战略管理 概念与案例 英文本PDF|Epub|txt|kindle电子书版本网盘下载

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战略管理案例1

INTERNET COMPANIES2

前言2

E*Trade, Inc.—2000 Phillip Lynn2

STRATEGIC MANAGEMENT CASES2

CHAPTER1 THE NATURE OF STRATEGIC MANAGEMENT2

PART1 Overview of Strategic Management2

网络公司（3）2

1．服务业案例2

SERVICE COMPANIES2

绪论 如何进行战略管理案例分析2

第1部分 战略管理概述2

第1章 战略管理的性质2

WHAT IS STRATEGIC MANAGEMENT?5

Defining Strategic Management5

Stages of Strategic Management5

Integrating Intuition and Analysis7

Adapting to Change7

KEY TERMS IN STRATEGIC MANAGEMENT8

Vision and Mission Stacements9

Strategis?s9

eBay Inc.—2000 Stephen M. Giordano10

Excemal Oppattunities and Threats10

Internal Strengths and Weaknesses10

Long-Term Objectives11

Strategies11

Annual Objectives12

Policies12

THE STRATEGIC-MANAGEMENT MODEL12

BENEFITS OF STRATEGIC MANAGEMENT14

Nonfinancial Benefits15

Financial Benefits15

WHY SOME FIRMS DO NO STRATEGIC PLANNING16

PITFALLS IN STRATEGIC PLANNING17

GUIDELINES FOR EFFECTIVE STRATEGIC MANAGEMENT17

BUSINESS ETHICS AND STRATEGIC MANAGEMENT19

Amazon. com, Inc.—2000 Phillip Bartlett and Fred Devid21

COMPARING BUSINESS AND MILITARY STRATEGY23

THE NATURE OF GLOBAL COMPETITION23

Advantages and Disadvantages of International Operations25

零售企业（3）28

RETAILERS28

The Limited, Inc.—2000 M. Jill Austin28

THE COHESION CASE AND EXPERIENTIAL EXERCISES29

THE COHESION CASE: AMERICA ONLINE, INC.,20030

Wal-Mart Stores, Inc.—2000 Amit Shah and Tyra Phipps41

EXPERIENTIAL EXERCISES46

Experiential Exercise 1A: Strategy Analysis for America Online (AOL)46

Experiential Exercise 1B: Developing a Code of Business Ethics for America Online (AOL)46

Experiential Exercise 1C: The Ethics of Spying on Competitors47

Experiential Exercise 1D: Strategic Planning for My University48

Experiential Exercise 1E: Strategic Planning at a Local Company48

Experiential Exercise 1F: Does My University Recruit in Foreign Countrjes?49

PART2 Strategy Formulation50

CHAPTER2 THE BUSINESS MISSION50

第2章 企业使命50

第2部分 战略制定50

WHAT DO WE WANT TO BECOME?52

WHAT IS OUR BUSINESS?55

Vision Versus Mission56

The Process of Developing a Mission Statemen?56

Target Corporation —2000 Henry H. Beam56

IMPORTANCE OF VISION AND MISSION STATEMENTS57

A Resolution of Divergent Views58

A Declaration of Attitude59

CHARACTERISTICS OF A MISSION STATEMENT59

A Customer Orientation62

A Declaration of Social Policy63

COMPONENTS OF A MISSION STATEMENT64

WRITING AND EVALUATING MISSION STATEMENTS65

HOTEL AND GAMING66

Mandalay Resort Group—2000 John Ross66

宾馆与娱乐公司（2）66

EXPERIENTIAL EXERCISES71

Experiential Exercise 2A: Evaluating Mission Statements71

Experiential Exercise 2C: Writing a Vision and Mission Statement for My University72

Experiential Exercise 2B: Writing a Vision and Mission Statement for America Online (AOL)72

Experiential Exercise 2D: Conducting Mission Statement Research73

第3章 外部分析74

CHAPTER3 THE EXTERNAL ASSESSMENT74

THE NATURE OF AN EXTERNAL AUDIT76

Key External Forces76

The Process of Performing an External Audit76

ECONOMIC FORCES78

Harrah s Entertainment, Inc.—2000 Mary R. Dittman79

SOCIAL, CULTURAL, DEMOGRAPHIC, AND ENVIRONMENTAL FORCES80

The U.S.-Mexican Border83

POLITICAL, GOVERNMENTAL, AND LEGAL FORCES85

Politics in Mexico87

Politics in Russia88

Politics in China90

TECHNOLOGICAL FORCES92

First Union Corporation—2000 Brian E. Williamson94

银行（2）94

BANKS94

COMPETITIVE FORCES94

Competitive Intelligence Programs96

Coope?ation Among Competitors98

Rivalry Among Competing Firms99

COMPETITIVE ANALYSIS: PORTER S FIVE-FORCES MODEL99

Bargaining Power of Consumers101

Bargaining Power of Suppliers101

Potential Development of Substitute Products101

Potential En?y of New Competitors101

SOURCES OF EXTERNAL INFORMATION102

Internet102

FORECASTING TOOLS AND TECHNIQUES105

Making Assumptions106

THE GLOBAL CHALLENGE107

The Impact of Diverse Industrial Policies107

Globalization109

Wachovia Corporation—2000 Jule Eldridge, III109

China: Oppo?unities and Threats110

Hong Kong110

Taiwan111

INDUSTRY ANALYSIS: THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX113

THE COMPETITIVE PROFILE MATRIX (CPM)115

The Audubon Institute—2000 Caroline Fisher and Claire J. Anderson117

公园与俱乐部（3）117

ZOOS AND CLUBS117

EXPERIENTIAL EXERCISES120

Experiential Exercise 3A: Developing an EFE Matrix for Ametica Online120

Experiential Exercise 3B: The In?ernet Search120

Experiential Exercise 3C: Developing an EFE Matrix for My University120

Experiential Exercise 3D: Developing a Competitive Profile Matrix for America Online121

Experiential Exercise 3E: Developing a Competitive Profile Matrix for My University121

CHAPTER4 THE INTERNAL ASSESSMENT122

第4章 内部分析122

THE NATURE OF AN INTERNAL AUDIT124

Key Internal Forces125

The Process of Performing an Internal Audit125

INTEGRATING STRATEGY AND CULTURE127

American Versus Foreign Cultures129

Riverbanks Zoological Park and Botanical Garden—2000 Carolyn R. Stokes and Eugene M. Bland130

MANAGEMENT132

Planning132

Organizing134

Motivating134

Staffing135

Conttolling136

Management Audit Checklist of Questions137

MARKETING137

Customer Analysis137

Selling Products/Services137

Product and Service Planning138

Pricing138

Marketing Research139

Distribution139

Opportunity Analysis140

The Classic Car Club of America—2000 Matthew C. Sonfield140

Marketing Audit Checklist of Questions141

FINANCE/ACCOUNTING141

Finance/Accounting Functions141

Basic Types of Financial Ratios142

Finance/Accounting Audit Checklist of Questions146

PRODUCTION/OPERATIONS146

Production/Operations Audit Checklist of Questions149

RESEARCH AND DEVELOPMENT149

Internal and External R D149

Research and Development Audit Checklist of Questions150

COMPUTER INFORMATION SYSTEMS150

Strategic Planning Software151

HOSPITALS152

医院（2）152

M. D. Anderson Biomedical Services Department—2000 Paul Reed, Dana Swenson, Ronald Earl, and Joseph Kavanaugh152

Computer Information Systems Audit Checklist of Questions152

THE INTERNAL FACTOR EVALUATION (IFE) MATRIX153

EXPERIENTIAL EXERCISES158

Experiential Exercise 4A: Performing a Financial Ratio Analysis for America Online (AOL)158

Experiential Exercise 4B: Constructing an IFE Matrix for America Online (AOL)158

Experiential Exercise 4C: Constructing an IFE Matrix for My University158

CHAPTER 5 STRATEGIES IN ACTION160

第5章 战略行动方案160

LONG-TERM OBJECTIVES162

The Nature of Long-Term Objectives162

Quorum Health Group, Inc.—2000 Teresa DeWitt Dullaghan163

TYPES OF STRATEGIES163

Not Managing by Objectives163

Forward Integration164

INTBGRATION STRATEGIES164

Backward Integration166

Horizontal Integration168

INTENSIVE STRATEGIES169

Market Penetration169

Market Development169

Product Development170

DIVERSIFICATION STRATEGIES170

Concentric Diversification172

Horizontal Diversification172

Conglomerate Diversification173

Retrenchment174

DEFENSIVE STRATEGIES174

Divestiture175

旅游企业（3）176

TRAVEL176

Greyhound Lines, Inc.—2000 James Harbin176

JOINT VENTURE AND COMBINATION STRATEGIES177

Joint Venture177

Liquidation177

MICHAEL PORTER S GENERIC STRATEGIES180

Combination180

Cost Leadership Strategies181

Differentiation Strategies181

The Value Chain182

Focus Strategies182

MERGERS182

Leveraged Buyouts (LBOs)184

STRATEGIC MANAGEMENT IN NONPROFIT AND GOVERNMENTAL ORGANIZATIONS185

Carnival Corporation—2000 Mike Keefe, John Ross, and Bill Middlebrook185

Educational Institutions186

Medical Organizations186

STRATEGIC MANAGEMENT IN SMALL FIRMS187

Governmental Agencies and Departments187

Experiential Exercise 5B: Examining Strategy Articles192

Experiential Exercise 5A: What Happened at America Online in the Year 2000?192

EXPERIENTIAL EXERCISES192

Experiential Exercise 5C: Classifying Some Year 2000 Strategies193

Experiential Exercise 5D: Strategic Management at the Dynamic Computer Company194

Experiential Exercise 5F: Developing Alternative Strategies for My University196

Experiential Exercise 5E: How Risky Are Various Alternative Strategies?196

Experiential Exercise 5G: Lessons in Doing Business Globally197

第6章 战略分析与选择198

CHAPTER 6 STRATEGY ANALYSIS AND CHOICE198

Southwest Airlines Co.—2000 Amit Shah and Charles R. Sterrett200

THE NATURE OF STRATEGY ANALYSIS AND CHOICE200

The Process of Generating and Selecting Strategies201

A COMPREHENSIVE STRATEGY-FORMULATION FRAMEWORK201

THE MATCHING STAGE203

THE INPUT STAGE203

The Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix204

The Strategic Position and Action Evaluation (SPACE) Matrix208

CHURCHES209

Central United Methodist Church—2000 Robert T. Barrertt209

教堂（2）209

The Boston Consulting Group (BCG) Matrix212

The Internal-External (IE) Matrix215

Elkins Lake Baptist Church—2000 Paul Reed, Chris?ie Haney, and Ronald Earl216

The Grand Strategy Matrix217

The Quantitative Strategic Planning Matrix (QSPM)219

THE DECISION STAGE219

Positive Features and Limitations of the QSPM222

THE POLITICS OF STRATEGY CHOICE223

CULTURAL ASPECTS OF STRATEGY CHOICE223

RAILROAD225

RailTex, Inc.—2000 Paul Reed, Ronald Earl, and Joseph Kavanaugh225

铁路企业（1）225

THE ROLE OF A BOARD OF DIRECTORS225

Experiential Exercise 6C: Developing a BCG Matrix for America Online (AOL)231

Experiential Exercise 6B: Developing a SPACE Matrix for America Online (AOL)231

Experiential Exercise 6A: Developing a TOWS Matrix for America Online (AOL)231

EXPERIENTIAL EXERCISES231

Experiential Exercise 6F: The Mach Test232

Experiential Exercise 6E: Formulating Indivdual Strategies232

Experiential Exercise 6D: Developing a QSPM for America Online (AOL)232

Experiential Exercise 6G: Developing a BCG Matrix for My University234

Experiential Exercise 6H: The Role of Boards of Directors235

Experiential Exercise 6I: Locating Companies in a Grand Strategy Matrix235

PART 3 Strategy Implementation236

CHAPTER 7 IMPLEMENTING STRATEGIES: MANAGEMENT ISSUES236

第7章 战略实施中的管理问题236

第3部分 战略实施236

2．制造业案例238

THE NATURE OF STRATEGY IMPLEMENTATION238

交通运输企业（2）238

Management Perspectives239

ANNUAL OBJECTIVES240

POLICIES242

RESOURCE ALLOCATION244

MANAGING CONFLICT244

MATCHING STRUCTURE WITH STRATEGY245

The Functional Structure246

The Divisional Structure247

MANUFACTURING COMPANIES247

TRANSPORTATION247

Harley-Davidson, Inc.—2000 Ricky Cox Winnebago Industries, Inc.—2000 Eugene M. Bland and John G. Marcis247

The Strategic Business Unit (SBU) Structure248

The Matrix Structure249

RESTRUCTURING, REENGINEERING, AND E-ENGINEERING249

Restructuring251

Reengineering251

LINKING PERFORMANCE AND PAY TO STRATEGIES252

MANAGING RESISTANCE TO CHANGE254

MANAGING THE NATURAL ENVIRONMENT255

CREATING A STRATEGY-SUPPORTIVE CULTURE258

The Mexican Culture259

COSMETICS259

Avon Products, Inc.—2000 James Camerius259

化妆品公司（2）259

The Russian Culture260

The Japanese Culture261

PRODUCTION/OPRATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES262

HUMAN RESOURCE CONCERNS WHEN IMPLEMENTING STRATEGIES263

Employee Stock Ownership Plans (ESOPs)264

Balancing Work Life and Home Life266

Corporate Fitness Programs267

Revlon, Inc.—2000 M. Jill Austin270

EXPERIENTIAL EXERCISES271

Experiential Exercise 7B: Matching Managers with Strategy271

Experiential Exercise 7A: Revising America Online s Organizational Chart271

Experiential Exercise 7C: Do Organizations Really Establish Objectives?272

Experiential Exercise 7D: Understanding My University s Culture273

CHAPTER 8 IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R D, AND CIS ISSUES274

第8章 战略实施中的营销、财务/会计、研发以及计算机信息系统问题274

THE NATURE OF STRATEGY IMPLEMENTATION276

MARKETING ISSUES276

Market Segmentation278

Product Positioning280

Pilgrim s Pride Corporation—2000 James L. Harbin281

食品公司（3）281

FOOD281

FINANCE/ACCOUNTING ISSUES282

Acquiring Capital to Implement Strategies284

Pro Forma Financial Statements286

Financial Budgets287

Evaluating the Worth of a Business288

Deciding Whether to Go Public290

RESEARCH AND DEVELOPMENT (R D) ISSUES291

H. J. Heinz Company—2000 Henry H. Beam292

COMPUTER INFORMATION SYSTEMS (CIS) ISSUES294

EXPERIENTIAL EXERCISES298

Experiential Exercise 8A: Developing a Product-Positioning Map for America Online (AOL)298

Experiential Exercise 8B: Performing an EPS/EBIT Analysis for America Online (AOL)298

Experiential Exercise 8C: Preparing Pro Forma Financial Statements for America Online (AOL)298

Experiential Exercise 8D: Determining the Cash Value of America Online (AOL)299

Experiential Exercise 8E: Developing a Product-Positioning Map for My University299

Experiential Exercise 8F: Do Banks Require Pro Forma Statements?299

第9章 战略评价与控制300

PART 4 Strategy Evaluation300

CHAPTER 9 STRATEGY REVIEW, EVALUATION, AND CONTROL300

第4部分 战略评价300

THE NATURE OF STRATEGY EVALUATION302

Hershey Foods Corporation—2000 Forest R. David303

The Process of Evaluating Strategies305

A STRATEGY-EVALUATION FRAMEWORK306

Reviewing Bases of Strategy306

Measuring Organizational Performance308

Taking Corrective Actions310

PUBLISHED SOURCES OF STRATEGY-EVALUATION INFORMATION311

AEROSPACE312

The Boeing Company—2000 Carolyn R. Stokes312

航空公司（2）312

CHARACTERISTICS OF AN EFFECTIVE EVALUATION SYSTEM313

CONTINGENCY PLANNING314

AUDITING316

USING COMPUTERS TO EVALUATE STRATEGIES317

The Environmental Audit317

EXPERIENTIAL EXERCISES321

Experiential Exercise 9A: Preparing a Strategy-Evaluation Report for America Online (AOL)321

Experiential Exercise 9B: Evaluating My University s Strategies321

Lockheed Martin Corporation—2000 Wayne Chamblee321

Experiential Exercise 9C: Who Prepares an Environmental Audit?321

NAME INDEX323

SUBJECT INDEX325

计算机公司（4）330

COMPUTERS330

Dell Computer Corporation—2001 Cindy R. Smith330

COMPANY INDEX332

Apple Computer, Inc.—2000 David Stanton340

Compaq Computer Corporation—2000 Maria Margiotis346

Research in Motion—2000 David Griffin355

Stryker Corporation—2000 Henry H. Beam363

MEDICAL363

医药公司（2）363

Biomet, Inc.—2000 Satish P. Deshpande374

杂志社（2）382

MAGAZINES382

Playboy Enterprises, Inc.—2000 Kay W. Lawrimore and Fred R. David382

Reader s Digest Association, Inc.—2000 Caroll Braddock392

鞋业公司（2）401

FOOTWEAR401

Nike, Inc.—2000 M. Jill Austin401

Reebok International, Ltd.—2000 Angela G. Page415

烟草公司（1）422

TOBACCO422

UST, Inc.—2000 Marilyn M. Helms and Fred R. David422