF GLOBAL COMPETITION
Advantages and Disadvantages of International
Operations
CULTURES AROUNDTHE WORLD
American Versus Foreign Cultures
THE GLOBAL CHALLENGE
The Impact of Diverse Industrial Policies
?Globalization
MEXICO
Trade Trends ?Trade Climate ?A New
President ?Mexican Culture ?New
Business Opportunities
RUSSIA
Trade Climate and Trends ?Russia: An
Entrepreneur's Paradise ?Money and Politics
?Corruption ?The Russian Culture
?Joint Ventures ?Guidelines for
Strategic Ventures
CHINA
Trade Trends ?Trade Climate ?The
Hong Kong Annexation * Risks in Doing
Business
JAPAN
Trade Trends ?Trade Climate Japanese Management Style ?Global
Expansion ?Financial Services Lifetime Employment
THE EUROPEAN UNION
Trade Climate and Trends ?Unification
?Mergers and Acquisitions
GUIDELINES FOR SUCCESS AS A GLOBAL
COMPETITOR
EXPERIENTIAL EXERCISE lOA
DETERMINING THE COMPETITIVE ENVIRONMENT
FOR HERSHEY'S PRODUCTS IN OTHER
COUNTRIES
EXPERIENTIAL EXERCISE lOB
DETERMINING MY UNIVERSITY'S RECRLIITING
EFFORTS IN FOREIGN COUNTRIES
EXPERIENTIAL EXERCISE lOC
LESSONS IN DOING BUSINESS GLOBALLY
NAMEINDEX
SUBJECT INDEX
COMPANY INDEX
CASES
SERVICECOMPANIES
SMALL BUSINESSES
1. Splatterball Adventure Games-1996
2. Norwood Furniture Company--1995
3. TheWoodlands Cleaning Service-
1995
BANKING
INDUSTRY NOTE
4. Citicorp-1996
5. Banc One Corporation--1996
RETAILING
INDUSTRY NOTE
6. The Limited, Inc.-1996
7. Nordstrom-l 997
8. Wal-Mart Stores, lnc.--1997
LODGING AND GAMING
INDUSTRYNOTE
9. Promus Companies, Inc.--1996
10. Circus Circus Enterprises, Inc.--
1997
11. Carnival Corporation--1996
RAILROADS AND BUSES
INDUSTRY NOTE
12. Dakota, Minnesota, & Eastern Railroad-
1995
13. Greyhound Lines, Inc.-1996
MOVIE CINEMAS
INDUSTRY NOTE
14. Cineplex Odeon--1996
NOT-FOR-PROFIT ORGANIZATIONS
15. AudubonZoo--1995
16. The Classic Car Club of America--
1996
17. Elkins Lake Baptist Church--1995
18. Walnut Creek Baptist Church--1995
19. The Metropolitan Museum of Art-
1996
MANUFACTURING COMPANIES
SMALL BUSINESSES
20. E.L.NickellCompany--1997
21. NSP Corporate Graphics--1995
22. Material Handling Engineering, Ltd.
1995
MOTORCYCLE AND MOTOR HOME
23. Harley-Davidson--1996
24. Winnebagolndustries--1996
COMMERCIAL AlRCRAFT
INDUSTRY NOTE
25. McDonnell Douglas Corporation--
1996
26. Boeing--1996
BUILDING AND FOREST PRODUCTS
INDUSTRY NOTE
27. Weyerhaeuser Company--1996
28. Georgia-Pacific Corporation--1996
APPAREL
INDUSTRY NOTE
29. W.L. Gore & Associates, Inc.--1995
30. Nike,lnc.--1996
MAGAZINE PUBLISHING
INDUSTRY NOTE
31. Playboy Enterprises, Inc.--1996
MEDICAL EQUIPMENT AND SUPPLIES
INDUSTRY NOTE
32. Biomet,lnc.--1996
33. Stryker Corporation-l 996
PERSONAL-CARE PRODUCTS
INDUSTRY NOTE
34. Avon Products, Inc.--1996
TOBACCO
INDUSTRY NOTE
35. UST,lnc.--1996
FOOD
INDUSTRY NOTE
36. Campbell Soup Company--1996
· · · · · · (收起)
INTRODUCTION
HOW TO ANALYZE A BUSINESS POLICY CASE
WHAT IS A BUSINESS POLICY CASE?
GUIDELINES FOR PREPARING CASE ANALYSES
The Need for Practicality ?The Need for
Justification ?The Need for Realism
?The Need for Specificity ?TheNeedfor
Originality ?The Need to Contribute
PREPARING A CASE FOR CLASS DlSCUSSlON
The Case Method Versus Lecture Approach
?The Cross-Examination
PREPARING A WRITTEN CASE ANALYSIS
The Executive Summary ?The Comprehensive
Written Analysis ?Steps in Preparing a
Comprehensive Written Analysis
MAKING AN ORAL PRESENTATION
Organizing the Presentation ?Controlling Your
Voice ?Managing Body Language
?Speaking from Notes ?Constructing Visual
Aids ?Answering Questions
FlFTY TlPS FOR SUCCESS IN CASE ANALYSIS
INSTRUCTIONS FOR USING THE STRATEGY
FORMULATORWD CASEANALYST
SOFTWARE
Making a Backup Copy of the Diskettes
THE STRATEGY FORMULATOR SOFTWARE
The Structure and Function of Strategy Formulator
?Getting Started ?The Save and Load
Routines ?The Print Routine
THE CASEANALYSTSOFTWARE
Contents of the Diskette
PART 1
OVERVIEW OF STRATEGIC
MANAGEMENT
CHAPTER
THE NATURE OF STRATEGIC MANAGEMEINT
WHAT Is STRATEGIC MANAGEMENT?
Defining Strategic Management ?Stages of
Strategic Management ?Integrating Intuition and
Analysis ?Adapting to Change
KEY TERMS IN STRATEGIC MANAGEMENT
Strategists ?Mission Statements ?Extemal
Opportunities and Threats ?Intemal Strengths
and Weaknesses ?Long-Term Objectives
?Strategies ?Annual Objectives Policies
THE STRATEGIC-MANAGEMENT MOOEL
BENEFiTS OF STRATEGIC MANAGEMENT
Financiai Benefits ?Nonfinancial Benefits
BUSINESS ETHICS AND STRATEGIC
MANAGEMENT
COMPARING BUSINESS AND MlLITARY STRATEGY
THE COHESION CASE AND EXPERIENTIAL
EXERCISES
The Cohesion Case: Hershey Foods Corporation--
1996
Experiential Exercise lA
Strategy Analysis for Hershey Foods
Experiential Exercise IB
Developing a Code of Business Ethics for Hershey
Foods
Experiential Exercise IC
The Ethics of Spying on Competitors
Experiential Exercise ID
Strategic Planning for My University
Experiential Exercise lE
Strategic PIanning at a Local Company
CHAPTER 2
STRATEGIES IN ACTION
TYPES OF STRATEGIES
INTEGRATION STRATEGIES
Forward Integration ?Backward Integration
?Horizontal Integration
INTENSIVE STRATEGIES
Market Penetration ?Market Development
?Product Development
DlVERSIFICATION STRATEGIES
Concentric Diversification ?Horizontal
Diversification ?Conglomerate
Diversification
DEFENSIVE STRATEGIES
Joint Venture ?Retrenchment ?Divestiture
?Liquidation ?Combination
GUIOELINES FOR PURSUING STRATEGIES
MERGERS AND LEVERAGED BUYOUTS
Leveraged Buyouts (LBOs)
MlCHAEL PORTER'S GENERIC STRATEGIES
Cost Leadership Strategies ?Differentiation
Strategies ?Focus Strategies ?The Value
Chain ?The Competitive Advantage of
Nations
STRATEGIC MANAGEMENT IN NONPROPIT
GOVERNMENTAL ORGANIZATIONS
Educational Institutions ?Medical
Organizations ?Govemmental Agencies and
Departments
STRATEGIC MANAGEMENT IN SMALL FlRMS
EXPERIENTIAL EXERCISE 2A
WHAT HAPPENED AT HERSHEY FOODS IN
1997?
EXPERIENTIAL EXERCISE 2B
EXAMINING STRATEGY ARTICLES
EXPERIENTIAL EXERCISE 2C
CLASSIFYING 1996 STRATEGIES
EXPERIENTIAL EXERCISE 2D
STRATEGIC MANAGEMENT AT THE DYNAMIC
COMPUTER COMPANY
EXPERIENTIAL EXERCISE 2E
HOW RlSKY ARE VARIOUS ALTERNATIVE
STRATEGIES?
EXPERIENTIAL EXERCISE 2F
DEVELOPING ALTERNATIVE STRATEGIES FOR MY
UNIVERSITY
PART 2
STRATEGY FORMULATION
CHAPTER 3
THEBUSINESSMISSION
WHAT IS OUR BUSINESS?
THE IMPORTANCE OF A CLEAR MlSSION
Vision Versus Mission ?The Process of
Developing a Mission Statement
THE NATURE OF A BUSINESS MlSSION
A Declaration ofAttitude ?A Resolution of
Divergent Views ?A Customer Orientation
?A. Declaration of Social Policy
COMPONENTS OF A MlSSlON STATEMENT
WRITING AND EVALUATING MlSSION
STATEMENTS
EXPERIENTIAL EXERCISE 3A
EVALUATING MlSSION STATEMENTS
EXPERIEN TIAL EXERCISE 3B
WRITING A MlSSION STATEMENT FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 3C
WRITING A MlSSION STATEMENT FOR MY
UNIVERSITY
EXPERIENTIAL EXERCISE 3D
CONDUCTING MlSSION STATEMENT
RESEARCH
EXPERIENTIAL EXERCISE 3E
ARE MlSSION STATEMENTS ESOTERIC?
EXPERIENTIAL EXERCISE 3F
USING THE STRATEGY FORMULATOR
SOFTWARE
CHAPTER 4
THE EXTERNAL ASSESSMENT
THE NATURE OF AN EXTERNAL AUDIT
Key External Forces ?The Process of
Performing an Extemal Audit ?Information
Technology
ECONOMIC FORCES
SOCIAL, CULTURAL, DEMOGRAPHIC, ANO
ENVIRONMENTAL FORCES
POLITICAL, GOVERNMENTAL, AND LEGAL
FORCES
TECHNOLOGICAL FORCES
COMPETITIVE FORCES
Competitive Intelligence Programs
?Cooperation Among Competitors
SOURCES OF EXTERNAL INPORMATION
Indexes ?Online Databases ?Library
Publications
FORECASTING TOOLS AND TECHNIQUES
Making Assumptions
COMPETITIVE ANALYSIS: PORTER'S FlVE-FORCES
MODEL
Rivalry Among Competing Firms ?Potential
Entry of New Competitors ?Development of
Substitute Products ?Bargaining Power of
Suppliers ?Bargaining Power of
Consumers
INDUSTRY ANALYSIS: THE EXTERNAL FACTOR
EVALUATION (EFE) MATRIX
THE COMPETITIVE PROFILE MATRIX (CPM)
EXPERIENTIAL EXERCISE 4A
DEVELOPING AN EFE MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 4B
THE LlBRARY SEARCH
EXPERIENTIAL EXERCISE 4C
DEVELOPING AN EFE MATRIX FOR MY
UNIVERSITY
EXPERIENTIAL EXERCISE 4D
USING THE STRATEGY FORMULATOR
SOFTWARE
EXPERIENTIAL EXERCISE 4E
DEVELOPING A COMPETITIVE PROFILE MATRIX
FOR HERSHEY FOODS
EXPERIENTIAL EXERCISE 4F
DEVELOPING A COMPETITIVE PROFILE MATRIX
FOR MY UNIVERSITY
CHAPTER 5
THE INTERNAL ASSESSMENT
THE NATURE OF AN INTERNAL AUDIT
Key Intemal Forces ?The Process of
Performing an Intemal Audit
RELATIONSHIPS AMONGTHE FUNCTIONAL AREAS
OF BUSINESS
Integrating Strategy and Culture ?Operating
As If the Natural Environment Matters
MANAGEMENT
Planning ?Organizing ?Motivating
?Staffing ?Controlling
MARKETING
CustomerAnalysis ?Buying Supplies
?Selling ProductsyServices ?Product and
Service Planning ?Pricing ?Distribution
?Marketing Research ?Opportunity
Analysis ?Social Responsibility
FlNANCE/ACCOUNTING
Finance/Accounting Functions ?Basic Types
of Financial Ratios
PRODUCTlON/OPERATIONS
RESEARCH AND DEVELOPMENT
Intemal and Extemal R&D
COMPUTER INFORMATION SYSTEMS
Strategic Planning Software
INTERNAL-AUDIT CHECKLISTS
THE INTERNAL FACTOR EVALUATION (IFE)
MATRIX 164
EXPERIENTIAL EXERCISE 5A
PERFORMING A FlNANCIAL RATIO ANALYSIS FOR
HERSHEY FOODS
EXPERIENTIAL EXERCISE 5B
CONSTRUCTING AN IFE MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 5C
CONSTRUCTING AN IFE MATRIX FOR MY
UNIVERSITY
EXPERIENTIAL EXERCISE 5D
USING THE STRATEGY FORMuLATOR
SOFTWARE
CHAPTER 6
STRATEQY ANALYSIS AND CHOICE
THE NATURE OF STRATEGY ANALYSIS AND
CHOICE
The Process ot' Generating and Selecting
Strategies
LONG-TERM OBJECTIVES
TheNatureofLong-TermObjectives ? Not Managing by Objectives
A COMPREHENSIVE STRATEGY-FORMULATION
FRAMEWORK
THE INPUT STAGE
THE MATCHING STAGE
The Threats-Opportunities-Weaknesses-Strengths
(TOWS) Matrix ?The Strategic Position and
Action Evaluation (SPACE) Matrix ?The
Boston Consulting Group (BCG) Matrix ?The
Intemal-Extemal (IE) Matrix ?The Grand
Strategy Matrix
THE DECISION STAGE
The Quantitative Strategic Planning Matrix (QSPM)
?Positive Peatures and Limitations of the
QSPM
CULTURAL ASPECTS OF STRATEGY CHOICE
THE POLITICS OF STRATEGY CHOICE
THE ROLE OF A BOARD OF DlRECTORS
EXPERIENTIAL EXERCISE 6A
DEVELOPING A TOWS MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 6B
DEVELOPING A SPACE MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 6C
DEVELOPING A BCG MATRIX FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 6D
DEVELOPING A QSPM FOR HERSHEY FOODS
EXPERIENTIAL EXERCISE 6E
FORMULATING INDIVIDUAL STRATEGIES
EXPERIENTIAL EXERCISE 6F
THE MACH TEST
EXPERIENTIAL EXERCISE 6G
DEVELOPING A BCG MATRIX FOR MY
UNIVERSITY
EXPERIENTIAL EXERCISE 6H.
USING THE STRATEGY FORMULATOR
SOFTWARE
EXPERIENTIAL EXERCISE 61
THE ROLE OF BOARDS OF DlRECTORS
EXPERIENTIAL EXERCISE 6J
LOCATING COMPANIES IN A GRAND STRATEGY
MATRIX
PART3
STRATEGY IMPLEMENTATION
CHAPTER 7
IMPLEMENTING STRATEGIES: MANAGEMENT
ISSUES
THE NATURE OF STRATEGY IMPLEMENTATION
Management Perspectives
ANNUAL OBJECTIVES
POLICIES
RESOURCE ALLOCATION
MANAGING CONFLICT
MATCHING STRUCTURE WITH STRATEGY
The Functional Structure ?The Divisional
Structure ?The Strategic Business Unit (SBU)
Structure ?The Matrix Stmcture
RESTRUCTURING AND REENGINEERING
Restructuring ?Reengineering
LlNKING PERFORMANCE AND PAYTO
STRATEGIES
MANAQING RESISTANCE TO CHANGE
MANAGING THE NATURAL ENVIRONMENT
CREATING A STRATEGY-SUPPORTIVE CULTURE
PRODUCTION/OPERATIONS CONCERNS WHEN
IMPLEMENTING STRATEGIES
HUMAN RESOURCE CONCERNS WHEN
IMPLEMENTING STRATEGIES
Employee Stock Ownership Plans (ESOPs)
?Balancing Work Life and Home Life
?Corporate Fitness Programs
EXPERIENTIAL EXERCISE 7A
REVISING HERSHEY FOODS' ORGANIZATIONAL
CHART
EXPERIENTIAL EXERCISE 7B
MATCHING MANAGERS WITH STRATEGY
EXPERIENTIAL EXERCISE 7C
DO ORGANIZATIONS REALLY ESTABLISH
OBJECTIVES?
EXPERIENTIAL EXERCISE 7D
UNDERSTANDING MV UNIVERSITY'S
CULTLIRE
CHAPTER 8
IMPLEMENTING STRATEGIES: MARKETING,
FINANCE/ACCOUINTING, R&D, AND CIS
ISSUES
THE NATURE OF STRATEGY IMPLEMENTATION
MARKETING ISSUES
Market Segmentation ?Product Positioning
FlNANCE/ACCOUNTING ISSUES
Pro Forma Financial Statements ?Financial
Budgets ?Evaluating the Worth of a Business
?Deciding Whether to Go Public
RESEARCH AND DEVELOPMENT (R&D) ISSUES
COMPUTER INFORMATION SYSTEMS (CIS)
ISSUES
EXPERIENTIAL EXERCISE 8A
DEVELOPING A PRODUCT POSITIONING MAP FOR
HERSHEY FOODS
EXPERIENTIAL EXERCISE 8B
PERFORMING AN EPS/EBITANALYSIS FOR
HERSHEY FOODS
EXPERIENTIAL EXERCISE SC
USING CASEANALYST TO PREPARE PRO FORMA
FlNANCIAL STATEMENTS FOR HERSHEY
FOODS
EXPERIENTIAL EXERCISE 8D
DETERMINING THE CASH VALUE OF HERSHEY
FOODS
EXPERIENTIAL EXERCISE 8E
DEVELOPING A PRODUCT POSITIONING MAP FOR
MY UNIVERSITY
EXPERIENTIAL EXERCISE 8F
DO BANKS REQUIRE PRO FORMA
STATEMENTS?
PART4
STRATEGY EVALUATION
CHAPTER 9
STRATEGY REVIEW, EVALUATION, AND
CONTROL
THE NATURE OF STRATEGY EVALUATION
The Process of Evaluating Strategies
A STRATEGY-EVALUATION FRAMEWORK
Reviewing Bases of Strategy ?Measuring
Organizational Performance ?Taking
Corrective Actions
PUBLISHED SOURCES OF STRATEGY-EVALUATION
INFORMATION
CHARACTERISTICS OF AN EFFECTIVE EVALUATION
SYSTEM
CONTINGENCY PLANNING
AUDITING
The Environmental Audit
USING COMPUTERSTO EVALUATE STRATEGIES
GUIDELINES FOR EFFECTIVE STRATEGIC
MANAGEMENT
EXPERIENTIAL EXERCISE 9A
PREPARING A STRATEGY-EVALUATION REPORT
FOR HERSHEY FOODS
EXPERIENTIAL EXERCISE 9B
EVALUATING MY UNIVERSITY'S STRATEGIES
EXPERIENTIAL EXERCISE 9C
WHO PREPARES AN ENVIRONMENTALAUDIT?
PART 5
GLOBAL ISSUES IN STRATEGIC
MANAGEMENT
CHAPTERIO
INTERNATiONAL STRATEGIC MANAGEMENT
THE NATURE OF GLOBAL COMPETITION
Advantages and Disadvantages of International
Operations
CULTURES AROUNDTHE WORLD
American Versus Foreign Cultures
THE GLOBAL CHALLENGE
The Impact of Diverse Industrial Policies
?Globalization
MEXICO
Trade Trends ?Trade Climate ?A New
President ?Mexican Culture ?New
Business Opportunities
RUSSIA
Trade Climate and Trends ?Russia: An
Entrepreneur's Paradise ?Money and Politics
?Corruption ?The Russian Culture
?Joint Ventures ?Guidelines for
Strategic Ventures
CHINA
Trade Trends ?Trade Climate ?The
Hong Kong Annexation * Risks in Doing
Business
JAPAN
Trade Trends ?Trade Climate Japanese Management Style ?Global
Expansion ?Financial Services Lifetime Employment
THE EUROPEAN UNION
Trade Climate and Trends ?Unification
?Mergers and Acquisitions
GUIDELINES FOR SUCCESS AS A GLOBAL
COMPETITOR
EXPERIENTIAL EXERCISE lOA
DETERMINING THE COMPETITIVE ENVIRONMENT
FOR HERSHEY'S PRODUCTS IN OTHER
COUNTRIES
EXPERIENTIAL EXERCISE lOB
DETERMINING MY UNIVERSITY'S RECRLIITING
EFFORTS IN FOREIGN COUNTRIES
EXPERIENTIAL EXERCISE lOC
LESSONS IN DOING BUSINESS GLOBALLY
NAMEINDEX
SUBJECT INDEX
COMPANY INDEX
CASES
SERVICECOMPANIES
SMALL BUSINESSES
1. Splatterball Adventure Games-1996
2. Norwood Furniture Company--1995
3. TheWoodlands Cleaning Service-
1995
BANKING
INDUSTRY NOTE
4. Citicorp-1996
5. Banc One Corporation--1996
RETAILING
INDUSTRY NOTE
6. The Limited, Inc.-1996
7. Nordstrom-l 997
8. Wal-Mart Stores, lnc.--1997
LODGING AND GAMING
INDUSTRYNOTE
9. Promus Companies, Inc.--1996
10. Circus Circus Enterprises, Inc.--
1997
11. Carnival Corporation--1996
RAILROADS AND BUSES
INDUSTRY NOTE
12. Dakota, Minnesota, & Eastern Railroad-
1995
13. Greyhound Lines, Inc.-1996
MOVIE CINEMAS
INDUSTRY NOTE
14. Cineplex Odeon--1996
NOT-FOR-PROFIT ORGANIZATIONS
15. AudubonZoo--1995
16. The Classic Car Club of America--
1996
17. Elkins Lake Baptist Church--1995
18. Walnut Creek Baptist Church--1995
19. The Metropolitan Museum of Art-
1996
MANUFACTURING COMPANIES
SMALL BUSINESSES
20. E.L.NickellCompany--1997
21. NSP Corporate Graphics--1995
22. Material Handling Engineering, Ltd.
1995
MOTORCYCLE AND MOTOR HOME
23. Harley-Davidson--1996
24. Winnebagolndustries--1996
COMMERCIAL AlRCRAFT
INDUSTRY NOTE
25. McDonnell Douglas Corporation--
1996
26. Boeing--1996
BUILDING AND FOREST PRODUCTS
INDUSTRY NOTE
27. Weyerhaeuser Company--1996
28. Georgia-Pacific Corporation--1996
APPAREL
INDUSTRY NOTE
29. W.L. Gore & Associates, Inc.--1995
30. Nike,lnc.--1996
MAGAZINE PUBLISHING
INDUSTRY NOTE
31. Playboy Enterprises, Inc.--1996
MEDICAL EQUIPMENT AND SUPPLIES
INDUSTRY NOTE
32. Biomet,lnc.--1996
33. Stryker Corporation-l 996
PERSONAL-CARE PRODUCTS
INDUSTRY NOTE
34. Avon Products, Inc.--1996
TOBACCO
INDUSTRY NOTE
35. UST,lnc.--1996
FOOD
INDUSTRY NOTE
36. Campbell Soup Company--1996
· · · · · · (收起)
讀後感
評分
評分
評分
評分
評分
用戶評價
评分
這本書的行文風格，說實話，初期閱讀體驗不算輕鬆，它需要讀者付齣相應的認知努力，但這種“重”恰恰是其價值所在。它拒絕迎閤碎片化閱讀的潮流，而是堅持用紮實的理論基石去支撐起宏大的戰略圖景。我記得有一章節專門探討瞭企業文化在戰略執行中的“粘閤劑”作用，作者沒有簡單地贊美文化，而是用大量跨國公司的失敗案例來論證“文化衝突”如何能輕易瓦解最完美的戰略藍圖，這種批判性的視角讓人印象深刻。書中對於新興市場戰略的論述也極具前瞻性，它沒有用西方成熟市場的經驗來套用發展中經濟體的復雜性，而是引入瞭“適應性戰略”和“本土創新”的概念，這對於我們這些身處快速變局中的決策者來說，無疑是雪中送炭的真知灼見。總的來說，這本書的閱讀體驗是“慢工齣細活”，它迫使你慢下來，去思考戰略決策背後的深層驅動力和長期影響，這在如今這個追求即時反饋的商業環境中，顯得尤為可貴和稀缺。
评分這本書，從我翻開第一頁開始，就被它那嚴謹又不失深度的內容深深吸引住瞭。它不像市麵上那些充斥著空泛口號的“成功學”讀物，而是真正地深入到瞭戰略製定的核心邏輯。作者在處理案例分析時，那種抽絲剝繭的能力簡直是教科書級彆的。比如，書中對於競爭優勢的構建與維持的討論，沒有停留在簡單的“差異化”或“成本領先”這種概念層麵，而是細緻地剖析瞭資源基礎觀（RBV）如何與波特的五力模型進行有效整閤，甚至討論瞭動態能力理論在快速變化市場中的適用性邊界。我尤其欣賞它對“戰略一緻性”的強調，很多企業戰略失敗的根源不在於戰略方嚮的錯誤，而在於執行層麵資源的錯配和組織架構的僵化，這本書對此有非常深刻的洞察和多維度的解決思路。閱讀過程中，我時不時會停下來，對照自己所在行業的一些實際睏境進行思考，發現書中的理論框架能有效地幫助我梳理混亂的思緒，將看似雜亂無章的市場信息提煉成清晰的戰略命題。那種茅塞頓開的感覺，是許多快速閱讀指南無法給予的。這本書更像一位耐心的導師，引導你構建一個完整的戰略思維體係，而不是簡單地提供一堆“快速解決方案”。
评分這本書的結構設計堪稱精妙，它清晰地勾勒齣瞭從宏觀環境掃描到微觀企業能力建設的全景圖。開篇的宏觀環境分析部分，對PESTEL模型的應用闡述得極其透徹，尤其是對“政治不確定性”和“技術顛覆性”的量化分析方法，比我之前讀過的任何一本戰略書都要詳盡和具體。然後，全書的下半部分則穩步過渡到內部資源與能力的評估，重點關注如何通過組織學習和知識管理來構建難以模仿的核心競爭力。它沒有把組織結構僅僅視為戰略的執行工具，而是將其視為戰略本身的一部分，探討瞭扁平化、敏捷團隊等新型組織形態如何適應VUCA時代的戰略需求。對我而言，它提供瞭一個完整的、可重復使用的分析工具箱，從市場進入到兼並收購的各個關鍵決策點，都有相應的理論指導和工具模闆。這本書讀完之後，我感覺自己不僅僅是“知道”瞭戰略是什麼，更是“學會”瞭如何係統性地思考和構建一個企業的長期生存與發展之道，這是一種質的飛躍。
评分如果讓我用一個詞來概括這本書的特點，那一定是“思辨性”。它鼓勵讀者不斷地質疑既定的假設。書中大量使用瞭對比分析的方法，比如將“自上而下”與“自下而上”的戰略製定流程進行辯證探討，最終導嚮一個“戰略湧現”的綜閤模型。這對我最大的啓發是，戰略不是一個靜態的藍圖，而是一個持續的對話和學習過程。它深入剖析瞭決策偏差——比如過度自信、錨定效應等——對高層戰略選擇的負麵影響，並提供瞭相應的組織機製來緩解這些偏差。這種對人性的弱點在組織決策中的作用的揭示，使得理論不再高高在上，而是充滿瞭煙火氣。我發現，很多時候，讀完一個理論模型後，作者會立刻拋齣一個反問：“但是，在資源受限的情況下，這個模型如何調整？”這種步步緊逼的提問方式，極大地鍛煉瞭我的戰略批判性思維，讓我學會瞭在理想模型和殘酷現實之間找到最佳平衡點。
评分我特彆欣賞第六版在保持經典理論完備性的同時，對“數字化轉型”和“可持續發展”（ESG）這兩個當代熱點議題的處理深度。很多教材隻是簡單地在章節末尾加一小節來應對潮流，但這本書是將這些新要素係統性地融入瞭戰略分析的框架中。例如，在談及價值鏈重構時，它詳細分析瞭平颱生態係統如何改變瞭傳統産業的邊界和競爭結構，而不是僅僅停留在“技術應用”的層麵。更妙的是，它探討瞭如何將ESG目標從“閤規成本”轉化為“競爭優勢的來源”，這種將社會責任與企業盈利能力深度捆綁的分析角度，體現瞭作者對未來商業環境的深刻洞察。我通過閱讀這部分內容，開始重新審視我們公司目前的戰略規劃中，對於氣候變化風險和數據安全治理的整閤度，發現原有的框架確實需要升級。這本書的實用價值就在於，它提供的不僅是描述性分析，更是指導性工具，幫助你把前沿概念轉化為可操作的戰略舉措。
评分 评分 评分 评分 评分相關圖書
本站所有內容均為互聯網搜索引擎提供的公開搜索信息，本站不存儲任何數據與內容，任何內容與數據均與本站無關，如有需要請聯繫相關搜索引擎包括但不限於百度，google,bing,sogou 等
© 2026 qciss.net All Rights Reserved. 小哈圖書下載中心 版权所有