戰(zhàn)略管理雙語(yǔ)文件范本

1、 TOC o 1-3 h z u HYPERLINK l _Toc235268896 Chapter 1 Strategic Management and Strategic Competitiveness PAGEREF _Toc235268896 h 4 HYPERLINK l _Toc235268897 1.1Strategic Management Process PAGEREF _Toc235268897 h 4 HYPERLINK l _Toc235268898 1.1.1 The Rational Model PAGEREF _Toc235268898 h 4 HYPERLINK

2、 l _Toc235268899 1.1.2 The critique of the rational model PAGEREF _Toc235268899 h 5 HYPERLINK l _Toc235268900 1.2 The New Competitive Landscape PAGEREF _Toc235268900 h 6 HYPERLINK l _Toc235268901 1.2.1The Globalized Competition PAGEREF _Toc235268901 h 6 HYPERLINK l _Toc235268902 1.2.2Technological C

3、hanges PAGEREF _Toc235268902 h 6 HYPERLINK l _Toc235268903 1.3The I/O model of Above-average Returns PAGEREF _Toc235268903 h 8 HYPERLINK l _Toc235268904 1.4The Resource-based Model of Above-average Returns PAGEREF _Toc235268904 h 9 HYPERLINK l _Toc235268905 1.5Strategic Intent and Strategic Mission

4、PAGEREF _Toc235268905 h 10 HYPERLINK l _Toc235268906 1.6Stakeholders PAGEREF _Toc235268906 h 11 HYPERLINK l _Toc235268907 1.7Organizational Strategists PAGEREF _Toc235268907 h 11 HYPERLINK l _Toc235268908 復(fù)習(xí)題 PAGEREF _Toc235268908 h 12 HYPERLINK l _Toc235268909 Chapter 2 The External Environment: Op

5、portunities, Threats, Industry Environment, and Competitor Analysis PAGEREF _Toc235268909 h 13 HYPERLINK l _Toc235268910 2.1External Environmental Analysis PAGEREF _Toc235268910 h 13 HYPERLINK l _Toc235268911 2.2 Segments of the General Environment: The PEST Analysis PAGEREF _Toc235268911 h 14 HYPER

6、LINK l _Toc235268912 2.3 Industry Environment Analysis: The Five Forces Model PAGEREF _Toc235268912 h 15 HYPERLINK l _Toc235268913 2.4 Strategic Group Analysis PAGEREF _Toc235268913 h 18 HYPERLINK l _Toc235268914 2.5 Competitor Analysis PAGEREF _Toc235268914 h 18 HYPERLINK l _Toc235268915 復(fù)習(xí)題 PAGERE

7、F _Toc235268915 h 18 HYPERLINK l _Toc235268916 Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies PAGEREF _Toc235268916 h 20 HYPERLINK l _Toc235268917 3.1 The importance of Internal Analysis PAGEREF _Toc235268917 h 20 HYPERLINK l _Toc235268918 3.2 Resources, Capabilit

8、ies, and Core Competencies PAGEREF _Toc235268918 h 21 HYPERLINK l _Toc235268919 3.2.1 Resources PAGEREF _Toc235268919 h 21 HYPERLINK l _Toc235268920 3.2.2 Capabilities PAGEREF _Toc235268920 h 22 HYPERLINK l _Toc235268921 3.2.3 Core Competencies PAGEREF _Toc235268921 h 23 HYPERLINK l _Toc235268922 3.

9、3 Steps in a Resource-based Strategic Analysis PAGEREF _Toc235268922 h 23 HYPERLINK l _Toc235268923 3.4 Value Chain Analysis PAGEREF _Toc235268923 h 26 HYPERLINK l _Toc235268924 復(fù)習(xí)題 PAGEREF _Toc235268924 h 27 HYPERLINK l _Toc235268925 Chapter 4 Business-Level Strategy PAGEREF _Toc235268925 h 28 HYPE

10、RLINK l _Toc235268926 4.1 Customers: Who, What, and How PAGEREF _Toc235268926 h 28 HYPERLINK l _Toc235268927 4.1.1 Who: Determining the customers to serve PAGEREF _Toc235268927 h 28 HYPERLINK l _Toc235268928 4.1.2 What: Determining the customer needs to satisfy PAGEREF _Toc235268928 h 29 HYPERLINK l

11、 _Toc235268929 4.1.3 How: Determining core competencies necessary to satisfy customers needs PAGEREF _Toc235268929 h 29 HYPERLINK l _Toc235268930 4.2 Types of Business-level Strategy PAGEREF _Toc235268930 h 29 HYPERLINK l _Toc235268931 4.3 Cost Leadership Strategy PAGEREF _Toc235268931 h 30 HYPERLIN

12、K l _Toc235268932 4.4 Differentiation Strategy PAGEREF _Toc235268932 h 31 HYPERLINK l _Toc235268933 4.5 Focus Strategies PAGEREF _Toc235268933 h 32 HYPERLINK l _Toc235268934 4.6 Integrated Low-Cost/Differentiation Strategy PAGEREF _Toc235268934 h 33 HYPERLINK l _Toc235268935 復(fù)習(xí)題 PAGEREF _Toc23526893

13、5 h 34 HYPERLINK l _Toc235268936 Chapter 5 Corporate-Level Strategy PAGEREF _Toc235268936 h 36 HYPERLINK l _Toc235268937 5.1 Corporate-level Strategy and Levels of Diversification PAGEREF _Toc235268937 h 36 HYPERLINK l _Toc235268938 5.2 Reasons for Diversification PAGEREF _Toc235268938 h 37 HYPERLIN

14、K l _Toc235268939 5.3 Techniques for Analyzing Diversified Companies Portfolios PAGEREF _Toc235268939 h 37 HYPERLINK l _Toc235268940 復(fù)習(xí)題 PAGEREF _Toc235268940 h 38 HYPERLINK l _Toc235268941 Chapter 6 Acquisition and Restructuring Strategies PAGEREF _Toc235268941 h 39 HYPERLINK l _Toc235268942 6.1 Re

15、asons for Acquisitions and Problems in Achieving Success PAGEREF _Toc235268942 h 39 HYPERLINK l _Toc235268943 6.2 Attributes of Successful Acquisitions PAGEREF _Toc235268943 h 39 HYPERLINK l _Toc235268944 6.3 Restructuring PAGEREF _Toc235268944 h 40 HYPERLINK l _Toc235268945 復(fù)習(xí)題 PAGEREF _Toc23526894

16、5 h 40 HYPERLINK l _Toc235268946 Chapter 7 International Strategy PAGEREF _Toc235268946 h 42 HYPERLINK l _Toc235268947 7.1 Opportunities and Outcomes of International Strategy PAGEREF _Toc235268947 h 42 HYPERLINK l _Toc235268948 7.2 International Business-level Strategy PAGEREF _Toc235268948 h 44 HY

17、PERLINK l _Toc235268949 復(fù)習(xí)題 PAGEREF _Toc235268949 h 45 HYPERLINK l _Toc235268950 Chapter 8 Cooperative Strategy PAGEREF _Toc235268950 h 46 HYPERLINK l _Toc235268951 8.1Types of and Reasons for Cooperative Strategies PAGEREF _Toc235268951 h 46 HYPERLINK l _Toc235268952 8.2Business-level and Corporate

18、-level Cooperative Strategies PAGEREF _Toc235268952 h 47 HYPERLINK l _Toc235268953 8.2.1 Business-Level Cooperative Strategies PAGEREF _Toc235268953 h 47 HYPERLINK l _Toc235268954 8.2.2 Corporate-Level Cooperative Strategies PAGEREF _Toc235268954 h 48 HYPERLINK l _Toc235268955 8.3Network Strategies

19、PAGEREF _Toc235268955 h 48 HYPERLINK l _Toc235268956 8.4Competitive Risks with Cooperative Strategies PAGEREF _Toc235268956 h 49 HYPERLINK l _Toc235268957 Chapter 9 Corporate Governance PAGEREF _Toc235268957 h 51 HYPERLINK l _Toc235268958 9.1 Corporate Governance Mechanisms PAGEREF _Toc235268958 h 5

20、1 HYPERLINK l _Toc235268959 9.2 Separation of Ownership and Managerial Control PAGEREF _Toc235268959 h 52 HYPERLINK l _Toc235268960 9.3 Five Governance Mechanisms PAGEREF _Toc235268960 h 54 HYPERLINK l _Toc235268961 9.3.1 Ownership Concentration PAGEREF _Toc235268961 h 54 HYPERLINK l _Toc235268962 9

21、.3.2 Board of Directors PAGEREF _Toc235268962 h 54 HYPERLINK l _Toc235268963 9.3.3 Executive Compensation PAGEREF _Toc235268963 h 55 HYPERLINK l _Toc235268964 9.3.4 The Multidivisional Structure PAGEREF _Toc235268964 h 56 HYPERLINK l _Toc235268965 9.3.5 Market for Corporate Control PAGEREF _Toc23526

22、8965 h 56 HYPERLINK l _Toc235268966 復(fù)習(xí)題 PAGEREF _Toc235268966 h 57 HYPERLINK l _Toc235268967 Chapter 10 Organizational Structure and Controls PAGEREF _Toc235268967 h 58 HYPERLINK l _Toc235268968 10.1 Evolutionary Patterns of Strategy and Organizational Structure PAGEREF _Toc235268968 h 58 HYPERLINK

23、l _Toc235268969 10.1.1 Simple Structure PAGEREF _Toc235268969 h 59 HYPERLINK l _Toc235268970 10.1.2 Functional Structure PAGEREF _Toc235268970 h 59 HYPERLINK l _Toc235268971 10.1.3 Multidivisional Structure PAGEREF _Toc235268971 h 61 HYPERLINK l _Toc235268972 10.2 Implementing International Strategi

24、es: Organizational Structure and Control PAGEREF _Toc235268972 h 65 HYPERLINK l _Toc235268973 10.2.1 Using the Worldwide Geographic Area Structure to Implement the Multi-domestic Strategy PAGEREF _Toc235268973 h 65 HYPERLINK l _Toc235268974 10.2.2 Using the Worldwide Product Divisional Structure to

25、Implement the Global Strategy PAGEREF _Toc235268974 h 66 HYPERLINK l _Toc235268975 復(fù)習(xí)題 PAGEREF _Toc235268975 h 67 HYPERLINK l _Toc235268976 Chapter 11 Corporate Entrepreneurship and Innovation PAGEREF _Toc235268976 h 68 HYPERLINK l _Toc235268977 11.1 Innovation and Corporate Entrepreneurship PAGEREF

26、 _Toc235268977 h 68 HYPERLINK l _Toc235268978 11.2Internal Corporate Venturing PAGEREF _Toc235268978 h 69 HYPERLINK l _Toc235268979 復(fù)習(xí)題 PAGEREF _Toc235268979 h 71Chapter 1 Strategic Management and Strategic CompetitivenessLearning ObjectivesAfter reading this chapter, you should be able toDefining s

27、trategic competitiveness, competitive advantage, and above-average returns.Discuss the challenge of strategic management.Describe the new competitive landscape and how it is being shaped by global and technological changes.Use the industrial organization(I/O) model to explain how firms can earn abov

28、e-average returns.Use the resource-based model to explain how firms can earn above-average returns.Describe strategic intent and strategic mission and discuss their value to the strategic management process.Define stakeholders and describe the three primary stakeholder groups ability to influence or

29、ganizations.Describe the work of strategists.Explain the strategic management process.1.1Strategic Management Process1.1.1 The Rational ModelStrategic competitiveness(戰(zhàn)略競(jìng)爭(zhēng)力) is achieved when a firm successfully formulates and implements a value-creating strategy. When a firm implements a value-creat

30、ing strategy of which other companies are unable to duplicate the benefits or find it too costly to imitate, this firm has a sustained or sustainable competitive advantage(持續(xù)的或可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)). The speed with which competitors are able to acquire the skills needed to duplicate the benefits of a firms value

31、-creating strategy determines how long a competitive advantage will last. Understanding how to exploit its competitive advantage is necessary for a firm to earn above-average returns. Above-average returns(高于平均的或超額回報(bào)) are returns in excess of what an investor expects to earn from other investment wi

32、th a similar amount of risk. Risk(風(fēng)險(xiǎn)) is an investors uncertainty about the economic gains or losses that will result from a particular investment. Firms that are without a competitive advantage or that are not competing in an attractive industry earn, at best, only average returns. Average returns（

33、平均回報(bào)） are returns equal to those an investor expects to earn from other investments with a similar amount of risk. In the long run, an inability to earn at least average returns results in failure. Failure occurs because investors will choose to invest in firms that earn at least average returns and

34、 will withdraw their investments from firms that earn less. Dynamic in nature, the strategic management process (戰(zhàn)略治理過程)is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns. It is used to match the conditions o

35、f an ever-changing market and competitive structure with a firms continuously evolving resources, capabilities, and competencies. Figure 1.1 The Strategic Management ProcessIdentify mission and goalsIdentify mission and goalsAssess organizational Resources and capabilitiesAssess mega- and industry-E

36、nvironmentalAssess organizational Resources and capabilitiesAssess mega- and industry-Environmental factorsSWOT analysisSWOT analysisStrategic FormulationStrategic Formulationcorporate-level strategiesbusiness-level strategiesfunctional-level strategiesStrategic ImplementationStrategic Implementatio

37、ncorporate governanceorganizational structureorganizational controlsstrategic leadershipcorporate innovationStrategic AdvantageStrategic AdvantageAbove-average returnsNotes: the letter S in SWOT denotes strengths, W weaknesses, O opportunities, T threats.1.1.2 The critique of the rational model1.Set

38、ting objectives is the cornerstone of strategic planning. But, incentive un-compatibility（激勵(lì)不相容） usually leads to inconsistency between objectives that the firm has stated and objectives that the managers are actually pursuing.2.The predictability of the environment is the core assumption of strateg

39、ic planning. But, irreversibility and uncertainty（不確定性） usually lead to the unpredictability of the environment.3.Another assumption of strategic planning is that strategists are rational. Virtually, strategists rationality is bounded (戰(zhàn)略家的理性是有限的)and strategic formulation reflects the internal polit

40、ics of the organization.1.2 The New Competitive Landscape1.2.1The Globalized CompetitionThe fundamental nature of competition in many of the worlds industries is changing. The pace of this change is relentless and is increasing. Even determining the boundaries of an industry or a firm（行業(yè)或企業(yè)的邊界） has

41、become challenging. Consider, for example, how advances in interactive computer networks and telecommunications have blurred the definition of the “television”industry. Conventional sources of competitive advantage(傳統(tǒng)的競(jìng)爭(zhēng)優(yōu)勢(shì)的源泉) such as economies of scale(規(guī)模經(jīng)濟(jì)) and huge advertising budgets(巨額廣告預(yù)算) are

42、 not as effective in the new competitive landscape. Moreover, the traditional managerial mind-set(傳統(tǒng)的治理者心態(tài)) cannot lead a firm to strategic competitiveness in the new competitive landscape. In its place, managers must adopt a new mind-setone that values flexibility, speed, innovation, integration, a

43、nd the challenges that evolve from constantly changing conditions(看重靈活性、速度、創(chuàng)新、整合和從不斷變化的環(huán)境中產(chǎn)生的挑戰(zhàn)的心態(tài)). Strategic flexibility(戰(zhàn)略的敏捷性) is a set of capabilities firms use to respond to various demands and opportunities that are a part of dynamic and uncertain competitive environments. Such flexibility me

44、ans that a firm can match quickly its resources with an environmental opportunity(快速地使其資源與環(huán)境的機(jī)遇匹配). A global economy(全球經(jīng)濟(jì)) is one in which goods, services, people, and ideas move freely across geographic borders. It significantly expands and complicates a firms competitive environment. To achieve st

45、rategic competitiveness in the global economy, a firm must view the world as its marketplace. In globalized markets(全球化的市場(chǎng)) and industries, financial capital might be obtained in one national market and used to buy raw materials in another one. Manufacturing equipment bought from a third national ma

46、rket can be used to produce products that are sold in a fourth market. Thus, globalization increases the range of opportunities for firms competing in the new competitive landscape.The internationalization of markets and industries makes it increasingly difficult to think of some firms as domestic c

47、ompanies(本國(guó)公司).Global competition has increased performance standards(績(jī)效標(biāo)準(zhǔn)) in many dimensions, including those of quality, cost, productivity, production introduction time, and smooth, flowing operations. The development of newly industrialized countries(新興工業(yè)化國(guó)家) is changing the global competitive

48、landscape and significantly increasing competition in global markets. The economic development of Asian countries outside of Japan is increasing the significance of Asian markets. In the new competitive landscape, firms are challenged to develop the optimal level of globalization(最優(yōu)的全球化水平).1.2.2Tech

49、nological ChangesThere are three categories of technological trends and conditions through which technology is significantly altering the nature of competition(競(jìng)爭(zhēng)的性質(zhì)).Increasing rate of technological change and diffusion(不斷上升的技術(shù)變遷率和擴(kuò)散率)Both the rate of technology changes and the speed at which new t

50、echnologies become available and are used have increased substantially over the last 20 years. Perpetual innovation(持續(xù)的創(chuàng)新) is a term used to describe how rapidly and consistently new, information-intensive technologies （信息密集的技術(shù)）replace older ones. The shorter product life cycles(產(chǎn)品生命周期) resulting fr

51、om these rapid diffusions of new technologies place a competitive premium on being able to quickly introduce new goods and services into the marketplace. In fact, when products become somewhat indistinguishable because of the widespread and rapid diffusion of technologies, speed to market(產(chǎn)品進(jìn)入市場(chǎng)的速度)

52、 may be the only source of competitive advantage. Some evidence suggests that after only 12 to 18 months, companies likely will have gathered information about their competitors R&D and product decisions. Often, merely a few weeks pass before a new American-made product introduced in U.S. markets is

53、 copied, manufactured, and shipped to the United States by one or more companies in Asia. Todays rate of technological diffusion stifles the protection firms possessed previously through their patents(專利). Patents are now thought by many to be an effective way of protecting proprietary technology(專利

54、技術(shù)) primarily in the pharmaceutical and chemical industries only. Many firms competing in the electronics industry often do not apply for patents to prevent competitors from gaining access to the technological knowledge included in the patent application(包含在專利申請(qǐng)中的技術(shù)知識(shí)).The Information Age(信息時(shí)代)Drama

55、tic changes in information technology have occurred in recent years. Personal computers, cellular phones, artificial intelligence（人工智能）, virtual reality(虛擬現(xiàn)實(shí)), and massive databases are a few examples of how information is used differently as a result of technological developments. Someone believes

56、that electronic mail (E-mail) systems are the first manifestation of a revolution in the flow and management of information in companies throughout the world. An important outcome of these changes is that the ability to access and effectively use information has become an important source of competi

57、tive advantage in virtually all industries.Increasing Knowledge Intensity(不斷提高的知識(shí)密度)Knowledge is the basis of technology. In the new competitive landscape, knowledge is a critical organizational resource and is increasingly a valuable source of competitive advantage. Because of this, many companies

58、now strive to transmute the accumulated knowledge of individual employees into a corporate asset(把個(gè)體性職員積存起來(lái)的知識(shí)轉(zhuǎn)變成公司的資產(chǎn)).Figure 1.2 The New Competitive LandscapeThe global economyThe global economyPeople, products, ideas move freely across bordersSignificant opportunities emerge in global markets.Mar

59、kets and industries become more internationalized.Technological changesrapid technological changes and diffusiondramatic changes in information technologiesincreasing importance of knowledgeThe New CompetitiveThe New CompetitiveLandscape1.3The I/O model of Above-average ReturnsFrom the 1960s through

60、 the 1980s , the external environment was thought to be the primary determinants of strategies firms selected. The industrial organization model explains the dominant influence of the external environment on firms strategic actions. This model specifies that the industry chosen in which to compete h