简介
本书以一种独特的方法将理论、实证研究和实际应用相结合，以充分展示企业如何获得竞争优势。 整合与战略紧密相关的材料。全书包含基础的战略理论（如资源基础观和波特五力模型）、最新的战略研究（如动态能力观和三重底线），并引用了一些发表于顶级学术期刊的文章。 全面但简洁地呈现核心概念、框架和方法。很多战略书籍的编排更像是文献回顾，不解释研究结果表明了什么、为什么它们对管理人员很重要，会阻碍学生对于大战略图的构想。本教材简明清晰，大量知名公司的真实案例提供了很好的内容补充。 传统和特色内容的结合。本书包括了核心战略课程所需的传统章节，还包括了较有特色的三章：在介绍外部和内部分析的主题之前，第2章对战略管理过程、愿景、使命和价值观进行了综述；第5章利落地结束了本书的分析部分，介绍了五种衡量企业绩效和评估竞争优势的方法；第7章阐释了作为业务层战略重要议题的创新和战略创业。 最新案例和全球背景下的时事话题讨论。本书为当代学生展现了成为管理人员将会面临的一些动态性的棘手问题。作者引用了一些最新的事例来说明企业如何将战略概念应用到现今的商业世界中，反映竞争的全球性和金砖五国新兴经济体的例子贯穿全书，还有大量将可持续战略与“绿色”产品相关联的例子。
目录
PART 1 Strategy Analysis
CHAPTER 1 What Is Strategy and Why Is It Important?
CHAPTER 2 The Strategic Management Process
cHAPTER 3 External Analysis: Industry Structure, Competitive
CHAPTER 4 Internal Analysis: Resources, Capabilities, and Activities
PART 2 Strategy Formulation
CHAPTER 6 Business Strategy: Differentiation, Cost Leadership, and Integration
CHAPTERCASE 7 From Encyclopedia Britannica to Encarta to Wikipedia
CHAPTER 8 Corporate Strategy: Vertical Integration and Diversification
CHAPTER 9 Corporate Strategy: Acquisitions, Alliances, and Networks
CHAPTER 10 Global Strategy: Competing Around the World
PART 3 Strategy Implementation
CHAPTER 11 Organizational Design: Structure, Culture, and Control
CHAPTER 12 Corporate Governance, Business Ethics, and Strategic Leadership
PART 4 Minicases
MINICASE 1 Michael Phelps: Strategizing for Gold
MINICASE 2 Strategy and Serendipity: A Billion- Dollar Bonanza
MINICASE 3 The Home Depot’s Eco Options Boost Profit Margins
MINICASE 4 Starbucks: Re-creating Its Uniqueness
MINICASE 5 GE under Jack Welch vs. Jeffrey Immelt
MINICASE 6 JetBlue: Losing the Magic Touch?
MINICASE 7 Which Automotive Technology Will Win?
MINICASE 8 Core Competencies: From Circuit City to CarMax
MINICASE 9 P&G’s New Corporate Strategy: “Connect+Develop”
MINICASE 10 The Wonder from Sweden: Is IKEA’s Success Sustainable?
MINICASE 11 Sony’s Silos Prevent Collaboration Across Divisions
MINICASE 12 PepsiCo’s Indra Nooyi: “Performance with a Purpose”
PART 5 Cases
CASE 1 IBM and the Emerging Cloud-Computing Industry ?
CASE 2Healthymagination at GE ?
CASE 3Cola Wars in China: The Future is Here
CASE 4UPS in India—A Package Deal? ?
CASE 5Apple after Steve Jobs ?
CHAPTER 1 What Is Strategy and Why Is It Important?
CHAPTER 2 The Strategic Management Process
cHAPTER 3 External Analysis: Industry Structure, Competitive
CHAPTER 4 Internal Analysis: Resources, Capabilities, and Activities
PART 2 Strategy Formulation
CHAPTER 6 Business Strategy: Differentiation, Cost Leadership, and Integration
CHAPTERCASE 7 From Encyclopedia Britannica to Encarta to Wikipedia
CHAPTER 8 Corporate Strategy: Vertical Integration and Diversification
CHAPTER 9 Corporate Strategy: Acquisitions, Alliances, and Networks
CHAPTER 10 Global Strategy: Competing Around the World
PART 3 Strategy Implementation
CHAPTER 11 Organizational Design: Structure, Culture, and Control
CHAPTER 12 Corporate Governance, Business Ethics, and Strategic Leadership
PART 4 Minicases
MINICASE 1 Michael Phelps: Strategizing for Gold
MINICASE 2 Strategy and Serendipity: A Billion- Dollar Bonanza
MINICASE 3 The Home Depot’s Eco Options Boost Profit Margins
MINICASE 4 Starbucks: Re-creating Its Uniqueness
MINICASE 5 GE under Jack Welch vs. Jeffrey Immelt
MINICASE 6 JetBlue: Losing the Magic Touch?
MINICASE 7 Which Automotive Technology Will Win?
MINICASE 8 Core Competencies: From Circuit City to CarMax
MINICASE 9 P&G’s New Corporate Strategy: “Connect+Develop”
MINICASE 10 The Wonder from Sweden: Is IKEA’s Success Sustainable?
MINICASE 11 Sony’s Silos Prevent Collaboration Across Divisions
MINICASE 12 PepsiCo’s Indra Nooyi: “Performance with a Purpose”
PART 5 Cases
CASE 1 IBM and the Emerging Cloud-Computing Industry ?
CASE 2Healthymagination at GE ?
CASE 3Cola Wars in China: The Future is Here
CASE 4UPS in India—A Package Deal? ?
CASE 5Apple after Steve Jobs ?
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