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本书全面涵盖了战略管理课程的教学内容，加入了作者*新的研究成果，更换了全部的“开篇案例”和“战略聚焦”专栏，极力贴近管理实践的*新动态；囊括了大量企业案例，揭示企业在当今市场环境中应如何有效地进行战略管理。本书详细介绍了如何运用战略管理的工具和技术，实践性强，向读者展示了战略管理的全貌。 本书适用于管理类专业本科生、硕士生、MBA、EMBA，也可以作为企业管理人员和相关学者的参考书。

出版说明
作者简介
前　　言
第一篇　战略管理的输入
第1章　战略管理与竞争力 2
开篇案例　阿里巴巴：中国电子商务巨头站上国际舞台 3
1.1　竞争格局 7
战略聚焦1-1　技术创新给星巴克带来了超额的单店收入 11
1.2　超额利润的产业组织模型 14
1.3　超额利润的资源基础模型 16
1.4　愿景和使命 18
1.5　利益相关者 19
战略聚焦1-2　黑莓公司开发利益相关者生态系统的失败经历 20
1.6　战略领导者 25
1.7　战略管理过程 26
小结 28
关键术语 28
复习思考题 29
讨论案例　航空业的竞争 29
注释 30
第2章　外部环境：机会、威胁、产业竞争与竞争对手分析 38
开篇案例　金拱门上是否有裂痕 39
2.1　总体环境、行业环境和竞争环境 41
2.2　外部环境分析 43
2.3　总体环境的细分 45
战略聚焦2-1　塔吉特失去了它的统治地位 54
2.4　行业环境分析 55
2.5　解读行业分析 63
2.6　战略群组 63
战略聚焦2-2　江山代有才人出，亚马逊还能独领风骚多少年 64
2.7　竞争对手分析 65
2.8　伦理思考 67
小结 68
关键术语 68
复习思考题 68
讨论案例　非正式经济：是什么，为什么重要 69
注释 70
第3章　内部组织：资源、能力、核心竞争力和竞争优势 76
开篇案例　数据分析、大型制药公司和核心竞争力：一个美丽新世界 77
3.1　内部组织分析 79
3.2　资源、能力和核心竞争力 84
战略聚焦3-1　极度干燥：把品牌管理作为战略成功的基础 85
3.3　建立核心竞争力 89
3.4　外包 96
3.5　竞争力、优势、劣势和战略决策 96
战略聚焦3-2　外包公司转型：从集成到自主开发 97
小结 98
关键术语 99
复习思考题 99
讨论案例　Zara：西班牙“快时尚”零售店巨人的实力 100
注释 101
第二篇　战略行动：制定战略
第4章　业务层战略 108
开篇案例　海恩富集团：一个聚焦于“天然有机”差异化战略的公司 109
4.1　顾客与业务层战略的关系 112
4.2　业务层战略的目的 116
4.3　业务层战略的类型 117
战略聚焦4-1　苹果vs.三星：苹果的差异化战略和三星的模仿战略 126
战略聚焦4-2　睿侠公司失败的集中战略：战略摇摆不定 130
小结 134
关键术语 135
复习思考题 135
讨论案例　杰西潘尼用一种失败的战略自杀了吗 135
注释 136
第5章　竞争性对抗和动态竞争 142
开篇案例　谷歌有竞争对手吗？高科技市场中的动态竞争 143
5.1　竞争性对抗模型 146
5.2　竞争者分析 147
战略聚焦5-1　家乐氏骑虎难下了吗 150
5.3　竞争性行动和竞争性反应的驱动力 150
5.4　竞争性对抗 152
5.5　攻击的可能性 153
5.6　反应的可能性 157
5.7　动态竞争 159
战略聚焦5-2　超市战争中的连锁反应：奥乐齐正在改变许多国家的市场 163
小结 164
关键术语 166
复习思考题 166
讨论案例　联邦快递和UPS：在激烈的竞争中屹立不倒 166
注释 167
第6章　公司层战略 172
开篇案例　迪士尼：利用相关多元化战略创造价值 173
6.1　多元化的层次 175
6.2　多元化的原因 178
6.3　创造价值的多元化：相关约束型多元化和相关联系型多元化 179
6.4　非相关多元化 185
战略聚焦6-1　通用电气和联合技术公司：致力于内部资本市场配置和重组战略 186
6.5　价值不确定的多元化：动机与资源 188
战略聚焦6-2　可口可乐公司的多元化战略：应对衰退的软饮料市场 190
6.6　降低价值的多元化：管理者的多元化动机 193
小结 196
关键术语 196
复习思考题 196
讨论案例　三一重工 197
注释 198
第7章　并购战略 204
开篇案例　并购：追求业绩提升的公司所采取的重要战略 205
7.1　并购战略的风行 206
7.2　实施收购的原因 208
战略聚焦7-1　平等合并：并非易事 209
战略聚焦7-2　决定进行跨国收购的不同战略依据 212
7.3　阻碍收购获得成功的因素 216
7.4　有效的收购 222
7.5　重组 224
小结 227
关键术语 228
复习思考题 228
讨论案例　思科的核心能力：战略性收购和迅速整合 228
注释 230
第8章　国际化战略 236
开篇案例　网飞公司的国际化战略 237
8.1　识别国际化机会 239
8.2　国际化战略 243
战略聚焦8-1　家具巨头宜家的全球化战略 248
8.3　环境趋势 250
8.4　国际市场进入模式的选择 252
8.5　国际环境中的风险 258
战略聚焦8-2　国际足球产业以及国际足联丑闻所带来的影响 260
8.6　战略竞争结果 262
8.7　国际化战略的挑战 264
小结 265
关键术语 266
复习思考题 266
讨论案例　国际化战略：ABB集团的发展引擎 266
注释 268
第9章　合作战略 276
开篇案例　谷歌、英特尔与泰格豪雅：合作生产智能手表 277
9.1　合作战略的主要形式：战略联盟 279
9.2　业务层合作战略 284
战略聚焦9-1　战略联盟：特斯拉汽车的运营基础 288
9.3　公司层合作战略 290
9.4　国际合作战略 292
9.5　网络合作战略 293
9.6　合作战略带来的竞争风险 295
战略聚焦9-2　合作战略并没有带来预期成功 296
9.7　对合作战略的管理 297
小结 299
关键术语 300
复习思考题 300
讨论案例　全球汽车工业中形成的全球联盟和本地联盟 300
注释 302
第三篇　战略行动：实施战略
第10章　公司治理 308
开篇案例　20世纪80年代的企业狙击手成为当今的维权股东 309
10.1　所有权和经营权的分离 312
10.2　所有权集中 317
10.3　董事会 319
战略聚焦10-1　CEO应该得到巨额薪酬吗 324
10.4　公司控制权市场 325
10.5　国际公司治理 328
战略聚焦10-2　日本、德国和中国：股东参与者和股东积极主义者 330
10.6　治理机制和伦理行为 332
小结 333
关键术语 334
复习思考题 334
讨论案例　摩根大通银行的CEO：杰米·戴蒙 335
注释 336
第11章　组织结构与控制 344
开篇案例　陆逊梯卡的两职合一结构：长久制胜的关键还是失败的一大诱因 345
11.1　组织的结构和控制 347
战略聚焦11-1　麦当劳的组织结构变革：是业绩提升的路径吗 348
11.2　战略和结构的关系 351
11.3　战略和组织结构的发展模式 351
战略聚焦11-2　索尼公司的新组织结构：聚焦财务问责制和资源集中配制 362
11.4　实施业务层合作战略 370
11.5　实施公司层合作战略 371
11.6　实施国际化合作战略 372
小结 373
关键术语 373
复习思考题 374
讨论案例　创建可持续发展的环境：联合利华与众多企业和非营利组织合作以实现其战略 374
注释 375
第12章　战略领导力 382
开篇案例　你有能力追随一个榜样并取得成功吗—史蒂夫·乔布斯之后的苹果公司与蒂姆·库克 383
12.1　战略领导力及其类型 384
12.2　高层管理者在公司中的角色 387
12.3　管理者的继任与接替 391
战略聚焦12-1　浴火重生：通用汽车公司的CEO继任 395
12.4　关键战略领导行动 396
战略聚焦12-2　这些方式都可以让你失败 400
小结 406
关键术语 407
复习思考题 407
讨论案例　宝洁公司管理层变动：一个关于CEO重要性的启示 407
注释 409
第13章　战略创业 416
开篇案例　迪士尼成功的关键要素：创业激情与创新 417
13.1　创业和创业机会 419
13.2　创新 420
13.3　创业者 420
13.4　国际创业 421
13.5　内部创新 422
战略聚焦13-1　奇异公司的创新之路 425
13.6　实施内部创新 427
13.7　通过合作战略进行创新 430
13.8　通过收购实现创新 431
战略聚焦13-2　什么导致美国运通公司缺乏创新：骄傲自大、懒惰倦怠还是能力欠缺 432
13.9　通过战略创业创造价值 433
小结 435
关键术语 436
复习思考题 436
讨论案例　杰西潘尼的失败创新：原因和结果 436
注释 437
第四篇　准备进行有效的案例分析
Contents
Part 1: Strategic Management Inputs 2
1: Strategic Management and Strategic Competitiveness 2
Opening Case: Alibaba: An Online Colossus in China Goes Global 3
1-1 The Competitive Landscape 7
1-1a The Global Economy 8
1-1b Technology and Technological Changes 10
Strategic Focus: Starbucks Is “Juicing” Its Earnings per Store through Technological Innovations 11
1-2 The I/O Model of Above-Average Returns 14
1-3 The Resource-Based Model of Above-Average Returns 16
1-4 Vision and Mission 18
1-4a Vision 18
1-4b Mission 19
1-5 Stakeholders 19
Strategic Focus: The Failure of BlackBerry to Develop an Ecosystem of Stakeholders 20
1-5a Classications of Stakeholders 21
1-6 Strategic Leaders 25
1-6a The Work of Eective Strategic Leaders 25
1-7 The Strategic Management Process 26
Summary 28 · Key Terms 28 · Review Questions 29 · Mini-Case 29 · Notes 30
2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 38
Opening Case: Are There Cracks in the Golden Arches? 39
2-1 The General, Industry, and Competitor Environments 41
2-2 External Environmental Analysis 43
2-2a Scanning 43
2-2b Monitoring 44
2-2c Forecasting 44
2-2d Assessing 45
2-3 Segments of the General Environment 45
2-3a The Demographic Segment 45
2-3b The Economic Segment 48
2-3c The Political/Legal Segment 49
2-3d The Sociocultural Segment 50
2-3e The Technological Segment 51
2-3f The Global Segment 52
2-3g The Sustainable Physical Environment Segment 53
Strategic Focus: Target Lost Its Sway Because Tar-zhey No Longer Drew the Customers 54
2-4 Industry Environment Analysis 55
2-4a Threat of New Entrants 56
2-4b Bargaining Power of Suppliers 59
2-4c Bargaining Power of Buyers 60
2-4d Threat of Substitute Products 60
2-4e Intensity of Rivalry among Competitors 60
2-5 Interpreting Industry Analyses 63
2-6 Strategic Groups 63
Strategic Focus: Watch Out All Retailers, Here Comes Amazon; Watch Out Amazon, Here Comes Jet.com 64
2-7 Competitor Analysis 652-8 Ethical Considerations 67Summary 68 · Key Terms 68 · Review Questions 68 · Mini-Case 69 · Notes 70
3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages 76
Opening Case: Data Analytics, Large Pharmaceutical Companies, and Core Competencies: A Brave New World 77
3-1 Analyzing the Internal Organization 79
3-1a The Context of Internal Analysis 79
3-1b Creating Value 81
3-1c The Challenge of Analyzing the Internal Organization 81
3-2 Resources, Capabilities, and Core Competencies 84
3-2a Resources 84
Strategic Focus: Strengthening the Superdry Brand as a Foundation to Strategic Success 85
3-2b Capabilities 88
3-2c Core Competencies 89
3-3 Building Core Competencies 89
3-3a The Four Criteria of Sustainable Competitive Advantage 89
3-3b Value Chain Analysis 93
3-4 Outsourcing 96
3-5 Competencies, Strengths, Weaknesses, and Strategic Decisions 96
Strategic Focus: “We’re Outsourcing that Activity but Not That One? I’m Surprised!” 97
Summary 98 · Key Terms 99 · Review Questions 99 · Mini-Case 100 · Notes 101
Part 2: Strategic Actions: Strategy Formulation 108
4: Business-Level Strategy 108
Opening Case: Hain Celestial Group: A Firm Focused on “Organic” Dierentiation 109
4-1 Customers: Their Relationship with Business-Level Strategies 112
4-1a Eectively Managing Relationships with Customers 112
4-1b Reach, Richness, and Aliation 113
4-1c Who: Determining the Customers to Serve 114
4-1d What: Determining Which Customer Needs to Satisfy 114
4-1e How: Determining Core Competencies Necessary to Satisfy Customer Needs 115
4-2 The Purpose of a Business-Level Strategy 116
4-3 Types of Business-Level Strategies 117
4-3a Cost Leadership Strategy 118
4-3b Dierentiation Strategy 122
Strategic Focus: Apple vs. Samsung: Apple Dierentiates and Samsung Imperfectly Imitates 126
4-3c Focus Strategies 127
4-3d Integrated Cost Leadership/Dierentiation Strategy 129
Strategic Focus: RadioShack’s Failed Focus Strategy: Strategic Flip-Flopping 130
Summary 134 · Key Terms 135 · Review Questions 135 · Mini-Case 135 · Notes 136
5: Competitive Rivalry and Competitive Dynamics 142
Opening Case: Does Google Have Competition? Dynamics of the High Technology Markets 143
5-1 A Model of Competitive Rivalry 146
5-2 Competitor Analysis 147
5-2a Market Commonality 147
5-2b Resource Similarity 148
Strategic Focus: Does Kellogg Have the Tiger by the Tail or Is It the Reverse? 150
5-3 Drivers of Competitive Behavior 150
5-4 Competitive Rivalry 152
5-4a Strategic and Tactical Actions 152
5-5 Likelihood of Attack 153
5-5a First-Mover Benets 153
5-5b Organizational Size 155
5-5c Quality 156
5-6 Likelihood of Response 157
5-6a Type of Competitive Action 157
5-6b Actor’s Reputation 158
5-6c Market Dependence 158
5-7 Competitive Dynamics 159
5-7a Slow-Cycle Markets 159
5-7b Fast-Cycle Markets 161
5-7c Standard-Cycle Markets 162
Strategic Focus: The Ripple Eect of Supermarket Wars: Aldi Is Changing the Markets in Many Countries 163
Summary 164 · Key Terms 166 · Review Questions 166 · Mini-Case 166 · Notes 167
6: Corporate-Level Strategy 172
Opening Case: Disney Adds Value Using a Related Diversication Strategy 173
6-1 Levels of Diversication 175
6-1a Low Levels of Diversication 176
6-1b Moderate and High Levels of Diversication 177
6-2 Reasons for Diversication 178
6-3 Value-Creating Diversication: Related Constrained and Related Linked Diversication 179
6-3a Operational Relatedness: Sharing Activities 180
6-3b Corporate Relatedness: Transferring of Core Competencies 181
6-3c Market Power 182
6-3d Simultaneous Operational Relatedness and Corporate Relatedness 184
6-4 Unrelated Diversication 185
6-4a Ecient Internal Capital Market Allocation 185
Strategic Focus: GE and United Technology Are Firms that Have Pursued Internal Capital Allocation and Restructuring Strategies 186
6-4b Restructuring of Assets 187
6-5 Value-Neutral Diversication: Incentives and Resources 188
6-5a Incentives to Diversify 188
Strategic Focus: Coca-Cola’s Diversication to Deal with Its Reduced Growth in Soft Drinks 190
6-5b Resources and Diversication 192
6-6 Value-Reducing Diversication: Managerial Motives to Diversify 193
Summary 196 · Key Terms 196 · Review Questions 196 · Mini-Case 197 · Notes 198
7: Merger and Acquisition Strategies 204
Opening Case: Mergers and Acquisitions: Prominent Strategies for Firms Seeking to Enhance Their Performance 205
7-1 The Popularity of Merger and Acquisition Strategies 206
7-1a Mergers, Acquisitions, and Takeovers: What Are the Dierences? 207
7-2 Reasons for Acquisitions 208
Strategic Focus: A Merger of Equals: Making It Happen Isn’t Easy! 209
7-2a Increased Market Power 210
7-2b Overcoming Entry Barriers 211
Strategic Focus: Dierent Strategic Rationales Driving Cross-Border Acquisitions 212
7-2c Cost of New Product Development and Increased Speed to Market 213
7-2d Lower Risk Compared to Developing New Products 214
7-2e Increased Diversication 214
7-2f Reshaping the Firm’s Competitive Scope 215
7-2g Learning and Developing New Capabilities 215
7-3 Problems in Achieving Acquisition Success 216
7-3a Integration Diculties 217
7-3b Inadequate Evaluation of Target 218
7-3c Large or Extraordinary Debt 219
7-3d Inability to Achieve Synergy 220
7-3e Too Much Diversication 221
7-3f Managers Overly Focused on Acquisitions 221
7-3g Too Large 222
7-4 Eective Acquisitions 222
7-5 Restructuring 224
7-5a Downsizing 224
7-5b Downscoping 224
7-5c Leveraged Buyouts 225
7-5d Restructuring Outcomes 225
Summary 227 · Key Terms 228 · Review Questions 228 · Mini-Case 228 · Notes 230
8: International Strategy 236
Opening Case: Netix Ignites Growth Through International Expansion, But Such Growth Also Fires Up the Competition 237
8-1 Identifying International Opportunities 239
8-1a Incentives to Use International Strategy 239
8-1b Three Basic Benets of International Strategy 241
8-2 International Strategies 243
8-2a International Business-Level Strategy 243
8-2b International Corporate-Level Strategy 246
Strategic Focus: Furniture Giant IKEA’s Global Strategy 248
8-3 Environmental Trends 250
8-3a Liability of Foreignness 250
8-3b Regionalization 251
8-4 Choice of International Entry Mode 252
8-4a Exporting 253
8-4b Licensing 253
8-4c Strategic Alliances 254
8-4d Acquisitions 255
8-4e New Wholly Owned Subsidiary 256
8-4f Dynamics of Mode of Entry 257
8-5 Risks in an International Environment 258
8-5a Political Risks 258
8-5b Economic Risks 259
Strategic Focus: The Global Soccer Industry and the Eect of the FIFA Scandal 260
8-6 Strategic Competitiveness Outcomes 262
8-6a International Diversication and Returns 262
8-6b Enhanced Innovation 263
8-7 The Challenge of International Strategies 264
8-7a Complexity of Managing International Strategies 264
8-7b Limits to International Expansion 264
Summary 265 · Key Terms 266 · Review Questions 266 · Mini-Case 266 · Notes 268
9: Cooperative Strategy 276
Opening Case: Google, Intel, and Tag Heuer: Collaborating to Produce a Smartwatch 277
9-1 Strategic Alliances as a Primary Type of Cooperative Strategy 279
9-1a Types of Major Strategic Alliances 279
9-1b Reasons Firms Develop Strategic Alliances 281
9-2 Business-Level Cooperative Strategy 284
9-2a Complementary Strategic Alliances 284
9-2b Competition Response Strategy 286
9-2c Uncertainty-Reducing Strategy 287
9-2d Competition-Reducing Strategy 287
Strategic Focus: Strategic Alliances as the Foundation for Tesla Motors’ Operations 288
9-2e Assessing Business-Level Cooperative Strategies 290
9-3 Corporate-Level Cooperative Strategy 290
9-3a Diversifying Strategic Alliance 291
9-3b Synergistic Strategic Alliance 291
9-3c Franchising 291
9-3d Assessing Corporate-Level Cooperative Strategies 292
9-4 International Cooperative Strategy 292
9-5 Network Cooperative Strategy 293
9-5a Alliance Network Types 294
9-6 Competitive Risks with Cooperative Strategies 295
Strategic Focus: Failing to Obtain Desired Levels of Success with Cooperative Strategies 296
9-7 Managing Cooperative Strategies 297
Summary 299 · Key Terms 300 · Review Questions 300 · Mini-Case 300 · Notes 302
Part 3: Strategic Actions: Strategy Implementation 308
10: Corporate Governance 308
Opening Case: The Corporate Raiders of the 1980s Have Become the Activist Shareholders of Today 309
10-1 Separation of Ownership and Managerial Control 312
10-1a Agency Relationships 313
10-1b Product Diversication as an Example of an Agency Problem 314
10-1c Agency Costs and Governance Mechanisms 316
10-2 Ownership Concentration 317
10-2a The Increasing Inuence of Institutional Owners 318
10-3 Board of Directors 319
10-3a Enhancing the Eectiveness of the Board of Directors 321
10-3b Executive Compensation 322
10-3c The Eectiveness of Executive Compensation 323
Strategic Focus: Do CEOs Deserve the Large Compensation Packages They Receive? 324
10-4 Market for Corporate Control 325
10-4a Managerial Defense Tactics 326
10-5 International Corporate Governance 328
10-5a Corporate Governance in Germany and Japan 328
Strategic Focus: “Engagement” versus “Activist” Shareholders in Japan, Germany, and China 330
10-5b Corporate Governance in China 331
10-6 Governance Mechanisms and Ethical Behavior 332
Summary 333 · Key Terms 334 · Review Questions 334 · Mini-Case 335 · Notes 336
11: Organizational Structure and Controls 344
Opening Case: Luxottica’s Dual CEO Structure: A Key to Long-Term Success or a Cause for Concern? 345
11-1 Organizational Structure and Controls 347
11-1a Organizational Structure 347
Strategic Focus: Changing McDonald’s Organizational Structure: A Path to Improved Performance? 348
11-1b Organizational Controls 350
11-2 Relationships between Strategy and Structure 351
11-3 Evolutionary Patterns of Strategy and Organizational Structure 351
11-3a Simple Structure 352
11-3b Functional Structure 353
11-3c Multidivisional Structure 353
11-3d Matches between Business-Level Strategies and the Functional Structure 354
11-3e Matches between Corporate-Level Strategies and the Multidivisional Structure 357
Strategic Focus: Sony Corporation’s New Organizational Structure: Greater Financial Accountability and Focused Allocations of Resources 362
11-3f Matches between International Strategies and Worldwide Structure 365
11-3g Matches between Cooperative Strategies and Network Structures 369
11-4 Implementing Business-Level Cooperative Strategies 370
11-5 Implementing Corporate-Level Cooperative Strategies 371
11-6 Implementing International Cooperative Strategies 372
Summary 373 · Key Terms 373 · Review Questions 374 · Mini-Case 374 · Notes 375
12: Strategic Leadership 382
Opening Case: Can You Follow an Icon and Succeed? Apple and Tim Cook After Steve Jobs 383
12-1 Strategic Leadership and Style 384
12-2 The Role of Top-Level Managers 387
12-2a Top Management Teams 387
12-3 Managerial Succession 391
Strategic Focus: Trial by Fire: CEO Succession at General Motors 395
12-4 Key Strategic Leadership Actions 396
12-4a Determining Strategic Direction 396
12-4b Eectively Managing the Firm’s Resource Portfolio 397
Strategic Focus: All the Ways You Can Fail! 400
12-4c Sustaining an Eective Organizational Culture 401
12-4d Emphasizing Ethical Practices 402
12-4e Establishing Balanced Organizational Controls 403
Summary 406 · Key Terms 407 · Review Questions 407 · Mini-Case 407 · Notes 409
13: Strategic Entrepreneurship 416
Opening Case: Entrepreneurial Fervor and Innovation Drive Disney’s Success 417
13-1 Entrepreneurship and Entrepreneurial Opportunities 419
13-2 Innovation 420
13-3 Entrepreneurs 420
13-4 International Entrepreneurship 421
13-5 Internal Innovation 422
13-5a Incremental and Novel Innovation 423
Strategic Focus: Innovation Can Be Quirky 425
13-5b Autonomous Strategic Behavior 426
13-5c Induced Strategic Behavior 427
13-6 Implementing Internal Innovations 427
13-6a Cross-Functional Product Development Teams 428
13-6b Facilitating Integration and Innovation 429
13-6c Creating Value from Internal Innovation 429
13-7 Innovation through Cooperative Strategies 430
13-8 Innovation through Acquisitions 431
Strategic Focus: What Explains the Lack of Innovation at American Express? Is It Hubris, Inertia, or Lack of Capability? 432
13-9 Creating Value through Strategic Entrepreneurship 433
Summary 435 · Key Terms 436 · Review Questions 436 · Mini-Case 436 · Notes 437
Part 4: Preparing an Eective Case Analysis C-1