第1章 战略概述
第2章 环境
第3章 战略能力
第4章 战略目标
第5章 业务战略
第6章 公司战略与多元化
第7章 国际战略
第8章 创新战略
第9章 兼并、收购与联盟
第10章 战略实施
1 INTRODUCING STRATEGY
1．1 Introduction
1．2 What is strategy?
1．2．1 Defining strategy
1．2．2 Leve Ls of strategy
1．2．3 Strategy statements
1．3 The Exploring Strategy Mode[
1．3．1 Strategic position
1．3．2 Strategic choices
1．3．3 Strategy i n action
1．4 Strategy development processes
Summary
Recommended key readings
References
Case example：Glastonbury—from hippy weekend to
international festival
2 THE ENVlRONHENT
2．1 Introduction
2．2 The macro—environment
2．2．1 The PESTEL framework
2．2．2 Bui【dina scenarios
2．3 Industries and sectors
2．3．1 Competitive forces—the five forces framework
2．3．2 The dynamics of industry structure
2．4 Competitors and markets
2．4．1 Strategic groups
2．4．2 Market segments
2．4．3 B[ue Ocean thinkina
2．5 Opportunities and threats
Summary
Video case
Recommended key readings
References
Case example：Global forces and the Western European brewing industry
3 STRATEGIC CAPABILITIES
3．1 I ntrOductiOn
3．2 Foundations of strategic capabil,ity
3．2．1 Resources and competences
3．2．2 Dynamic capabi[ities
3．2．3 Thresho[d and distinctive capabi[ities
3．3 ‘VRIN’：strategic capabil,ities as a basis for
COmpetitive advantage
3．3．1 V—value of strategic caDabi[ities
3．3．2 R—rarity
3．3．3 I—inimitabil,ity
3．3．4 N—non—substitutabi[ity
3．4 Diagnosing strategic capabilities
3．4．1 The va rue Chain and value network
3．4．2 Activity systems
3．4．3 SWOT
Summary
Video case
Recommended key readings
References
Case example:Inside Dyson：a distinctive company?
4 STRATEGIC PURPOSE
4．1 IntrodUction
4．2 0rganisatiOnalpurpose：values．mission．vision and obiectives
4．2．1 Statements Of mission．vision and va[ue
4．2．2 Obiectives
4．3 Corporate governance
4．4 Corporate social responsibility
4．5 Stakeholder expectations
4．5．1 Stakeho[der qroups
4．5．2 Stakeholder mapping
4．6 Cultural influences
4．6．1 National Cultures
4．6．2 0rganisationalculture
4．6．3 OrganisationalSUbcuI．tures
4．6．4 Culture’s influence on strategy
4．6．5 Analysing CUlture：the CU[turalweb
Summary
Video case
Recommended key readings
References
Case exa m ple：Cultural turnaround at Club Med
5 BUSINESS STRATEGY
5．1 Introduction
5．2 Generic competitive strategies
5．2．1 Cost-leadership
5．2．2 DifferentiatiOn strategies
5．2．3 Focus strateqies
5．2．4 Stuck in the middle’?
5．2．5 The strategy c1．ock
5．3 l nteractive strateg ies
5．3．1 Interactive price and quality strategies
5．3．2 Cooperative strategy
Summary
Video case
Recommended key readings
References
Case exa m ple：Madonna：the reigning queen of pop?
6 CORPORATE STRATEGY AND DIVERSlFICATl0N
6．1 Introduction
6．2 Strategy directions
6．2．1 Market penetration
6．2．2 Product development
6．2．3 Market development
6．2．4 CongI．omerate diversification
6．3 Diversfication drivers
6．4 Vertical．inteqration
6．4．1 Forward and backward integration
6．4．2 TO integrate or to outsource?
6．5 Value creation and the corporate parent
6．5．1 Vatue-adding and value-destroying activities of corporate parents
6．5．2 Corporate parenting types
6．6 The BCG【or growth／share】matrix
Summary
Video case
Recommended key readings
References
Case exampl．e：Virgin：the global entrepreneur
7 INTERNATl0NAL STRATEGY
7．1 Introduction
7．2 InternatiOnalisation drivers
7．3 National．and international．sources of advantage
7．3．1 Locational．advantage：Porter’S Diamond
7．3．2 The jnternatiOna【val．ue network
7．4 Internationa【strategies
7．5 Market sel,ection and entry
7．5．1 Market characteristics
7．5．2 Competitive characteristics
7．5．3 Entry modes
Summary
Video case
Recommended key readings
Refe广ences
Case exampl．e：Lenovo computers：East meets West
8 INNOVATl0N STRATEGIES
8．1 Introduction
8．2 lnnovation di[emmas
8．2．1 Techn01．ogy push or market pul,l,
8．2．2 Product or process innovation
8．2．3 Open or cl,osed innovation
8．2．4 Technol,ogica[or business-model innovatior
8．3 Innovation diffusion
8．3．1 The pace of diffusion
8．3．2 The diffusion S-curve
8．4 lnnovators and fottowers
8．4．1 First-mover advantages and disadvantages
8．4．2 First or second?
8．4．3 The incumbent’S response
Summary
Recommended key readings
References
Case exampl,e：Skype：innovators and entrepreneurs
9 ERGERS．ACQUlSITl0NS AND ALLIANCES
9．1 Introduction
9．2 Orqanic devel,opment
9．3 Mergers and acquisitions
9．3．1 Types of mergers and acquisitions
9．3．2 Motives for mergers and acqUisitions
9．3．3 M＆A processes
9．4 StrateQic atl．iances
9．4．1 Types of strategic atl,iance
9．4．2 Motives for al,．1,iances
9．4．3 Strategic al,[iance processes
Summary
VIdeo case
Recommended key readings
References
Case exampl．e：Final．fantasy captures Lara Croft：acquisitions and alliances in electronic games
10 STRATEGY lN ACTl0N
10．1 Introduction
10．2 Structura[types
10．2．1 The functionalstructure
10．2．2 The multidivisionalstructure
10．2．3 The matrix structure
10．3 0rganisationalsystems
10．3．1 P1．anning systems
10．3．2 Performance targeting systems
10．3．3 Cul．turalsystems
10．4 Organisationa[configuration：the McKinsey 7~S framework
10．5 ading strategic change
10．5．1 Types of strategic change
10．5．2 Strategic change programmes
10．5．3 Strategic 1．eadership：roles and sty[es
Summary
Recommended key readings
References
Case example：Managing change at Faslane
Appendix：Evatuating strategies
Introduction
S：suitabil．ity
A：acceptabil．ity
F：feasibil．ity
Gtossary
Index of names
GeneraIi ndex
Pubtisher’S acknowtedgements
