|
关于我们
 书单推荐 新书推荐 |
战略管理：概念与案例（英文版·原书第21版） 
定 价：99 元 丛书名：高等学校经济管理英文版教材
9 7 6 8 5 7 3 1 8 1 2 1 0 
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，揭示了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。
目 录
出版说明 前 言 第一部分 战略制定和执行的 概念与技术 第1章 战略的内涵与重要性2 学习目标2 1.1 战略的内涵3 1.2 公司战略与商业模式9 1.3 制胜战略的制定12 1.4 战略制定与战略实施的重要性13 1.5 展望14 本章要点14 巩固练习15 模拟练习15 尾注16 第2章 确定公司方向：愿景、 使命、目标与战略18 学习目标18 2.1 战略制定和战略实施的内容19 2.2 阶段1：制定战略愿景、使命陈述和核心价值观20 2.3 阶段2：设定目标26 2.4 阶段3：制定战略31 2.5 阶段4：执行战略36 2.6 阶段5：评估绩效并进行校正调整37 2.7 公司治理：董事会在战略制定和执行中的作用37 本章要点41 巩固练习42 模拟练习43 尾注44 第3章 企业外部环境评估46 学习目标46 3.1 公司宏观环境中具有战略意义的要素47 3.2 评估公司所处的行业和竞争环境49 3.3 五力模型50 3.4 互补者与价值网络66 3.5 驱动变化的力量与产业动态67 3.6 战略集群分析71 3.7 竞争对手分析74 3.8 关键成功因素75 3.9 产业的盈利前景76 本章要点77 巩固练习79 模拟练习79 尾注80 第4章 公司资源、能力和竞争力评估82 学习目标82 4.1 公司目前战略的运作效果评估83 4.2 公司最重要的资源、能力与持久竞争优势87 4.3 公司的优势与劣势分析94 4.4 成本结构、客户价值主张与公司的价值链活动99 4.5 公司竞争态势评估109 4.6 确定值得管理层关注的战略性问题112 本章要点112 巩固练习114 模拟练习117 尾注118 第5章 五种通用竞争战略120 学习目标120 5.1 通用竞争战略的类型121 5.2 低成本战略122 5.3 广泛差异化战略129 5.4 聚焦（或利基市场）战略136 5.5 最优成本战略140 5.6 五种通用竞争战略的特征比较143 本章要点145 巩固练习146 模拟练习147 尾注147 第6章 强化公司的竞争地位：战略行动、时机和经营范围148 学习目标148 6.1 进攻战略：提升公司的市场地位149 6.2 防御战略：捍卫市场地位和竞争优势153 6.3 战略行动的时机选择155 6.4 通过界定经营范围强化公司的市场地位158 6.5 横向并购战略159 6.6 纵向一体化战略162 6.7 外包战略：缩小经营范围167 6.8 战略联盟与伙伴关系169 本章要点174 巩固练习176 模拟练习177 尾注177 第7章 国际市场竞争战略178 学习目标178 7.1 公司决定进入国际市场的原因179 7.2 跨国竞争使战略制定更为复杂的原因181 7.3 进入国际市场的战略选择188 7.4 国际化战略：三种主要的方法193 7.5 国际经营与寻求竞争优势199 7.6 跨国战略举措202 7.7 在发展中国家市场竞争的战略204 7.8 防御全球巨人：发展中国家的本土公司战略206 本章要点209 巩固练习210 模拟练习211 尾注212 第8章 公司战略：多元化与多业务公司214 学习目标214 8.1 多元化战略的任务215 8.2 多元化的时机选择216 8.3 创造股东价值：多元化的终极理由217 8.4 业务多元化的途径218 8.5 多元化路径选择：相关多元化与非相关多元化221 8.6 相关多元化221 8.7 非相关多元化228 8.8 相关-非相关多元化战略组合234 8.9 多元化公司的战略评估235 本章要点252 巩固练习254 模拟练习256 尾注256 第9章 伦理、企业社会责任、环境可持续性和战略258 学习目标258 9.1 商业伦理的内涵259 9.2 伦理标准的资料来源：普适还是相对260 9.3 伦理标准影响战略制定和实施的方式及原因265 9.4 不道德的企业战略和行为的驱动因素266 9.5 公司战略应合乎道德的原因269 9.6 战略、企业社会责任和环境可持续性272 本章要点285 巩固练习286 模拟练习287 尾注287 第10章 构建具有良好战略执行力的组织：人员、能力和结构290 学习目标290 10.1 战略执行框架292 10.2 构建具有良好战略执行力的组织：三个关键活动295 10.3 配备组织人员296 10.4 获取、开发和强化核心资源和能力300 10.5 构建与战略匹配的组织结构305 本章要点316 巩固练习318 模拟练习319 尾注319 第11章 管理内部运营：采取行动促进战略执行320 学习目标320 11.1 资源配置321 11.2 制定政策和程序323 11.3 使用最佳实践和过程管理工具325 11.4 构建信息和操作系统332 11.5 使用激励机制促进战略良好执行334 本章要点341 巩固练习342 模拟练习343 尾注343 第12章 企业文化和领导力：良好战略执行的关键346 学习目标346 12.1 灌输有利于战略执行的企业文化347 12.2 领导战略的执行过程362 12.3 引领战略制定和执行的总结367 本章要点367 巩固练习369 模拟练习369 尾注370 第二部分 战略制定和执行的案例 案例1 爱彼迎2016：共享经济的商业模式C-2 案例2 亚马逊的商业模式及其演变C-6 案例3 好市多公司2016：使命、商业模式以及战略C-22 案例4 汤姆斯鞋业2016：致力于社会责任C-43 案例5 Fitbit公司的战略已经适应不了其发展C-52 案例6 GoPro在2016年的生存斗争C-59 案例7 南非葡萄酒产业在2016年该何去何从C-73 案例8 LVMH集团2016：在奢侈品领域多元化经营C-85 案例9 西南航空公司2016：文化、价值观和运营实践C-101 案例10 蒂姆·库克的管理之道：缔造苹果公司下一个传奇C-136 Contents PART 1 Concepts and Techniques for Crafting and Executing Strategy 1 Section A: Introduction and Overview 1 What Is Strategy and Why Is It Important? 2 WHAT DO WE MEAN BY STRATEGY? 3 Strategy Is about Competing Differently 4 Strategy and the Quest for Competitive Advantage 4 Why a Company’s Strategy Evolves over Time 8 A Company’s Strategy Is Partly Proactive and Partly Reactive 8 A COMPANY’S STRATEGY AND ITS BUSINESS MODEL 9 WHAT MAKES A STRATEGY A WINNER? 12 WHY CRAFTING AND EXECUTING STRATEGY ARE IMPORTANT TASKS 13 Good Strategy + Good Strategy Execution = Good Management 13 THE ROAD AHEAD 14 ILLUSTRATION CAPSULES 1.1 Starbucks’s Strategy in the Coffeehouse Market 6 1.2 Pandora, SiriusXM, and Over-the-Air Broadcast Radio: Three Contrasting Business Models 11 2 Charting a Company’s Direction: Its Vision, Mission, Objectives, and Strategy 18 WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL? 19 STAGE 1: DEVELOPING A STRATEGIC VISION, MISSION STATEMENT, AND SET OF CORE VALUES 20 Developing a Strategic Vision 21 Communicating the Strategic Vision 21 Developing a Company Mission Statement 24 Linking the Vision and Mission with Company Values 25 STAGE 2: SETTING OBJECTIVES 26 The Imperative of Setting Stretch Objectives 26 What Kinds of Objectives to Set 28 The Need for a Balanced Approach to Objective Setting 28 Setting Objectives for Every Organizational Level 30 STAGE 3: CRAFTING A STRATEGY 31 Strategy Making Involves Managers at All Organizational Levels 31 A Company’s Strategy-Making Hierarchy 32 Uniting the Strategy-Making Hierarchy 35 A Strategic Vision + Mission + Objectives + Strategy =A Strategic Plan 35 STAGE 4: EXECUTING THE STRATEGY 36 STAGE 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE ADJUSTMENTS 37 CORPORATE GOVERNANCE: THE ROLE OF THE BOARD OF DIRECTORS IN THE STRATEGY-CRAFTING, STRATEGY-EXECUTING PROCESS 37 ILLUSTRATION CAPSULES 2.1 Examples of Strategic Visions—How Well Do They Measure Up? 23 2.2 Patagonia, Inc.: A Values-Driven Company 27 2.3 Examples of Company Objectives 30 2.4 Corporate Governance Failures at Volkswagen 40 Section B: Core Concepts and Analytical Tools 3 Evaluating a Company’s External Environment 46 THE STRATEGICALLY RELEVANT FACTORS IN THE COMPANY’S MACRO-ENVIRONMENT 47 ASSESSING THE COMPANY’S INDUSTRY AND COMPETITIVE ENVIRONMENT 49 THE FIVE FORCES FRAMEWORK 50 Competitive Pressures Created by the Rivalry among Competing Sellers 52 The Choice of Competitive Weapons 54 Competitive Pressures Associated with the Threat of New Entrants 54 Competitive Pressures from the Sellers of Substitute Products 58 Competitive Pressures Stemming from Supplier Bargaining Power 60 Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity 62 Is the Collective Strength of the Five Competitive Forces Conducive to Good Profitability? 65 Matching Company Strategy to Competitive Conditions 65 COMPLEMENTORS AND THE VALUE NET 66 INDUSTRY DYNAMICS AND THE FORCES DRIVING CHANGE 67 Identifying the Forces Driving Industry Change 67 Assessing the Impact of the Forces Driving Industry Change 70 Adjusting the Strategy to Prepare for the Impacts ofDriving Forces 70 STRATEGIC GROUP ANALYSIS 71 Using Strategic Group Maps to Assess the Market Positions of Key Competitors 71 The Value of Strategic Group Maps 73 COMPETITOR ANALYSIS 74 KEY SUCCESS FACTORS 75 THE INDUSTRY OUTLOOK FOR PROFITABILITY 76 ILLUSTRATION CAPSULES 3.1 Comparative Market Positions ofSelected Companies in the Casual Dining Industry: AStrategic Group Map Example 72 4 Evaluating a Company’s Resources, Capabilities, and Competitiveness 82 QUESTION 1: HOW WELL IS THE COMPANY’S PRESENT STRATEGY WORKING? 83 QUESTION 2: WHAT ARE THE COMPANY’S MOST IMPORTANT RESOURCES AND CAPABILITIES, AND WILL THEY GIVE THE COMPANY A LASTING COMPETITIVE ADVANTAGE OVER RIVAL COMPANIES? 87 Identifying the Company’s Resources and Capabilities 88 Assessing the Competitive Power of a Company’s Resources and Capabilities 91 QUESTION 3: WHAT ARE THE COMPANY’S STRENGTHS AND WEAKNESSES IN RELATION TO THE MARKET OPPORTUNITIES AND EXTERNAL THREATS? 94 Identifying a Company’s Internal Strengths 94 Identifying Company Weaknesses and Competitive Deficiencies 95 Identifying a Company’s Market Opportunities 95 Identifying the Threats to a Company’s Future Profitability 97 What Do the SWOT Listings Reveal? 97 QUESTION 4: HOW DO A COMPANY’S VALUE CHAIN ACTIVITIES IMPACT ITS COST STRUCTURE AND CUSTOMER VALUE PROPOSITION? 99 The Concept of a Company Value Chain 99 The Value Chain System 103 Benchmarking: A Tool for Assessing Whether the Costs and Effectiveness of a Company’s Value Chain Activities Are in Line 104 Strategic Options for Remedying a Cost or Value Disadvantage 105 Translating Proficient Performance of Value Chain Activities into Competitive Advantage 107 QUESTION 5: IS THE COMPANY COMPETITIVELY STRONGER OR WEAKER THAN KEY RIVALS? 109 Strategic Implications of Competitive Strength Assessments 111 QUESTION 6: WHAT STRATEGIC ISSUES AND PROBLEMS MERIT FRONT-BURNER MANAGERIAL ATTENTION? 112 ILLUSTRATION CAPSULES 4.1 The Value Chain for Boll & Branch 102 4.2 Delivered-Cost Benchmarking in the Cement Industry 106 Section C: Crafting a Strategy 5 The Five Generic Competitive Strategies 120 TYPES OF GENERIC COMPETITIVE STRATEGIES 121 LOW-COST PROVIDER STRATEGIES 122 The Two Major Avenues for Achieving a Cost Advantage 123 The Keys to Being a Successful Low-Cost Provider 128 When a Low-Cost Provider Strategy Works Best 128 Pitfalls to Avoid in Pursuing a Low-Cost Provider Strategy 129 BROAD DIFFERENTIATION STRATEGIES 129 Managing the Value Chain to Create the Differentiating Attributes 130 Delivering Superior Value via a Broad Differentiation Strategy 132 When a Differentiation Strategy Works Best 134 Pitfalls to Avoid in Pursuing a Differentiation Strategy 135 FOCUSED (OR MARKET NICHE) STRATEGIES 136 A Focused Low-Cost Strategy 136 A Focused Differentiation Strategy 137 When a Focused Low-Cost or Focused Differentiation Strategy Is Attractive 138 The Risks of a Focused Low-Cost or Focused Differentiation Strategy 138 BEST-COST PROVIDER STRATEGIES 140 When a Best-Cost Provider Strategy Works Best 141 The Risk of a Best-Cost Provider Strategy 141 THE CONTRASTING FEATURES OF THE FIVE GENERIC COMPETITIVE STRATEGIES:A SUMMARY 143 Successful Competitive Strategies Are Resource-Based 143 ILLUSTRATION CAPSULES 5.1 Amazon’s Path to Becoming the Low-Cost Provider in E-commerce 127 5.2 Clinícas del Azúcar’s Focused Low-Cost Strategy 137 5.3 Canada Goose’s Focused Differentiation Strategy 139 5.4 American Giant’s Best-Cost Provider Strategy 142 6 Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of Operations 148 LAUNCHING STRATEGIC OFFENSIVES TO IMPROVE A COMPANY’S MARKET POSITION 149 Choosing the Basis for Competitive Attack 150 Choosing Which Rivals to Attack 152 Blue-Ocean Strategy—a Special Kind of Offensive 152 DEFENSIVE STRATEGIES—PROTECTING MARKET POSITION AND COMPETITIVE ADVANTAGE 153 Blocking the Avenues Open to Challengers 154 Signaling Challengers That Retaliation Is Likely 155 TIMING A COMPANY’S STRATEGIC MOVES 155 The Potential for First-Mover Advantages 155 The Potential for Late-Mover Advantages or First-Mover Disadvantages 156 To Be a First Mover or Not 158 STRENGTHENING A COMPANY’S MARKET POSITION VIA ITS SCOPE OF OPERATIONS 158 HORIZONTAL MERGER AND ACQUISITION STRATEGIES 159 Why Mergers and Acquisitions Sometimes Fail toProduce Anticipated Results 161 VERTICAL INTEGRATION STRATEGIES 162 The Advantages of a Vertical Integration Strategy 163 The Disadvantages of a Vertical Integration Strategy 165 Weighing the Pros and Cons of Vertical Integration 166 OUTSOURCING STRATEGIES: NARROWING THE SCOPE OF OPERATIONS 167 The Risk of Outsourcing Value Chain Activities 168 STRATEGIC ALLIANCES AND PARTNERSHIPS 169 Capturing the Benefits of Strategic Alliances 171 The Drawbacks of Strategic Alliances and Partnerships 172 How to Make Strategic Alliances Work 173 ILLUSTRATION CAPSULES 6.1 Bonobos’s Blue-Ocean Strategy in the U.S. Men’s Fashion Retail Industry 154 6.2 Uber’s First-Mover Advantage in Mobile Ride-Hailing Services 157 6.3 Bristol-Myers Squibb’s “String-of-Pearls” Horizontal Acquisition Strategy 162 6.4 Kaiser Permanente’s Vertical Integration Strategy 167 7 Strategies for Competing in International Markets 178 WHY COMPANIES DECIDE TO ENTER FOREIGN MARKETS 179 WHY COMPETING ACROSS NATIONAL BORDERS MAKES STRATEGY MAKING MORE COMPLEX 181 Home-Country Industry Advantages and the Diamond Model 181 Opportunities for Location-Based Advantages 183 The Impact of Government Policies and Economic Conditions in Host Countries 184 The Risks of Adverse Exchange Rate Shifts 185 Cross-Country Differences in Demographic, Cultural, and Market Conditions 187 STRATEGIC OPTIONS FOR ENTERING INTERNATIONAL MARKETS 188 Export Strategies 188 Licensing Strategies 189 Franchising Strategies 189 Foreign Subsidiary Strategies 190 Alliance and Joint Venture Strategies 191 INTERNATIONAL STRATEGY: THE THREE MAIN APPROACHES 193 Multidomestic Strategies—a “Think-Local, Act-Local” Approach 194 Global Strategies—a “Think-Global, Act-Global” Approach 195 Transnational Strategies—a “Think-Global, Act-Local” Approach 196 INTERNATIONAL OPERATIONS AND THE QUEST FOR COMPETITIVE ADVANTAGE 199 Using Location to Build Competitive Advantage 199 Sharing and Transferring Resources and Capabilities across Borders to Build Competitive Advantage 200 Benefiting from Cross-Border Coordination 202 CROSS-BORDER STRATEGIC MOVES 202 Using Profit Sanctuaries to Wage a Strategic Offensive 202 Using Profit Sanctuaries to Defend against International Rivals 203 STRATEGIES FOR COMPETING IN THE MARKETS OF DEVELOPING COUNTRIES 204 Strategy Options for Competing in Developing-Country Markets 204 DEFENDING AGAINST GLOBAL GIANTS: STRATEGIES FOR LOCAL COMPANIES IN DEVELOPING COUNTRIES 206 ILLUSTRATION CAPSULES 7.1 Walgreens Boots Alliance, Inc.: Entering Foreign Markets via Alliance Followed by Merger 192 7.2 Four Seasons Hotels: Local Character, Global Service 198 7.3 How Ctrip Successfully Defended against International Rivals to Become China’s Largest Online Travel Agency 208 8 Corporate Strategy: Diversification and the Multibusiness Company 214 WHAT DOES CRAFTING A DIVERSIFICATION STRATEGY ENTAIL? 215 WHEN TO CONSIDER DIVERSIFYING 216 BUILDING SHAREHOLDER VALUE: THE ULTIMATE JUSTIFICATION FOR DIVERSIFYING 217 APPROACHES TO DIVERSIFYING THE BUSINESS LINEUP 218 Diversifying by Acquisition of an Existing Business 218 Entering a New Line of Business through Internal Development 218 Using Joint Ventures to Achieve Diversification 219 Choosing a Mode of Entry 219 CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES 221 DIVERSIFICATION INTO RELATED BUSINESSES 221 Identifying Cross-Business Strategic Fit along the Value Chain 224 Strategic Fit, Economies of Scope, and Competitive Advantage 226 DIVERSIFICATION INTO UNRELATED BUSINESSES 228 Building Shareholder Value via Unrelated Diversification 229 The Path to Greater Shareholder Value through Unrelated Diversification 232 The Drawbacks of Unrelated Diversification 232 Misguided Reasons for Pursuing Unrelated Diversification 233 COMBINATION RELATED–UNRELATED DIVERSIFICATION STRATEGIES 234 EVALUATING THE STRATEGY OF ADIVERSIFIED COMPANY 235 Step 1: Evaluating Industry Attractiveness 236 Step 2: Evaluating Business Unit Competitive Strength 237 Step 3: Determining the Competitive Value of Strategic Fit in Diversified Companies 242 Step 4: Checking for Good Resource Fit 243 Step 5: Ranking Business Units and Assigning a Priority for Resource Allocation 246 Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance 247 ILLUSTRATION CAPSULES 8.1 The Kraft–Heinz Merger: Pursuing the Benefits of Cross-Business Strategic Fit 229 8.2 Restructuring for Better Performance at Hewlett-Packard (HP) 252 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy 258 WHAT DO WE MEAN BY BUSINESS ETHICS? 259 WHERE DO ETHICAL STANDARDS COME FROM—ARE THEY UNIVERSAL OR DEPENDENT ON LOCAL NORMS? 260 The School of Ethical Universalism 260 The School of Ethical Relativism 261 Ethics and Integrative Social Contracts Theory 264 HOW AND WHY ETHICAL STANDARDS IMPACT THE TASKS OF CRAFTING AND EXECUTING STRATEGY 265 DRIVERS OF UNETHICAL BUSINESS STRATEGIES AND BEHAVIOR 266 WHY SHOULD COMPANY STRATEGIES BE ETHICAL? 269 The Moral Case for an Ethical Strategy 269The Business Case for Ethical Strategies 269 STRATEGY, CORPORATE SOCIAL RESPONSIBILITY, AND ENVIRONMENTAL SUSTAINABILITY 272 The Concepts of Corporate Social Responsibility and Good Corporate Citizenship 272 What Do We Mean by Sustainability andSustainable Business Practices? 278 Crafting Corporate Social Responsibility andSustainability Strategies 279 The Moral Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices 281 The Business Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices 282 ILLUSTRATION CAPSULES 9.1 IKEA’s Global Supplier Standards: Maintaining Low Costs While Fighting the Root Causes of Child Labor 263 9.2 How Novo Nordisk Puts Its Ethical Principles into Practice 270 9.3 Warby Parker: Combining Corporate Social Responsibility with Affordable Fashion 275 9.4 Unilever’s Focus on Sustainability 280 Section D: Executing the Strategy 10 Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure 290 A FRAMEWORK FOR EXECUTING STRATEGY 292 The Principal Components of the Strategy Execution Process 292 BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: THREE KEY ACTIONS 295 STAFFING THE ORGANIZATION 296 Putting Together a Strong Management Team 296 Recruiting, Training, and Retaining Capable Employees 297 DEVELOPING AND BUILDING CRITICAL RESOURCES AND CAPABILITIES 300 Three Approaches to Building and Strengthening Capabilities 300 The Strategic Role of Employee Training 303 Strategy Execution Capabilities and Competitive Advantage 303 MATCHING ORGANIZATIONAL STRUCTURE TO THE STRATEGY 305 Deciding Which Value Chain Activities to Perform Internally and Which to Outsource 305 Aligning the Firm’s Organizational Structure with Its Strategy 308 Determining How Much Authority to Delegate 312 Facilitating Collaboration with External Partners and Strategic Allies 315 Further Perspectives on Structuring the Work Effort 315 ILLUSTRATION CAPSULES 10.1 Management Development at Deloitte Touche Tohmatsu Limited 298 10.2 Zara’s Strategy Execution Capabilities 304 10.3 Which Value Chain Activities Does Apple Outsource and Why? 307 11 Managing Internal Operations: Actions That Promote Good Strategy Execution 320 ALLOCATING RESOURCES TO THE STRATEGY EXECUTION EFFORT 321 INSTITUTING POLICIES AND PROCEDURES THAT FACILITATE STRATEGY EXECUTION 323 ADOPTING BEST PRACTICES AND EMPLOYING PROCESS MANAGEMENT TOOLS 325 How the Process of Identifying and Incorporating Best Practices Works 325 Business Process Reengineering, Total Quality Management, and Six Sigma Quality Programs: Tools for Promoting Operating Excellence 326 Capturing the Benefits of Initiatives to Improve Operations 331 INSTALLING INFORMATION AND OPERATING SYSTEMS 332 Instituting Adequate Information Systems, Performance Tracking, and Controls 333 USING REWARDS AND INCENTIVES TO PROMOTE BETTER STRATEGY EXECUTION 334 Incentives and Motivational Practices That Facilitate Good Strategy Execution 335 Striking the Right Balance between Rewards and Punishment 336 Linking Rewards to Achieving the Right Outcomes 338 ILLUSTRATION CAPSULES 11.1 Charleston Area Medical Center’s Six Sigma Program 330 11.2 How the Best Companies to Work for Motivate and Reward Employees 337 11.3 Nucor Corporation: Tying Incentives Directly to Strategy Execution 340 12 Corporate Culture and Leadership: Keys to Good Strategy Execution 346 INSTILLING A CORPORATE CULTURE CONDUCIVE TO GOOD STRATEGY EXECUTION 347 Identifying the Key Features of a Company’s Corporate Culture 348 Strong versus Weak Cultures 352 Why Corporate Cultures Matter to the Strategy Execution Process 354 Healthy Cultures That Aid Good Strategy Execution 355 Unhealthy Cultures That Impede Good Strategy Execution 357 Changing a Problem Culture 359LEADING THE STRATEGY EXECUTION PROCESS 362 Staying on Top of How Well Things Are Going 364 Mobilizing the Effort for Excellence in Strategy Execution 364 Leading the Process of Making Corrective Adjustments 366 A FINAL WORD ON LEADING THE PROCESS OF CRAFTING AND EXECUTING STRATEGY 367 ILLUSTRATION CAPSULES 12.1 Strong Guiding Principles Drive the High-Performance Culture at Epic 349 12.2 Culture Transformation at América Latina Logística 363 PART 2 Cases in Crafting and Executing StrategySection A: Crafting Strategy in Single-Business Companies 1 Airbnb in 2016: A Business Model for the Sharing Economy C-2 John D. Varlaro, Johnson & Wales University John E. Gamble, Texas A&M University–Corpus Christi 2 Amazon.com’s Business Model and Its Evolution C-6 Syeda Maseeha Qumer, IBS Hyderabad Debapratim Purkayastha, IBS Hyderabad 3 Costco Wholesale in 2016: Mission, Business Model, and Strategy C-22 Arthur A. Thompson Jr., The University of Alabama 4 TOMS Shoes in 2016: An Ongoing Dedication to Social Responsibility C-43 Margaret A. Peteraf, Tuck School of Business at Dartmouth Sean Zhang and Meghan L. Cooney, Research Assistants, Dartmouth College 5 Fitbit, Inc.: Has the Company Outgrown Its Strategy? C-52 Rochelle R. Brunson, Baylor University Marlene M. Reed, Baylor University 6 GoPro’s Struggle for Survival in 2016 C-59 David L. Turnipseed, University of South Alabama John E. Gamble, Texas A&M University–Corpus Christi 7 The South African Wine Industry in 2016: Where Does It Go from Here? C-73 A. J. Strickland, The University of Alabama Jarryd Botha, MBA 2017, The University of Alabama 6 8 LVMH in 2016: Its Diversification into Luxury Goods C-85 John E. Gamble, Texas A&M University–Corpus Christi 9 Southwest Airlines in 2016: Culture, Values, and Operating Practices C-101 Arthur A. Thompson, The University of Alabama John E. Gamble, Texas A&M University–Corpus Christi 10 Tim Cook’s Leadership and Management Style: Building His Own Legacy at Apple C-136 Debapratim Purkayastha, IBS Hyderabad Barnali Chakroborty, Author and Research Associate
你还可能感兴趣
我要评论
|
