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企業戰略管理:持續成長的理論:theory of sustainable growth 版權信息
- ISBN：9787517823353
- 條形碼：9787517823353 ; 978-7-5178-2335-3
- 裝幀：一般膠版紙
- 冊數：暫無
- 重量：暫無
- 所屬分類：>>
企業戰略管理:持續成長的理論:theory of sustainable growth 內容簡介
《企業戰略管理：持續成長的理論》闡述了企業戰略管理的基本理論和概念，說明了企業使命制訂、愿景闡述、內外部分析、戰略制訂、戰略執行、戰略控制等模塊的內容，《企業戰略管理：持續成長的理論》主要使用英文進行內容闡述，重要的關鍵點和核心概念采用中英文對照的方式進行說明。《企業戰略管理：持續成長的理論》可以作為管理類本科階段的專業教材，也可以作為企業經營管理人員、管理咨詢人員以及與企業戰略管理人員相關的其他人員學習企業戰略管理分析方法的參考資料。
企業戰略管理:持續成長的理論:theory of sustainable growth 目錄
Chapter 1 Strategic Management Concept
1．1 Strategic Competitiveness
1．2 The Global Economy
1．3 Mission
1．4 Strategic Management Process
1．5 Developing a Strategic Vision and Mission
1．6 Setting Objectives
1．7 Crafting a Strategy
1．8 Implementing and Executing a Strategy
1．9 Approaches to Performing the Strategy-Making Task
1．10 Strategic Management Principle
Chapter 2 External Environment Analysis
2．1 The General， Industry， and Competitor Environments
2．2 External Environmental Analysis
2．3 Scanning
2．4 Industry Environment Analysis
2．5 Threat of New Entrants
2．6 Bargaining Power of Buyers
2．7 Threat of Substitute Products
2．8 Strategic Groups
2．9 Ethical Considerations
2．10 Rivalry Among Competing Sellers
2．11 Control and Environmental Variables
Chapter 3 Internal Environment Analysis
3．1 Analyzing the Internal Organization
3．2 Creating Value
3．3 Resources， Capabilities， and Core Competencies
3．4 Resources
3．5 Tangible Resources
3．6 Intangible Resources
3．7 Capabilities
3．8 Core Competencies
3．9 The Four Criteria of Sustainable Competitive Advantage
3．10 Value Chain Analysis
3．11 Analyzing Driving Forces
Chapter 4 Evaluating Resources and Competitive Capabilities
4．1 A Model of Competitive Rivalry
4．2 Competitor Analysis
4．3 Strategic and Tactical Actions
4．4 Competitive Dynamics
4．5 Company Situation Analysis
4．6 Typical Company Value Chain
Chapter 5 Business-Level Strategies
5．1 Customers： Their Relationship with Business-Level Strategies
5．2 The Purpose of Business-Level Strategies
5．3 Types of Business-Level Strategies
5．4 Cost Leadership Strategies
5．5 Differentiation Strategies
5．6 Focus Strategies
5．7 Focused Cost Leadership Strategies
5．8 Integrated Cost Leadership/Differentiation Strategies
5．9 Levels of Diversification
5．10 Reasons for Diversification
5．11 Value-Creating Diversification． Related Constrained and Related Linked Diversification
Chapter 6 Functional Strategies and Strategic Choices
6．1 Operational Relatedness． Sharing Activities
6．2 Market Power
6．3 Value-Neutral Diversification． Incentives and Resources
6．4 Resources and Diversification
6．5 Value-Reducing Diversification． Managerial Motives to Diversify
6．6 Learning and Developing New Capabilities
6．7 Three Basic Benefits of International Strategies
6．8 International Business-Level Strategies
6．9 Global Strategy
6．10 Acquisitions
6．11 Unbundling and Outsourcing Strategies
6．12 Offensive Strategies and Competitive Advantage
6．13 First-Mover Advantages
6．14 Customer Relationship Management Strategy
Chapter 7 Strategy Implementation
7．1 Implementing Internal Innovations
7．2 Facilitating Integ．ration and Innovation
7．3 Organizational Structure and Controls
7．4 Functional Structure
7．5 The Role of Top-Level Managers
7．6 Top Management Teams
7．7 Managerial Succession
7．8 Sustaining an Effective Organizational Culture
7．9 Establishing Balanced Organizational Controls
7．10 Innovation
7．11 Autonomous Strategic Behavior
7．12 Why the World Economy Is Globalizing
7．13 Internet Strategies for Traditional Businesses
7．14 Tailoring Strategy to Fit Specific Industry Situations
7．15 How Broadly a Company Should Diversify
7．16 Turnaround Strategies
Chapter 8 Strategic Implementation Innovation
8．1 Putting the Innovator's DNA into Practice
8．2 Technology in services
8．3 Services Marketing： Concepts， Strategies
8．4 Meeting Competitive Challenges and Acquiring Critical Resources
8．5 Acquisition Strategy
8．6 Merger， takeover， acquisition
8．7 Vertical Acquisition
8．8 Implementing Internal Innovations
8．9 Cross-Functional Product Development Teams
8．10 The decision-making process
8．11 Information is a Product
Chapter 9 Strategic Evaluation and Control
9．1 Product Diversification as an Example of an Agency Problem
9．2 How Corporate Strategies Form
9．3 Building Core Competencies and Competitive Capabilities
9．4 Key Traits to Building Core Competencies
9．5 Instituting Best Practices and Installing Support Systems
9．6 What Total Quality Management Is
9．7 What Areas Information Systems Should Address
9．8 Guidelines for Designing an Effective Compensation System
9．9 Controlling Process
9．10 Focus on organizational behavior
Chapter 10 Enterprise Growth Strategy
10．1 Entrepreneurial Management
10．2 Related Diversification and Unrelated Diversification Strategies ．．．
10．3 Strategic entrepreneurship
10．4 Entrepreneurship and Entrepreneurial Opportunities
10．5 Incremental and Radical Innovation
10．6 Autonomous Strategic Behavior
10．7 Design for Six Sigma
10．8 Well-structured problems and programmed decisions
10．9 Risk analysis
10．10 Growth Models with Consumer Optimization
參考文獻
后記
1．1 Strategic Competitiveness
1．2 The Global Economy
1．3 Mission
1．4 Strategic Management Process
1．5 Developing a Strategic Vision and Mission
1．6 Setting Objectives
1．7 Crafting a Strategy
1．8 Implementing and Executing a Strategy
1．9 Approaches to Performing the Strategy-Making Task
1．10 Strategic Management Principle
Chapter 2 External Environment Analysis
2．1 The General， Industry， and Competitor Environments
2．2 External Environmental Analysis
2．3 Scanning
2．4 Industry Environment Analysis
2．5 Threat of New Entrants
2．6 Bargaining Power of Buyers
2．7 Threat of Substitute Products
2．8 Strategic Groups
2．9 Ethical Considerations
2．10 Rivalry Among Competing Sellers
2．11 Control and Environmental Variables
Chapter 3 Internal Environment Analysis
3．1 Analyzing the Internal Organization
3．2 Creating Value
3．3 Resources， Capabilities， and Core Competencies
3．4 Resources
3．5 Tangible Resources
3．6 Intangible Resources
3．7 Capabilities
3．8 Core Competencies
3．9 The Four Criteria of Sustainable Competitive Advantage
3．10 Value Chain Analysis
3．11 Analyzing Driving Forces
Chapter 4 Evaluating Resources and Competitive Capabilities
4．1 A Model of Competitive Rivalry
4．2 Competitor Analysis
4．3 Strategic and Tactical Actions
4．4 Competitive Dynamics
4．5 Company Situation Analysis
4．6 Typical Company Value Chain
Chapter 5 Business-Level Strategies
5．1 Customers： Their Relationship with Business-Level Strategies
5．2 The Purpose of Business-Level Strategies
5．3 Types of Business-Level Strategies
5．4 Cost Leadership Strategies
5．5 Differentiation Strategies
5．6 Focus Strategies
5．7 Focused Cost Leadership Strategies
5．8 Integrated Cost Leadership/Differentiation Strategies
5．9 Levels of Diversification
5．10 Reasons for Diversification
5．11 Value-Creating Diversification． Related Constrained and Related Linked Diversification
Chapter 6 Functional Strategies and Strategic Choices
6．1 Operational Relatedness． Sharing Activities
6．2 Market Power
6．3 Value-Neutral Diversification． Incentives and Resources
6．4 Resources and Diversification
6．5 Value-Reducing Diversification． Managerial Motives to Diversify
6．6 Learning and Developing New Capabilities
6．7 Three Basic Benefits of International Strategies
6．8 International Business-Level Strategies
6．9 Global Strategy
6．10 Acquisitions
6．11 Unbundling and Outsourcing Strategies
6．12 Offensive Strategies and Competitive Advantage
6．13 First-Mover Advantages
6．14 Customer Relationship Management Strategy
Chapter 7 Strategy Implementation
7．1 Implementing Internal Innovations
7．2 Facilitating Integ．ration and Innovation
7．3 Organizational Structure and Controls
7．4 Functional Structure
7．5 The Role of Top-Level Managers
7．6 Top Management Teams
7．7 Managerial Succession
7．8 Sustaining an Effective Organizational Culture
7．9 Establishing Balanced Organizational Controls
7．10 Innovation
7．11 Autonomous Strategic Behavior
7．12 Why the World Economy Is Globalizing
7．13 Internet Strategies for Traditional Businesses
7．14 Tailoring Strategy to Fit Specific Industry Situations
7．15 How Broadly a Company Should Diversify
7．16 Turnaround Strategies
Chapter 8 Strategic Implementation Innovation
8．1 Putting the Innovator's DNA into Practice
8．2 Technology in services
8．3 Services Marketing： Concepts， Strategies
8．4 Meeting Competitive Challenges and Acquiring Critical Resources
8．5 Acquisition Strategy
8．6 Merger， takeover， acquisition
8．7 Vertical Acquisition
8．8 Implementing Internal Innovations
8．9 Cross-Functional Product Development Teams
8．10 The decision-making process
8．11 Information is a Product
Chapter 9 Strategic Evaluation and Control
9．1 Product Diversification as an Example of an Agency Problem
9．2 How Corporate Strategies Form
9．3 Building Core Competencies and Competitive Capabilities
9．4 Key Traits to Building Core Competencies
9．5 Instituting Best Practices and Installing Support Systems
9．6 What Total Quality Management Is
9．7 What Areas Information Systems Should Address
9．8 Guidelines for Designing an Effective Compensation System
9．9 Controlling Process
9．10 Focus on organizational behavior
Chapter 10 Enterprise Growth Strategy
10．1 Entrepreneurial Management
10．2 Related Diversification and Unrelated Diversification Strategies ．．．
10．3 Strategic entrepreneurship
10．4 Entrepreneurship and Entrepreneurial Opportunities
10．5 Incremental and Radical Innovation
10．6 Autonomous Strategic Behavior
10．7 Design for Six Sigma
10．8 Well-structured problems and programmed decisions
10．9 Risk analysis
10．10 Growth Models with Consumer Optimization
參考文獻
后記
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