Competitive strategy
副标题：无
作 者：[英]大卫·福克纳(David Faulkner)，[英]克利夫·鲍曼(Cliff Bowman)著
分类号：
ISBN：9787300024707
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简介
■ 如何评价竞争环境的吸引力? ■ 应该在何处展开竞争? ■ 应该用什么产品进行竞争? ■ 在既定的市场中应该如何赢得持久的竞争优势? 本书对上述问题及其他有关问题作了清楚而确切的解释。对于那些接受短期培训的管理者、MBA，以及想迅速了解这一问题核心内容的教师和学生来说，都不失为极具价值的参考书。它还可以作为管理人员的藏书，以及那些有抱负的管理人员完善自己知识和技能的参考资料。
目录
1 introduction 1
1.1 levels of strategy 1
l.2 the strategy process 3
1.3 plan of the book 5
2 the customer matrix 7
2.1 cutting price 8
2.2 adding perceived use value ll
2.3 what happens next? 13
2.4 other moves in the customer matrix 14
2.5 consmicting the customer matrix 17
2.6 summary 21
3 the producer matrix 23
3.l the nature of the producer matrix 26
3.2 determining the core competences 27
3.3 sustainable competitive advantage 32
3.4 filling resource and skill gaps 34
3.5 constructing the producer matrix 35
3.6 summary 38
4 the competitive environment 39
4.1 ruvairy 4l
.4.2 barriers to entry 42
4.3 the bargaining power of buyers 44
4.4 the bargaining power of suppliers 45
4.5 the threat of substitutes 45
4.6 the advantages of the five-force framework 46
4.7 competitor analysis 48
4.8 strategic groups 49
4.9 the nature of competitor analysis 50
4.l0 summary 54
5 the future 56
5.l changes in the customer matrix 57
5.2 changes in the producer matrix 58
5.3 pest analysis 60
5.4 scenarios 60
5.5 a proposed scenario-planning method 63
5.6 summary 70
6 strategic choice 72
6.l combinations of customer and producer matrices 72
6.2 the risk cube 78
6.3 strategy evaluation 85
6.4 a worked example 87
6.5 summary 89
7 joint development and acquisition 90
7.l cooperative strategy 92
7.2 why do firms cooperate? 95
7.3 partner selection 99
7.4 alliance formation 102
7.5 the management of a cooperative agreement 106
7.6 alliance evolution 109
7.7 acquisitions 114
7.8 summary 114
8 lmplementation through intenal development 115
8.1 implementation 116
8.2 identifying blockages to change 121
8.3 prioritizing and ownership l24
8.4 building versus demolishing 126
8.5 summary 127
9 conclusion 128
references 132
index 133
1.1 levels of strategy 1
l.2 the strategy process 3
1.3 plan of the book 5
2 the customer matrix 7
2.1 cutting price 8
2.2 adding perceived use value ll
2.3 what happens next? 13
2.4 other moves in the customer matrix 14
2.5 consmicting the customer matrix 17
2.6 summary 21
3 the producer matrix 23
3.l the nature of the producer matrix 26
3.2 determining the core competences 27
3.3 sustainable competitive advantage 32
3.4 filling resource and skill gaps 34
3.5 constructing the producer matrix 35
3.6 summary 38
4 the competitive environment 39
4.1 ruvairy 4l
.4.2 barriers to entry 42
4.3 the bargaining power of buyers 44
4.4 the bargaining power of suppliers 45
4.5 the threat of substitutes 45
4.6 the advantages of the five-force framework 46
4.7 competitor analysis 48
4.8 strategic groups 49
4.9 the nature of competitor analysis 50
4.l0 summary 54
5 the future 56
5.l changes in the customer matrix 57
5.2 changes in the producer matrix 58
5.3 pest analysis 60
5.4 scenarios 60
5.5 a proposed scenario-planning method 63
5.6 summary 70
6 strategic choice 72
6.l combinations of customer and producer matrices 72
6.2 the risk cube 78
6.3 strategy evaluation 85
6.4 a worked example 87
6.5 summary 89
7 joint development and acquisition 90
7.l cooperative strategy 92
7.2 why do firms cooperate? 95
7.3 partner selection 99
7.4 alliance formation 102
7.5 the management of a cooperative agreement 106
7.6 alliance evolution 109
7.7 acquisitions 114
7.8 summary 114
8 lmplementation through intenal development 115
8.1 implementation 116
8.2 identifying blockages to change 121
8.3 prioritizing and ownership l24
8.4 building versus demolishing 126
8.5 summary 127
9 conclusion 128
references 132
index 133
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