内容提要

本书是美国得克萨斯A&M大学、贝勒大学等

著名大学商学院的战略管理标准教材。教学目标明

确，结合众所周知的世界13大企业的实际案例，全

面阐述战略管理的核心问题，使您领会战略竞争和

全球化的重要性，把握机遇，主动出击，赢得胜利。

CHAPTER 1 Strategic Management and Strategic Competitiveness

Opening Case: Ford 2000: Ford Motor Company's Global Strategy

The Challenge of Strategic Management

The New Competitive Landscape

The Global Economy

The March of Globalization

STRATEGIC FOCUS: Procter & Gamble: Competing Successfully in China

STRATEGIC FOCUS: The Changing Global Competitive Landscape: Emergence

of Newly Industrialized Countries

Technology and Technological Changes

The I/O Model of Above-Average Returns

The Resource-Based Model of Above-Average Returns

Strategic Intent and Strategic Mission

Strategic Intent

Strategic Mission

Stakeholders

Classification of Stakeholders

Organizational Strategists383

The Work of Effective Strategists

The Strategic Management Process

STRATEGIC FOCUS: Pursuing a Dream at Packard Bell

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 2 The External Environment: Opportunities, Threats, Industry

Competition, and Competitor Analysis

Opening Case: Rubbermaid's Struggle to Remain at the Top

The General, Industry, and Competitor Environments

External Environmental Analysis

Scanning

Monitoring

Forecasting

Assessing

STRATEGIC FOCUS: Crearing New Visions with New Opponunities

Segments of the General Environment

The Demographic Segment

The Economic Segment

The Political/Legal Segment

The Sociocultural Segment

The Technological Segment

The Global Segment

STRATEGIC FOCUS: China's Growing Economic Prowess Presents Both

Opportunities and Threats to U.S., European, and Other Asian Finns

Industry Environment Analysis

Threat of New Entrants

Bargaining Power of Suppliers

Bargaimng Power of Buyers

Threat of Substitute Products

Intensity of Rivalry Among Competitors

Interpreting Industry Analyses

Strategic Groups

The Value of Strategic Group Amlysis

Competitor Analysis

STRATEGIC FOCUS: Dirty Comperirion for Global Business

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 3 The Internal Environment: Resources, Capabilities and Core

Competencies

Opening Case: Brand Names As a Source of Competitive Advantage

The Importance of Internal Analysis

The Challenge of Internal Analysis

Resources, Capabilities, and Core Competencies

Resources

Capabilities

Value Chain Amlysis

Outsowcing

STRATEGIC FOCUS: Crearing Value As an Outsourdng Company

Core Competencies

Criteria of Sustaimble Competitive Advantage

STRATEGIC FOCUS: Old Navy Stores: A New Fonnat for The Gap to Achieve

Competirive Advantage?

Core Competencies-Cautions and Reminders

STRATEGIC FOCUS: Core Competencies and Core Rigidities at Sears, Roebuck

&Co.

Strategic Inputs and Strategic Actions

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER4 Business-Level Strategy

Opening Case: Achieving Strategic Competitiveness at Callaway Golf Company

Customers: Who, What, and How

Who: Determining the Customers to Serve

What: Determing the Customer Needs to Satisfy

How: Determining Core Competencies Necessary to Satisfy Customers' Needs

STRATEGIC FOCUS: Casual Fridays: A Change in Corporate Dress Codes

Types of Business-Level Strategy

Cost Leadership Strategy

Competitive Risks of the Cost Leadership Strategy

Differentiation Strategy

Competitive Risks ofthe Differentiation Strategy

Focus Strategies

STRATEGIC FOCUS: Successful Focus on a Market Niche: Watch Out for

Pirates

Competitive Risks of Focus Strategies

STRATEGIC FOCUS: Is It a Truck or a Jeep? Neither: It's a Hummer!

Integrated Low-CosttDifferentiation Strategy

Competitive Risks of the Integrated Low-Cost/Differentiation Strategy

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 5 Competitive Dynamics

Opening Case: Competive Dynamics Among Breakfast Cereal Producers

Model of Competitive Dynamics and Rivalry

Market Commonality

Resource Similarity

Likelihood of Attack

first-, Second; and Late-Movers

Likelihood of Response

Type of Competitwe Action

Actor's Reputation

Dependence on the Market

Competitor Resource Availability

Firms' Abilities to Take Action and Respond

Relative firm Size

STRATEGlC FOCUS: Morgan Stantey's Emerging Market Strategy

Speed of Competitive Actions and Competitive Responses

Innovation

Quality

STRATEGlC FOCUS: Sun Microsystems Competes Through

Innovarion

Outcomes of Interfirm Rivalry

Competitive Market Outcomes

Competing 'm Fast-Cycle Markets

STRATEGlC FOCUS; Cannibalism Is a Virtue

Competitive Dynamics and Industry Evolution Outcomes

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 6 Corporate-Level Strategy

Opening Case: The Downscoping of AT&T

History of Diversification

Levels of Diversification

Low Levels of Diversification

Moderate and High Levels of Diversification

STRATEGlC FOCUS: The Marriage of Time Warner and Turner Broadcasting:

Will It Create Positive Synergy?

Reasons for Diversification

Related Diversification

Sharing Activities

Transferring of Core Competencies

Market Power

Unrelated Diversification

Efftcient Intemal Capital Market Allocation

STRATEGIC FOCUS: Different Methods for Successfully Managing Unrelated

Businesses

Restructuring

Diversification: Incentives and Resources

Incentives to Diversify

STRATEGIC FOCUS: The Extinction of Cardinals and Eagle

Resources and Diversification

Extent of Diversification

Managerial Motives to Diversify

Techniques for Analyzing Diversified Companies' Portfolios

The Four Matrix Quadrants

Pitfalls of Matrix Techniques

Summary

Reyiew Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 7 Acquisition and Restructuring Strategies

Opening Case: Mega-Media Acquisitions

Mergers and Acquisitions

Reasons for Acquisitions

STRATEGIC FOCUS: Acquirers in the Pharmaceutical Industry Seek Market

Power

STRATEGIC FOCUS: Insurance Companies and Banks Make Acquisitions to

Save Costs and Increase Market Power

Problems m Achieving Acquisition Success

Effective Acquisitions

Restructuring

STRATEGIC FOCUS: Corporate Restructuring in Germany, Japan and

South Korea

Downsizing

Downscoping

Leveraged Buyouts

Restructuring Outcomes

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 8 International Strategy

Opening Case: Russia and China: Opportunities and Risks

Identifying International Opportunities: The Incentive to Pursue an International

Strategy

Increased Market Size

Return on Investment

Economies of Scale and Learning

Location Advantages

international Strategies

International Business-Level Strategy

Intermtional Corporate-Level Strategy

STRATEGlC FOCUS: The Evolution of Citicorp Toward a Transnational

Strategy

Environmental Trends

Regionalization

Choice of international Entry Mode

Exporting

Licensing

Strategic Alliances

STRATEGlC FOCUS: Sony Uses Strategic Alliances As an International Entry

Mode

Acquisitions

New, Wholly Owned Subsidiary

Dynamics of Mode of Entry

Strategic Competitiveness Outcomes

International Diversification and Returns

STRATEGlC FOCUS: Japanese Automobile Manufacturers Use of International

Diversification

International Diversification and Innovation

Complexity of Managing Multinational Firms

Risks in an International Environment

Political Risks

Economic Risks

Limits to International Expansion: Management Problems

Other Management Problems

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 9 Cooperative Strategy

Opening Case: Strange Bedfellows: The Art of Partnering

Types of Cooperative Strategies

Reasons for Alliances

STRATEGlC FOCUS: From Dream Alliances in Hollywood to Compu-Toys

Business-Level Cooperative Strategies

Complementary Alliances

Competition Reduction Strategies

Competition Response Strategies

Vncertainty Reduction Strategies

Assessment of Competitive Advantage

Corporate-Level Cooperative Strategies

Motives for Corporate-Level Cooperative Strategies .

STRATEGlC FOCUS: Multiple R&D Alliances to Create Biotech Innovations

Also Carry Significant Risk

Internarional Cooperative Strategies

Strategic Intent of Partner

Network Strategies

RVD Consortia and Other Network Strategies

STRATEGlC FOCUS: Sematech: A Victim of Its Own Success?

Competitive Risks with Cooperative Strategies

Trustworthiness As a Strategic Asset

Strategic Approaches to Managing Alliances

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER lO Corporate Governance

Opening Case; The Effects of Corporate Governance Mechanisms on Firms' Strategic

Comperitiveness

Separation of Ownership and Managerial Control

Agency Relationships

Product Diversification As an Example ofan Agency Problem

Agency Costs and Govemance Mechanisms

Ownership Concentration

The Growing Infiuence of Istitutional Owners As Large-Block Shareholders

STRATEGlC FOCUS: The Governance of Public Pension Funds

Shareholder Activism: How Much Is Possible?

Boards of Directors

Enhancing the Effectiveness ofthe Board ofDirectors As a Governance Mechanism

Executive Compensation

A Complited Governance Mechanism

The Effectiveness of Exewtive Compensation

The Multidivisional Structure

Market for Corporate Control

Managerial Defense Tactics

International Corporate Governance

Corporate Governance 'm Germany

STRATEGlC FOCUS: Seeking to Satisfy Shareholders' Interests at Veba AG

Corporate Governance in Japan

Governance Mechanisms and Ethical Behavior

STRATEGlC FOCUS: Contemporary Corporate Governance Issues

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER l l Organizational Structure and Controls

Opening Case: Troubled Times at Oy Nokia

Evolutionary Patterns of Strategy and Organizational Structure

Simple Structure

Functional Structure

Multidivisional Structure

Implementing Business-Level Strategies: Organizational Structure and Controls

Using the Functional Structure to Implement the Cost Leadership Strategy

Using the Functional Structure to Implement the Differentiation Strategy

Using the Functional Structure to Implement the Integrated Low-Cost/

Differentiation Strategy

Using the Simple Structure to Implement Focused Strategies

Movement to the Multidivisional Structure

Implementing Corporate-Level Strategies; Organizational Structure and Controls

Usmg the Cooperative form to Implement the Related-Constrained Strategy

Using the SBU form to Implement the Related-Linked Strategy

STRATEGIC FOCUS: Organizational Structure and Unisys Corp.'s Intended

Future

Using the Competitive Form to Implement the Unrelated Diversification Strategy

The Effect of Structure on Strategy

STRATEGIC FOCUS: Changing of Diversification Strategies and Organizational

Structures in Large Diversified Finns

Implementing International Strategies: Organizational Structure and Controls

Using the Worldwide Geographic Area Structure to Implement the Multidomesti

Strategy

Using the Worldwide Product Divisional Structure to Implement the Global Strategy

Using the Combination Structure to Implement the Transnational Strategy

Implementing Cooperative Strategies: Organizational Structure and Controls

Implementing Business-Level Cooperative Strategies

Implementing Corporate-Level Cooperative Strategies

Implementtng International Cooperative Strategies

Contemporary Organizational Structures: A Cautionary Note

STRATEGIC FOCUS: The Use of a "Honeycomb" Organizational Structure at

AES Corporation

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 12 Strategic Leadership

Opening Case: Strategic Leadership at Compaq Computer

Strategic Leadership

Managers As an Organizational Resource

STRATEGIC FOCUS: Some Strategic Leaders Do It Right and Others Do Not

Top Management Teams

Managerial Labor Market

Determining Strategic Direction

STRATEGIC FOCUS: Charisma: Strategic Leaders Who Have It, and Strategic

Leaders Who Don't

Exploiting and Maintaining Core Competencies

Developing Human Capital

STRATEGIC FOCUS: The Development and Training of Strategic Leaders at

PepsiCo

Sustaining an Effective Organizational Culture

Entrepreneurial Orientation

Changing Organizational Culture and Reengineering

Emphasizing Ethical Practices

Establishing Balanced Organizational Controls

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

CHAPTER 13 Corporate Entreprenewship and Innovation

Opening Case: Entrepreneurship Is Creating the Future

Innovation and Corporate Entrepreneurship

Need for Innovatton and Entrepreneurship

Entrepreneurship and Innovation Defined

STRATEGlC FOCUS: Creating New Products and Services with Corporate

Entrepreneurship

Cross-Cultural Comparisons of Entreprenewship

Internal Corporate Venturing

STRATEGlC FOCUS: The Power of Teams

Implementing Internal Corporate Ventures

Implementing Product Development Teams and Facilitating Cross-Functional

Integration

Barriers to Integration

Facilitating Integration

Appropriating (Extracting) Value from Innovation

STRATEGlC FOCUS: Speed and More Speed to Survive

Strategic Alliances: Cooperating to Produce and Manage Innovation

Buying Innovation: Acquisirions and Venture Capital

Acquisitions

Venture Capital

Entrepreneurship and the Small Firm

Summary

Review Questions

Application Discussion Questions

Ethics Questions

Internet Exercises

Notes

INTRODUCTION Preparing an Effective Case Analysis

CASE 1 Apple Computer

Jerry Culver, Tom Schipper, and james Wylie

CASE 2 Arizona Public Service Company and the Electric Utility

Industry

Barbara W. Keats and Samuel M. DeMarie

CASE 3 AT&T; A Strategic Restructuring for the Twenty-First Century

Elif Caglar, Carlos Garcia, Anuj Kumar, Andreas Trever, and Kyriakos

Parpounas

CASE 4 Bell Northern Research/Northern Telecom and the Cable TV

Industry

Norman McGuinnes and Keith Dawson

CASE 5 Ben & Jerry's Homemade Inc.: "Yo! I'm Your CEO!'

Katherine A. Auer and Alan N. Hoffman

CASE 6 The Body Shop, Inc.

Ann Carlson, Angela Ely, Kathy Groff, Clint Hamngton, Chris Hellman and

Julie Humphries

CASE 7 The Boeing Company: How Do We Get'There from Here?

Michael Andress, Bulent Erkmen, Paul Mtller, Lisa Milligan, Ali Ozkazanc

CASE 8 Cadbury Schweppes PLC and Dr Pepper/UP Corporation

Sherman Corbett, Erik Eichenger, Kathy Emerson, Dimitri Filippov, Mike

Kwlesky, and Chris Petro

CASE 9 CAP Gemini Sogeri

Marcus ]. Hurt

CASE 10 Chrysler's International Operation: Beijing Jeep Company

Justin Tan

CASE 11 Daimler-Benz

Joe Canterbury, Susanne Lauber, Vincent Marijon, David Thoumseux and Jim

Var

CASE 12 Dow Corning and the Silicone Breast Plant Implant Controversy

Anne T. Lawrence

CASE 13 Eastman Kodak Company: A New Image

Paul Hines, Ken Wollin, Rick Truscott, Leni Kantono, Vzma Suboohi and

Andrew Callaway

CASE 14 Euro Disney: The Theme Park Mold

Scott Reynolds

CASE 15 Glaxo PLC: Medicine, Management, and Mergers

Renato Garcia, Richard Kight, Manuel Lugo, James McMiller, Pravin Nayar,

and Joel (Rick) Porter

CASE 16 Goodyear: The Gault Years

Bernard A. Deitzer, Alan G. Krigline, Thomas C. Peterson

CASE 17 The Greensboro Housing Authority

Lew G. Brown, Willliam M. Kawashima, Diana H. Carlin, Margaret K. Craig

CASE 18 Harley-Davidson, Inc

Charles Darnell and Jerry Rumpf

CASE 19 The Hue-Man Experience Bookstore

joan Winn

CASE 20 Japanese-American Searing Inc

Joyce Miller andJ. Michael Geringer

CASE 21 Johns-Manville and Riverwood-Schuller

Arthur Sharplin

CASE 22 Kitchen Made Pies

james J. Chrisman, Fred L. Fry and Charles W, Hofer

CASE 23 Liz Claiborne, 1993: Troubled Times for the Women's Retail

Giant

Sharon Ungar Lane, Patrida Bilafer, Mary Fandel, Barbara Gottfried and

Alan N. Hoffman

CASE 24 Matsushita Industrial de Baja California

Stephen Jenner

CASE 25 Mercedes-Benz: In the Race to Win

Todd Barber, Michael Kuban, Kristi Richman, Mark Thompson, Vzma

Suboohi, and Michael Grundmeyer

CASE 26 The National Financial Planners Association

Raymond M. Kinnunen, james f. Molloy, Jr., and John A. Seeger

CASE 27 Novell: Expanding the Network

Janice Mills, Jeffrey Brown, Todd Kucker, Puu Subruangthong

Len Koster, and Hyejoon Park

CASE 28 Perdue Farms Inc., 1995

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

CASE 29 Polaroid and the Family-Imaging Market

Lew G. Brown and David R. Vestal

CASE 30 Service Corporation International

Ronald J. Salazar

CASE 31 Soft-Logik Publishing Corporation

Charles Boyd

CASE 32 Susan's Special Lawns

David C. Snook-Luther and Grant L. Lindstrom

CASE 33 Telefonos de Mexico

Jennifer Alexander, Tom Blackley, Linda cben, Dru Ubben, John Economou

Sewardi Luis, and Richard Martinez

CASE 34 United Airlines' Global Strategy

A. J. Almaney

CASE 35 Will Whirlpool's Strategy Wash in Europe?

Matthew A. Ballard and Kendall E. Carr

CASE 36 Wil-Mor Technologies, Inc

Andrew Inkpen

CASE 37 XEL Communications, Inc.

Robert P. McGowan and Cynthia V. Fukami

APPENDIX A.l

NAMEINDEX 1.1

COMPANYINDEX 1.9

SUBJECTINDEX 1.13

Japanese automakers also are committed to the importance of achieving

comperitive success in Asian and European nations.18 Furthermore, the partially

standardized vehicles produced through Ford's new approach to product devel-

opment may not meet global customers' needs. General Motors (GM) and

Toyota, among others, are also forming global strategies.' These competitors'

strategies may prove superior to Ford's. GM, for example, decided in the

mid-1990s that it had to be either the number one or number two foreign

automaker in China to maintain its stature in the global automobile industry.

The strategy GM chose to reach this goal called for the company to form

significant joint ventures with Chinese firms.19 Toyota decided to implement an

internarional strategy that is quite different from the one chosen by Ford Motor

Company. In a recent annual report, Toyota noted that "Our global strategy used

to center on 'world cars,' which we would modify slightly to accommodate

demand in different markets. Today, our focus is shifting to models that we

develop and manufacture especially for selected regional markets."20

Perhaps the most critical concern about Ford Motor Company's global

strategy is that the company attempted global integration previously, and failed.

Ford spent $6 billion to produce midsize sedans that would appeal to customers

in the United States and Europe. Successful in Europe, U.S. shoppers bought few

of these cars when they were introduced as the 1995 Ford Contour and Mercury

Mystique. Consumers thought the cars' styles were dated. Middle-income

families, a primary target customer, considered the cars to be expensive and

without adequate passenger space.'"

If selected through a matching of firm-specific resources, capabilities, and

competencies with condirions in the external environment, GM, Ford, and

Toyota's different international strategies could all contribute positively to these

firms' efforts to achieve strategic competitiveness. Ford's competencies may

support the design and implementation of Ford 2000, just as Toyota's competen-

cies may support abandonment of the "world car" concept in favor of the

decision to design, manufacture, and distribute cars on a region-by-region basis.

The need to match conditions properly between a firm's external and internal

environments demonstrates the challenge of strategic management.

In recognition of strategic management's challenge, Andrew Grove, Intel's

CEO, observed that only paranoid companies survive and succeed. Such firms

know that current success does not guarantee future strategic competitiveness

and above-average returns. Accordingly, these companies strive continuously to

improve so they can remain competitive. To be strategically competitive and earn

above-average returns through implementation of Ford 2000, Ford Motor

Company must compete differently than when it was organized regionally.

General Motors, Toyota, Intel, and Rubbermaid, too, must compete differently

in a world being shaped increasingly by globalization, technological changes, and

the information revolution. For all these companies and others that are compet-

ing in the new competitive landscape, Andrew Grove believes that a key

challenge is to try to do the impossible-namely, to anticipate the unexpected."

The fundamental nature of competition in many of the world's industries is

changing.24 The pace of this change is relentless and is increasing. Even

determining the boundaries of an industry has become challenging. Consider, for

example, how advances in interactive computer networks and telecommunica-

tions have blurred the definition of the "television" industry. Because of these

advances, the near future will find firms such as ABC, CBS, NBC, and HBO

competing not only among themselves but also with AT&T, Microsoft, and Sony.

An example of this new form of competition occurred in late 1995 when News

Corporation, which owns Fox Broadcasting Company, formed a strategic alli-

ance with Tele-Communications Inc., the largest U.S. cable system. Viewed as a

venture th'at would'control'a globai web of sprts TV nerwurks, ths arllance was

quickly considered to be a major competitor for ESPN and other sources

interested in delivering sports events to customers around the world.25

Still other characteristics of the new competitive landscape are noteworthy.

Conventional sources of competitive advantage such as economies of scale and

huge advertising budgets are not as effective in the new competitive landscape.

Moreover, the traditional managerial mind-set cannot lead a firm to strategic

competitiveness in the new competitive landscape. In its place, managers must

adopt a new mind-set-one that values flexibility, speed, innovation, integration,

and the challenges that evolve from constantly changing conditions.26 The

conditions of the new competitive landscape result in a perilous business world,

one where the investments required to compete on a global scale are enormous

and the consequences of failure are severe.

Hypercompetition is a term that is used often to capture the realities of the

new competitive landscape (mentioned briefly here, hypercompetitive environ-

ments are discussed further in Chapter 5). According to Richard A. D'Aveni,

hypercompetition:

作者简介

切克尔.A.希特，得克萨斯A&M大学教授。

R.杜恩.爱尔兰德，贝勒大学教授。

罗伯特.E.豪斯克森，得克萨斯A&M大学教授。