内容提要

本书从组织与股东的角度审视战略管理，系统

讲述了战略管理的基本原理与技术方法，并精选了

来自11个不同行业（领域）的30项典型案例，逐一

进行分析和评述，为造就未来企业高层决策人员提

供了一个全面、系统、合理、实用的理论框架和知

识体系。本书被包括多所一流大学在内的100多所

大学采用。作为“战略管理”课题的核心教材。

Preface

PART l

STRATEGlC MANAGEMENT AND

ENVlRONMENTAL ANALYSlS

Chapter l

Stakeholders and the Strategic Management Process

Chapter 2

The Broad Environment

Chapter 3

The Operating Environment and Extemal Stakeholders

PART2

ORGANlZATlONAL ANALYSlS

AND STRATEGlC DlRECTlON

Chapter 4

The Intemal Environment and Competitive Advantage

Chapter 5

Strategic Direction

PART3

STRATEGY FORMULATlON

Chapter 6

Business-Level Strategy

Chapter 7

Corporate-Level Strategy

PART4

STRATEGY IMPLEMENTATlON AND CONTROL

Chapter 8

Strategy Inplementation

Chapter 9

Strategic Control

Chapter lO

Corporate Restructuring

Case Note:

Preparing a Case Analysis

CASES


PART 1 PREFACE

CHaptter1 STRATEGlC MANAGEMENT AND ENVlRONMENTAL ANALYSlS

Stakeholders and the Strategic Management Process

THE STRATEGIC MANAGEMENT PROCESS

Strategic Insight 1.1 The Increasing Importance of Strategic Mamgement

Environmental and Organizational Analysis

Strategic Direction

Strategy Fonnulation

Strategy Implementation and Control

Strategic Application l.l Identifying the Strategic Management Process

Strategic Restructuring

ALTERNATIVE PERSPECTlVES ON STRATBGY DEVELOPMENT

STAKEHOLDER ANALYSB AND MANAGEMENT

Strategic Insight l .2 Stonyfield Farm Saved from Demise Through Innwvative Use of

Stakeholders

Stakeholder Analysis

Stakeholder Management

THE CASE FOR GOINMG GLOBAL

Strategic Insight 1.3 Marwgement Differences Across the United States, Europe, and Japan

Chapter2 The Broad Environment

ASSESSMENT OF THE BROAD ENVlRONMENT

Sodocultural Forces

Strategic Insight 2.1 Eliminating Waste Makes Bottom-Line Sense

Global Economic Forces

Technological Forces

Global Political and Legai rorces

Strategk tnsight 2.2 Golfing Conghmerate Forgets to Check with Regulators

Foreign Environments 38

Strategic Insight 23 Need a Friend in Asia! Try the Singapore Connection

CoLLECnNG INFORMATlON ON THE BROAD ENVlRONMENT

Strategic Application 2.1 Examples of Questwns to Ask About a Potential Foreign Market

Strategic Application 2.2 Assessment of the Braad Environment

Chapter3 The Operating Environment and External Stakeholders

ASSESSMENT OF THE OPERATING ENVlRONMENT

Extemal Stakeholders and Environmental Uncertainty

Strategic Management of Organizahons and Stakeholders: Concepts and Cases

Competitive Forces

Strategk Applkation 3.1 Abbrevwted Example of the Five Forces m the Brewing Industry

MANAGlNG AND PARTNERING WTTH EXTERNAL STAKEHOLDERS

Traditional Stakeholder Management Techniques

Strategic Partnering

Strategic Insight 3.2 Intemational Rivals Join torces in Major Alliances

PAKT2 ORGANlZATlONAL ANALYSlS AND STRATEGlC DlRECTlON

Chapter4 The Internal Environment and Competitive Advantage

llMTERNAL STAKEHOLDERS AS COMPETTnVE RESOURCES

The Chief Executive and Organization Managers

Strategic Insight 4.1 America's Most Successful Businesswomen

Strategic Insight 4.2 Sam Walton: A Visionary Leader

Owners

Employees and Human Resource Management

Strategic Insight 4.3 Effective Human Resource Management Leading to Competitive

Advantage

Strategic Insight 4.4 Analyzing Geographically Diverse Employees

Strategic Applkation 4.1 Conducting a Cultural Audit

INTERNAL RESOURCES AND COMPETmVE ADVANTAGE

Strategic Application 4.2 Competitive Resources Associated with intemal Stakeholders .

Uniquely Valuable Resources

Financial Resources

Value-Creating Activities

APPENDlX: AGENCY PROBLEMS: CONSEQUENCES AND PREVENTlONS

Executive Compensation

Short-Run versus Long-Run Decision Making

Agency and Growth

Agency and Boards of Directors

Chapler5 Strategic Direction

ESTABUSHMENT OF STRATEGlC DIRECTlON

Organizational Mission

Business Definition

Organizational Vision

Strategic Insight 5.1 TLC Group Uses Tragedy As an Opportunity for Redefining Its

Business

Enterprise Strategy and Ethics

Strategic Application 5.1 Applying the Ethical Theories to an Ethical Dilemma

Strategic Insight 5.2 Daw Coming's Ethics Audit Process

Strategic Insight 5.3 Is the Japanese Market Open to Foreign Companies?

Strategic Application 5.2 Identificatim of Strategic Direction

AT-nTUDE TOWARD GROWTH

Growth Strategies

Strategic Insight 5.4 Culligan Water Conditioning Expands Its Scope

Stability Strategies

INTERNATlONAL ExPANSlON AND STRATEGlC DlRECTlON

PART3 STRATEGY FORMULATlON

Chapter6 Business-Level Strategy

GENERlC BUSINMESS STRATEGlES

Cost Leadership

Strategic Insight 6.1 Chaparral Steel Unleashes Worker to Cut Costs

Differentiation

BestCost

Focus

Strategic Insight 6.2 Norton Manufacturing Focuses on Precision Crankshafts

GLOBAL BusINESS STRATEGY

Strategic Application 6.1 Analysis of Business-Level Strategies

Global Product/Market Approach

Strategic Insight 6.3 Porter's Competitive Advantage of Nations

Global Expansion Tactics

Enhancing Global Business-Level Strategy

POSITIONlNG COMPETlTlVE STRATEGlES IN A DYNAMlC ENVlRONMENT

Chapter7 Corporate-Level Strategy

DEVELOPMENT OF CORPORATE-LEVEL STRATEGY

Concentration

Vertical Integration

Diversification

Strategic Insight 7.1 Hitachi's Unrelated Diversification Strategy

Strategic Insight 7.2 Grand Metropolitan's Related Diversification Strategy

Corporate-Level Core Capabilities

Strategic Insight 7.3 Novell's Corporate-Level Tactics

DlVERSlFlCATlON METHODS

Intemal Venturing

Acquisitions

Strategic Alliances

Strategic Application 7.1 Diversificatwn Strategy Impact Amlysis

APPENDlX: PORTFOUO MODELS FOR SELECTlON OF BUSlNESSES AND iNVESTMENT PRlORlTlES

Boston Consulting Group Matrix

General Electric Business Screen

Strategic Application 7A.1 Assessing industry Attractiveness

Strategic Application 7A.2 Assessing Competitive Position

PART4 STRATEGY IMPLEMENTATlON AND CONTROL

Chapter8 Strategy Implementation

FUNCTlONAL STRATEGlES

Strategic Application 8.1 Evaluating Activities Using the Value Chain

Strategic Insight 8.1 An Example of Integrated, Interdependent Activity Mamgement-

The Just-in-Time Philosophy

MARKETlNG STRATEGY

Strategic Insight 8.2 Wallace Co, Inc., Wins Malcolm Baldrige Natioml Quality Avsard after

Redesign of Functional Strategies

Operations Strategy

Research and Development Strategy

Information Systems Strategy

Human Resources Strategy

Financial Strategy

Managing Functional Strategies

STRUCTURlNG TO SUPPORT STRATEGY

Strategic Application 8.2 Conducting a Functional Strategy Audit

Business-Level Structures

Strategic Insight 8.3 A Change m Organizational Structure at TransAmerica Telemarketing

Inc., Improves Customer Service

Corporate-Level Structures

Strategic Insight 8.4 Strategic Business Unit Structure at Johnson & Johnson

Chapter9 Strategic Control

DEVELOPMENT OF STRATEGlC CONTROL SYSTEMS

Designing a Strategic Control System

Determination of Control Factors

Strategic Insight 9.1 Lifeline Systems Implements TQM

Strategic AppLication 9.1 A Sample Scorecard for "Keeping Score with Stakeholders'

ELEMENTS OF A STRATEGlC CONTROL SYSTEM

Feedforward Controls

Feedback Control Systems

Concurrent Controls

Combining Control Elements

CRlSlS PREVENTlON AND MANAGEMENT

Strategic Application 9.2 Crisis Management Strategic Checklist

Chapter10 Corporate Restructuring

REORlENTATlON THROUGH RESTRUCTURlNG

Refocusing Corporate Assets

Retrenchment

Strategic Insight 10.1 Voices ofSuroivors: Words That Downsizing CEOs Should Hear

Chapter Xl Reorganization

Leveraged Buyouts

Strategic Insight 10.2 FM Corporation Survives Chapter Xl

Strategic Insight 10.3 Kelly Truck Line-A Small LBO That Worked

Changes to Organizational Design

Combined Restructuring Approaches

Strategic Insight 10.4 Internatwnal Harvester's Restructuring Process

REORlENTATlON THROUGH CONTTNUOUS LEARNlNG

Strategic Application lO.l Restructuring Impact Analysis for a Large, Diversified Firm

THE CHALLENGE OF THE FUTURE

Strategk insight 10.5 Leaming Profile ofa Leaming Organization

Cadr Note： Preparing a Case Analysis Case Note-l

STRUCTURlNG AN ENVlRONMENTAL ANALYSB CaSe Note-S

Industry Analysis Case Note-3

Extemal Stakeholders and the Broad Environment Case Note-4

Strategic Issues Facing the Industry Case Note-5

STRUCTURING AN ORGANIZATIONAL ANALYSB Case Note-6

Evaluation of the Intemal Environment Case Note-6

identification of Resources and Capabilities Case Note-7

Performance Evaluation Case Note-8

Sources of Competitive Advantage Case Note-8

DEVELOPlNG A STRATEGIC PLAN Case Note-9

Strategic Direction and Major Strategies Case Note-9

Evaluation of Opportunities and Recommendations Case Note-lO

Strategic Application A.l A PayoffMatrix Approach to Evaluating Opportunities Case Note-ll

Implementation and Control Case Note-ll

CASES

Part1 Agricultural Products

CASE l DlBRELL BROTHERS, INC. C-l

David W. Grigsby and Lester A. Hudson

CASE 2 PERDUE FARMS INC.--l995 C-l9

George C. Rubenson, Frank M. Shipper and Jean M. Hanebury

Part2 Automobile Industry

CASE 3 ELECTRlC VEHlCLES: MACROENVlRONMENTAL CONDlTlONS FOR INDUSTRY

REJUVENATlON C-32

Robert N. McGrath

CASE 4 THE GENERAL MOTORS CORPORATlON IN l995 C-42

Stephen J. Snyder and E. Brian Peach

CASE 5 U.S. ELECTRICAR C-60

Robert N. McGrath

Part3 Communications

CASE 6 NTN COMMUNlCATlONS, INC.-INTERACTlVE TELEVBlON: THE PUTURE IS NOW C-71

Julie Driscoll, Alan N. Hoffman, Alison Rude, Carol Rugg, and Bonnie Silvieria

CASE 7 XEL COMMUNlCATlONS INC. (A) C-80

Robert P. McGowan and Cynthia V. Fukami

CASE 8 XEL COMMUNlCATlONS, llMC. (0: FORMlNG A STRATEGlC PARTNERSHlP C-97

Cynthia V. Fukami and Robert P. McGowan

Part4 Computers and Software

CASE 9 HAMlLTON TECHNOLOGlES,IiNC. C-l03

John A. Seeger, John H. Friar, and Raymond M. Kinnunen

CASE lO IBM REBORN: RESTRUCTURlNG A SLUGGISH COMPUTER INDUSTRY GlANT C-l24

William C. House

Part5 Consumer Products (Miscellaneous)

CASE ll HARLEY-DAVlDSON C-l32

Nabil A. Ibrahim

CASE 12 RUBBERMAlD INCORPORATED: BEYONDGAULT C-148

Bernard A. Deitzer, Susan Hanlon, Alan G. Krigline, and Thomas C. Peterson

CASE l3 WHlRLPOOL'S QUEST FOR GLOBAL LEADERSHlP C-172

Arieh A. Ullmann

Part6 Diversified Firms

CASE l4 BOMBARDlER IN THE 1990sC-l92

Joseph Lampel and famal Shamsie

CASE 15 EASTMAN KODAK COMPANY C-206

James A. Kidney

CASE 16 TEXTRON INC. AND THE CESSNA 172 C-219

Robert N. McGrath, Blaise P. Waguespack, Jr, and George A. Wrigley

Part7 Entertainment Products and Services

CASE 17 CARMlKE ClNEMAS, INC, iN l995 C-231

Tracy Robertson Kramer and Marilyn L. Taylor

CASE 18 ClNEPLEX ODEON: BACK TO THE FUTURE C-246

Joseph Lampel and Jamal Shamsie

CASE 19 NlNTENDO VERSUS SEGA (A): THE VlDEOGAME INDUSTRY C-259

Romuald A. Stone

CASE 20 NlNTENDO VERSUS SEGA (B): THE VlDEOGAME WARS C-286

Romuald A. Stone

Part8 Specialty Food and Beverage

CASE 21 BEN & JERRY'S HOMEMADE INC.: "Yo! l'M YOUR CEO !C-297

Katherine A. Auer and Alan N. Hoffman

CASE 22 BROOKLYN BREWERY, LTD.: THE BEER INDUSTRY C-3l2

Robert J. Mockler, Narasimhaswamy Banavara, Alfred Sturup and Dorothy G. Dologite

Part9 Health Care

CASE 23 INVACARE CORPORATlON, 1997 C-341

Walter E. Greene

CASE24 PERRlGO COMPANY C-354

Ram Subramanian

CASE 25 BlOMET, INC.--l996 C-366

Peter Schoderbek

Part10 Retailing

CASE 26 DAYTON HUDSON CORPORATlON C-375

Jan Zahrly, Marshall Foote, Troy Gleason Aaron Martin, Brent Olson

and Brian Wavra

CASE 27 NORDSTROM INC., l996 C-383

Stephen E. Barndt

Paer11 PSpecial Stakeholder Issues

CASE 28 THE IRAN-CONTRA AFFAlR (A): "WlLL NO ONE RlD ME OF THB TROUBLESOME

PRlEST?" C-403

Steven J. Maranville

CASE 29 COLUMBIA COLLEGE AND LEADERSHIP POR WOMEN C-413

Michael F. Welsh

CASE 30 ASHLAND OlL AND THE TRI-CmES: TENSION ON THE RlVER 0-422

Brian K. Burton and W. Harvey Hegarty

GLOSSARY G-l

INDEX 1-1

it less hostile and more conducive to organizational success are called enactment.6

Organizations that have reached phase 4 in their planning efforts engage in signif-

icant amounts of both adaptation and enactrnent, as opposed to organizations in

earlier phases that focus primanly on adaptation.

A simple model of the strategic management process is contained in Figure l .l.

The typical sequence of activities begins with (1) analysis of the broad and operating

environments of the organization and (2) the organization itself, followed by the (3)

establishment of strategic direction, reflected in missions, visions, and/or long-term

goals, (4) formulation of spedfic strategies, (5) implementation of those strategies,

and (6) development of control systems to ensure that they arc both successfully car-

ried out and still appropriate for the finn in its current environment. Finally, strate-

gic restructuring may occur as a firm makes major changes to its strategic direction,

strategies, and/or the way those strategies are implemented, usually in response to

inconsistencies between expected and actual performance. While these activities

may occur in the order specified, espedally if a firm is engaging in a fonnal strategic

planning program, they may also be carried out in some other order or simultane-

ously. Also, the dashed lines in Figure l.l indicate that organizations often cycle

back to earlier activities during the strategic management process, as new informa-

tion is gathered and assuanptions change. For instance, an organization may attempt

to develop strategies consistent with its long-term goals and, after a trial period, dis-

cover that the goals were too ambitious or too easy to obtain. Also, an organization

may discover rather quickly (or over a longer period of time) that a proposed strat-

egy cannot be implemented feasibly. As a result, the organization may have to cycle

back to the formulation stage to fine-tune its strategic approach. In other words,

organizations may leam from their own past actions and from environmental forces,

and may modify their behavior in response.

Start-up firms seldom exhibit the sophisticated planning processes associated

with phase 4 planning. They rarely engage in all of the processes depicted in Figure

l.l. Start-ups often begin with an entrepreneur who has an idea for a product or

service that he or she believes will lead to market success. Venture capital is raised

through a variety of public or private sources and a new business is bom. The

entrepreneur may establish an infonnal sense of direction and a few goals, but the

rest of the fonnal strategy process may be overlooked. If the organization is suc-

cessful, it will typically expand in both sales and personnel until it reaches a criti-

cal point at which the original entrepreneur feels a loss of control. At this point the

entrepreneur may attempt to formalize various aspects of strategic planning,

either by hiring outside consultants, by creating planning positions within the

firm, or by involving other managers in planning activities. This same process is

typical of nonprofit start-ups as well, except that the nature of the cause (i.e.,

humanitarian, educational) may place tighter constraints on the way the firm is

financed and organized.

Consequently, the model in Figure l.l is not intended to be a rigid represen-

tation of the strategic management process in all organizations as they currently

operate. Nevertheless, the progression of activities-from analysis to plan to

action and control-provides a logical way to study strategic management.

Furthermore, the activities relate equally well to for-profit, nonprofit manufactur-

ing, and service organizations, although some of the differences in the way these

organizations approach strategic management are described fhroughout the text.

Now that the strategic management process has been introduced, each of its

components will be described in more detail-envirorunental analysis, organiza-

tional analysis, strategic direction, strategy formulation, strategy implementation

and control, and strategic restructuring.

Environmental and Organizational Analysis

This book utilizes a stakeholder approach to strategic management. Just as the

chief aim of an organization is the satisfaction of its key stakeholders, these stake-

holders form the basis for analysis of the environment and the organization. For

the purposes of this book, an organization's environment includes groups, indi-

viduals, and forces outside of the traditional boundaries of the organization that

are significantly influenced by or have a major impact on the organization.7 The

organization includes all of the stakeholders, resources, and processes that exist

within the boundaries of the firm.

作者简介

杰夫利.S.哈里森，佛罗里达中部大学教授。

卡隆.H.圣约翰，克伦森大学教授。