战略管理案例

INTERNET COMPANIES

前言

E*Trade, Inc.—2000 Phillip Lynn

STRATEGIC MANAGEMENT CASES

CHAPTER1 THE NATURE OF STRATEGIC MANAGEMENT

PART1 Overview of Strategic Management

网络公司（3）

1．服务业案例

SERVICE COMPANIES

绪论 如何进行战略管理案例分析

第1部分 战略管理概述

第1章 战略管理的性质

WHAT IS STRATEGIC MANAGEMENT?

Defining Strategic Management

Stages of Strategic Management

Integrating Intuition and Analysis

Adapting to Change

KEY TERMS IN STRATEGIC MANAGEMENT

Vision and Mission Stacements

Strategis?s

eBay Inc.—2000 Stephen M. Giordano

Excemal Oppattunities and Threats

Internal Strengths and Weaknesses

Long-Term Objectives

Strategies

Annual Objectives

Policies

THE STRATEGIC-MANAGEMENT MODEL

BENEFITS OF STRATEGIC MANAGEMENT

Nonfinancial Benefits

Financial Benefits

WHY SOME FIRMS DO NO STRATEGIC PLANNING

PITFALLS IN STRATEGIC PLANNING

GUIDELINES FOR EFFECTIVE STRATEGIC MANAGEMENT

BUSINESS ETHICS AND STRATEGIC MANAGEMENT

Amazon. com, Inc.—2000 Phillip Bartlett and Fred Devid

COMPARING BUSINESS AND MILITARY STRATEGY

THE NATURE OF GLOBAL COMPETITION

Advantages and Disadvantages of International Operations

零售企业（3）

RETAILERS

The Limited, Inc.—2000 M. Jill Austin

THE COHESION CASE AND EXPERIENTIAL EXERCISES

THE COHESION CASE: AMERICA ONLINE, INC.,200

Wal-Mart Stores, Inc.—2000 Amit Shah and Tyra Phipps

EXPERIENTIAL EXERCISES

Experiential Exercise 1A: Strategy Analysis for America Online (AOL)

Experiential Exercise 1B: Developing a Code of Business Ethics for America Online (AOL)

Experiential Exercise 1C: The Ethics of Spying on Competitors

Experiential Exercise 1D: Strategic Planning for My University

Experiential Exercise 1E: Strategic Planning at a Local Company

Experiential Exercise 1F: Does My University Recruit in Foreign Countrjes?

PART2 Strategy Formulation

CHAPTER2 THE BUSINESS MISSION

第2章 企业使命

第2部分 战略制定

WHAT DO WE WANT TO BECOME?

WHAT IS OUR BUSINESS?

Vision Versus Mission

The Process of Developing a Mission Statemen?

Target Corporation —2000 Henry H. Beam

IMPORTANCE OF VISION AND MISSION STATEMENTS

A Resolution of Divergent Views

A Declaration of Attitude

CHARACTERISTICS OF A MISSION STATEMENT

A Customer Orientation

A Declaration of Social Policy

COMPONENTS OF A MISSION STATEMENT

WRITING AND EVALUATING MISSION STATEMENTS

HOTEL AND GAMING

Mandalay Resort Group—2000 John Ross

宾馆与娱乐公司（2）

EXPERIENTIAL EXERCISES

Experiential Exercise 2A: Evaluating Mission Statements

Experiential Exercise 2C: Writing a Vision and Mission Statement for My University

Experiential Exercise 2B: Writing a Vision and Mission Statement for America Online (AOL)

Experiential Exercise 2D: Conducting Mission Statement Research

第3章 外部分析

CHAPTER3 THE EXTERNAL ASSESSMENT

THE NATURE OF AN EXTERNAL AUDIT

Key External Forces

The Process of Performing an External Audit

ECONOMIC FORCES

Harrah s Entertainment, Inc.—2000 Mary R. Dittman

SOCIAL, CULTURAL, DEMOGRAPHIC, AND ENVIRONMENTAL FORCES

The U.S.-Mexican Border

POLITICAL, GOVERNMENTAL, AND LEGAL FORCES

Politics in Mexico

Politics in Russia

Politics in China

TECHNOLOGICAL FORCES

First Union Corporation—2000 Brian E. Williamson

银行（2）

BANKS

COMPETITIVE FORCES

Competitive Intelligence Programs

Coope?ation Among Competitors

Rivalry Among Competing Firms

COMPETITIVE ANALYSIS: PORTER S FIVE-FORCES MODEL

Bargaining Power of Consumers

Bargaining Power of Suppliers

Potential Development of Substitute Products

Potential En?y of New Competitors

SOURCES OF EXTERNAL INFORMATION

Internet

FORECASTING TOOLS AND TECHNIQUES

Making Assumptions

THE GLOBAL CHALLENGE

The Impact of Diverse Industrial Policies

Globalization

Wachovia Corporation—2000 Jule Eldridge, III

China: Oppo?unities and Threats

Hong Kong

Taiwan

INDUSTRY ANALYSIS: THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX

THE COMPETITIVE PROFILE MATRIX (CPM)

The Audubon Institute—2000 Caroline Fisher and Claire J. Anderson

公园与俱乐部（3）

ZOOS AND CLUBS

EXPERIENTIAL EXERCISES

Experiential Exercise 3A: Developing an EFE Matrix for Ametica Online

Experiential Exercise 3B: The In?ernet Search

Experiential Exercise 3C: Developing an EFE Matrix for My University

Experiential Exercise 3D: Developing a Competitive Profile Matrix for America Online

Experiential Exercise 3E: Developing a Competitive Profile Matrix for My University

CHAPTER4 THE INTERNAL ASSESSMENT

第4章 内部分析

THE NATURE OF AN INTERNAL AUDIT

Key Internal Forces

The Process of Performing an Internal Audit

INTEGRATING STRATEGY AND CULTURE

American Versus Foreign Cultures

Riverbanks Zoological Park and Botanical Garden—2000 Carolyn R. Stokes and Eugene M. Bland

MANAGEMENT

Planning

Organizing

Motivating

Staffing

Conttolling

Management Audit Checklist of Questions

MARKETING

Customer Analysis

Selling Products/Services

Product and Service Planning

Pricing

Marketing Research

Distribution

Opportunity Analysis

The Classic Car Club of America—2000 Matthew C. Sonfield

Marketing Audit Checklist of Questions

FINANCE/ACCOUNTING

Finance/Accounting Functions

Basic Types of Financial Ratios

Finance/Accounting Audit Checklist of Questions

PRODUCTION/OPERATIONS

Production/Operations Audit Checklist of Questions

RESEARCH AND DEVELOPMENT

Internal and External R D

Research and Development Audit Checklist of Questions

COMPUTER INFORMATION SYSTEMS

Strategic Planning Software

HOSPITALS

医院（2）

M. D. Anderson Biomedical Services Department—2000 Paul Reed, Dana Swenson, Ronald Earl, and Joseph Kavanaugh

Computer Information Systems Audit Checklist of Questions

THE INTERNAL FACTOR EVALUATION (IFE) MATRIX

EXPERIENTIAL EXERCISES

Experiential Exercise 4A: Performing a Financial Ratio Analysis for America Online (AOL)

Experiential Exercise 4B: Constructing an IFE Matrix for America Online (AOL)

Experiential Exercise 4C: Constructing an IFE Matrix for My University

CHAPTER 5 STRATEGIES IN ACTION

第5章 战略行动方案

LONG-TERM OBJECTIVES

The Nature of Long-Term Objectives

Quorum Health Group, Inc.—2000 Teresa DeWitt Dullaghan

TYPES OF STRATEGIES

Not Managing by Objectives

Forward Integration

INTBGRATION STRATEGIES

Backward Integration

Horizontal Integration

INTENSIVE STRATEGIES

Market Penetration

Market Development

Product Development

DIVERSIFICATION STRATEGIES

Concentric Diversification

Horizontal Diversification

Conglomerate Diversification

Retrenchment

DEFENSIVE STRATEGIES

Divestiture

旅游企业（3）

TRAVEL

Greyhound Lines, Inc.—2000 James Harbin

JOINT VENTURE AND COMBINATION STRATEGIES

Joint Venture

Liquidation

MICHAEL PORTER S GENERIC STRATEGIES

Combination

Cost Leadership Strategies

Differentiation Strategies

The Value Chain

Focus Strategies

MERGERS

Leveraged Buyouts (LBOs)

STRATEGIC MANAGEMENT IN NONPROFIT AND GOVERNMENTAL ORGANIZATIONS

Carnival Corporation—2000 Mike Keefe, John Ross, and Bill Middlebrook

Educational Institutions

Medical Organizations

STRATEGIC MANAGEMENT IN SMALL FIRMS

Governmental Agencies and Departments

Experiential Exercise 5B: Examining Strategy Articles

Experiential Exercise 5A: What Happened at America Online in the Year 2000?

EXPERIENTIAL EXERCISES

Experiential Exercise 5C: Classifying Some Year 2000 Strategies

Experiential Exercise 5D: Strategic Management at the Dynamic Computer Company

Experiential Exercise 5F: Developing Alternative Strategies for My University

Experiential Exercise 5E: How Risky Are Various Alternative Strategies?

Experiential Exercise 5G: Lessons in Doing Business Globally

第6章 战略分析与选择

CHAPTER 6 STRATEGY ANALYSIS AND CHOICE

Southwest Airlines Co.—2000 Amit Shah and Charles R. Sterrett

THE NATURE OF STRATEGY ANALYSIS AND CHOICE

The Process of Generating and Selecting Strategies

A COMPREHENSIVE STRATEGY-FORMULATION FRAMEWORK

THE MATCHING STAGE

THE INPUT STAGE

The Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix

The Strategic Position and Action Evaluation (SPACE) Matrix

CHURCHES

Central United Methodist Church—2000 Robert T. Barrertt

教堂（2）

The Boston Consulting Group (BCG) Matrix

The Internal-External (IE) Matrix

Elkins Lake Baptist Church—2000 Paul Reed, Chris?ie Haney, and Ronald Earl

The Grand Strategy Matrix

The Quantitative Strategic Planning Matrix (QSPM)

THE DECISION STAGE

Positive Features and Limitations of the QSPM

THE POLITICS OF STRATEGY CHOICE

CULTURAL ASPECTS OF STRATEGY CHOICE

RAILROAD

RailTex, Inc.—2000 Paul Reed, Ronald Earl, and Joseph Kavanaugh

铁路企业（1）

THE ROLE OF A BOARD OF DIRECTORS

Experiential Exercise 6C: Developing a BCG Matrix for America Online (AOL)

Experiential Exercise 6B: Developing a SPACE Matrix for America Online (AOL)

Experiential Exercise 6A: Developing a TOWS Matrix for America Online (AOL)

EXPERIENTIAL EXERCISES

Experiential Exercise 6F: The Mach Test

Experiential Exercise 6E: Formulating Indivdual Strategies

Experiential Exercise 6D: Developing a QSPM for America Online (AOL)

Experiential Exercise 6G: Developing a BCG Matrix for My University

Experiential Exercise 6H: The Role of Boards of Directors

Experiential Exercise 6I: Locating Companies in a Grand Strategy Matrix

PART 3 Strategy Implementation

CHAPTER 7 IMPLEMENTING STRATEGIES: MANAGEMENT ISSUES

第7章 战略实施中的管理问题

第3部分 战略实施

2．制造业案例

THE NATURE OF STRATEGY IMPLEMENTATION

交通运输企业（2）

Management Perspectives

ANNUAL OBJECTIVES

POLICIES

RESOURCE ALLOCATION

MANAGING CONFLICT

MATCHING STRUCTURE WITH STRATEGY

The Functional Structure

The Divisional Structure

MANUFACTURING COMPANIES

TRANSPORTATION

Harley-Davidson, Inc.—2000 Ricky Cox Winnebago Industries, Inc.—2000 Eugene M. Bland and John G. Marcis

The Strategic Business Unit (SBU) Structure

The Matrix Structure

RESTRUCTURING, REENGINEERING, AND E-ENGINEERING

Restructuring

Reengineering

LINKING PERFORMANCE AND PAY TO STRATEGIES

MANAGING RESISTANCE TO CHANGE

MANAGING THE NATURAL ENVIRONMENT

CREATING A STRATEGY-SUPPORTIVE CULTURE

The Mexican Culture

COSMETICS

Avon Products, Inc.—2000 James Camerius

化妆品公司（2）

The Russian Culture

The Japanese Culture

PRODUCTION/OPRATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES

HUMAN RESOURCE CONCERNS WHEN IMPLEMENTING STRATEGIES

Employee Stock Ownership Plans (ESOPs)

Balancing Work Life and Home Life

Corporate Fitness Programs

Revlon, Inc.—2000 M. Jill Austin

EXPERIENTIAL EXERCISES

Experiential Exercise 7B: Matching Managers with Strategy

Experiential Exercise 7A: Revising America Online s Organizational Chart

Experiential Exercise 7C: Do Organizations Really Establish Objectives?

Experiential Exercise 7D: Understanding My University s Culture

CHAPTER 8 IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R D, AND CIS ISSUES

第8章 战略实施中的营销、财务/会计、研发以及计算机信息系统问题

THE NATURE OF STRATEGY IMPLEMENTATION

MARKETING ISSUES

Market Segmentation

Product Positioning

Pilgrim s Pride Corporation—2000 James L. Harbin

食品公司（3）

FOOD

FINANCE/ACCOUNTING ISSUES

Acquiring Capital to Implement Strategies

Pro Forma Financial Statements

Financial Budgets

Evaluating the Worth of a Business

Deciding Whether to Go Public

RESEARCH AND DEVELOPMENT (R D) ISSUES

H. J. Heinz Company—2000 Henry H. Beam

COMPUTER INFORMATION SYSTEMS (CIS) ISSUES

EXPERIENTIAL EXERCISES

Experiential Exercise 8A: Developing a Product-Positioning Map for America Online (AOL)

Experiential Exercise 8B: Performing an EPS/EBIT Analysis for America Online (AOL)

Experiential Exercise 8C: Preparing Pro Forma Financial Statements for America Online (AOL)

Experiential Exercise 8D: Determining the Cash Value of America Online (AOL)

Experiential Exercise 8E: Developing a Product-Positioning Map for My University

Experiential Exercise 8F: Do Banks Require Pro Forma Statements?

第9章 战略评价与控制

PART 4 Strategy Evaluation

CHAPTER 9 STRATEGY REVIEW, EVALUATION, AND CONTROL

第4部分 战略评价

THE NATURE OF STRATEGY EVALUATION

Hershey Foods Corporation—2000 Forest R. David

The Process of Evaluating Strategies

A STRATEGY-EVALUATION FRAMEWORK

Reviewing Bases of Strategy

Measuring Organizational Performance

Taking Corrective Actions

PUBLISHED SOURCES OF STRATEGY-EVALUATION INFORMATION

AEROSPACE

The Boeing Company—2000 Carolyn R. Stokes

航空公司（2）

CHARACTERISTICS OF AN EFFECTIVE EVALUATION SYSTEM

CONTINGENCY PLANNING

AUDITING

USING COMPUTERS TO EVALUATE STRATEGIES

The Environmental Audit

EXPERIENTIAL EXERCISES

Experiential Exercise 9A: Preparing a Strategy-Evaluation Report for America Online (AOL)

Experiential Exercise 9B: Evaluating My University s Strategies

Lockheed Martin Corporation—2000 Wayne Chamblee

Experiential Exercise 9C: Who Prepares an Environmental Audit?

NAME INDEX

SUBJECT INDEX

计算机公司（4）

COMPUTERS

Dell Computer Corporation—2001 Cindy R. Smith

COMPANY INDEX

Apple Computer, Inc.—2000 David Stanton

Compaq Computer Corporation—2000 Maria Margiotis

Research in Motion—2000 David Griffin

Stryker Corporation—2000 Henry H. Beam

MEDICAL

医药公司（2）

Biomet, Inc.—2000 Satish P. Deshpande

杂志社（2）

MAGAZINES

Playboy Enterprises, Inc.—2000 Kay W. Lawrimore and Fred R. David

Reader s Digest Association, Inc.—2000 Caroll Braddock

鞋业公司（2）

FOOTWEAR

Nike, Inc.—2000 M. Jill Austin

Reebok International, Ltd.—2000 Angela G. Page

烟草公司（1）

TOBACCO

UST, Inc.—2000 Marilyn M. Helms and Fred R. David