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戰(zhàn)略管理:競(jìng)爭(zhēng)與全球化(概念)(英文版·原書(shū)第12版)
本書(shū)全面涵蓋了戰(zhàn)略管理課程的教學(xué)內(nèi)容,加入了作者最新的研究成果,更換了全部的“開(kāi)篇案例”和“戰(zhàn)略聚焦”專欄,極力貼近管理實(shí)踐的最新動(dòng)態(tài);囊括了大量企業(yè)案例,揭示企業(yè)在當(dāng)今市場(chǎng)環(huán)境中應(yīng)如何有效地進(jìn)行戰(zhàn)略管理。本書(shū)詳細(xì)介紹了如何運(yùn)用戰(zhàn)略管理的工具和技術(shù),實(shí)踐性強(qiáng),向讀者展示了戰(zhàn)略管理的全貌。
本書(shū)適用于管理類專業(yè)本科生、碩士生、MBA、EMBA,也可以作為企業(yè)管理人員和相關(guān)學(xué)者的參考書(shū)。
出版說(shuō)明
作者簡(jiǎn)介 前 言 第一篇 戰(zhàn)略管理的輸入 第1章 戰(zhàn)略管理與競(jìng)爭(zhēng)力 2 開(kāi)篇案例 阿里巴巴:中國(guó)電子商務(wù)巨頭站上國(guó)際舞臺(tái) 3 1.1 競(jìng)爭(zhēng)格局 7 戰(zhàn)略聚焦1-1 技術(shù)創(chuàng)新給星巴克帶來(lái)了超額的單店收入 11 1.2 超額利潤(rùn)的產(chǎn)業(yè)組織模型 14 1.3 超額利潤(rùn)的資源基礎(chǔ)模型 16 1.4 愿景和使命 18 1.5 利益相關(guān)者 19 戰(zhàn)略聚焦1-2 黑莓公司開(kāi)發(fā)利益相關(guān)者生態(tài)系統(tǒng)的失敗經(jīng)歷 20 1.6 戰(zhàn)略領(lǐng)導(dǎo)者 25 1.7 戰(zhàn)略管理過(guò)程 26 小結(jié) 28 關(guān)鍵術(shù)語(yǔ) 28 復(fù)習(xí)思考題 29 討論案例 航空業(yè)的競(jìng)爭(zhēng) 29 注釋 30 第2章 外部環(huán)境:機(jī)會(huì)、威脅、產(chǎn)業(yè)競(jìng)爭(zhēng)與競(jìng)爭(zhēng)對(duì)手分析 38 開(kāi)篇案例 金拱門(mén)上是否有裂痕 39 2.1 總體環(huán)境、行業(yè)環(huán)境和競(jìng)爭(zhēng)環(huán)境 41 2.2 外部環(huán)境分析 43 2.3 總體環(huán)境的細(xì)分 45 戰(zhàn)略聚焦2-1 塔吉特失去了它的統(tǒng)治地位 54 2.4 行業(yè)環(huán)境分析 55 2.5 解讀行業(yè)分析 63 2.6 戰(zhàn)略群組 63 戰(zhàn)略聚焦2-2 江山代有才人出,亞馬遜還能獨(dú)領(lǐng)風(fēng)騷多少年 64 2.7 競(jìng)爭(zhēng)對(duì)手分析 65 2.8 倫理思考 67 小結(jié) 68 關(guān)鍵術(shù)語(yǔ) 68 復(fù)習(xí)思考題 68 討論案例 非正式經(jīng)濟(jì):是什么,為什么重要 69 注釋 70 第3章 內(nèi)部組織:資源、能力、核心競(jìng)爭(zhēng)力和競(jìng)爭(zhēng)優(yōu)勢(shì) 76 開(kāi)篇案例 數(shù)據(jù)分析、大型制藥公司和核心競(jìng)爭(zhēng)力:一個(gè)美麗新世界 77 3.1 內(nèi)部組織分析 79 3.2 資源、能力和核心競(jìng)爭(zhēng)力 84 戰(zhàn)略聚焦3-1 極度干燥:把品牌管理作為戰(zhàn)略成功的基礎(chǔ) 85 3.3 建立核心競(jìng)爭(zhēng)力 89 3.4 外包 96 3.5 競(jìng)爭(zhēng)力、優(yōu)勢(shì)、劣勢(shì)和戰(zhàn)略決策 96 戰(zhàn)略聚焦3-2 外包公司轉(zhuǎn)型:從集成到自主開(kāi)發(fā) 97 小結(jié) 98 關(guān)鍵術(shù)語(yǔ) 99 復(fù)習(xí)思考題 99 討論案例 Zara:西班牙“快時(shí)尚”零售店巨人的實(shí)力 100 注釋 101 第二篇 戰(zhàn)略行動(dòng):制定戰(zhàn)略 第4章 業(yè)務(wù)層戰(zhàn)略 108 開(kāi)篇案例 海恩富集團(tuán):一個(gè)聚焦于“天然有機(jī)”差異化戰(zhàn)略的公司 109 4.1 顧客與業(yè)務(wù)層戰(zhàn)略的關(guān)系 112 4.2 業(yè)務(wù)層戰(zhàn)略的目的 116 4.3 業(yè)務(wù)層戰(zhàn)略的類型 117 戰(zhàn)略聚焦4-1 蘋(píng)果vs.三星:蘋(píng)果的差異化戰(zhàn)略和三星的模仿戰(zhàn)略 126 戰(zhàn)略聚焦4-2 睿俠公司失敗的集中戰(zhàn)略:戰(zhàn)略搖擺不定 130 小結(jié) 134 關(guān)鍵術(shù)語(yǔ) 135 復(fù)習(xí)思考題 135 討論案例 杰西潘尼用一種失敗的戰(zhàn)略自殺了嗎 135 注釋 136 第5章 競(jìng)爭(zhēng)性對(duì)抗和動(dòng)態(tài)競(jìng)爭(zhēng) 142 開(kāi)篇案例 谷歌有競(jìng)爭(zhēng)對(duì)手嗎?高科技市場(chǎng)中的動(dòng)態(tài)競(jìng)爭(zhēng) 143 5.1 競(jìng)爭(zhēng)性對(duì)抗模型 146 5.2 競(jìng)爭(zhēng)者分析 147 戰(zhàn)略聚焦5-1 家樂(lè)氏騎虎難下了嗎 150 5.3 競(jìng)爭(zhēng)性行動(dòng)和競(jìng)爭(zhēng)性反應(yīng)的驅(qū)動(dòng)力 150 5.4 競(jìng)爭(zhēng)性對(duì)抗 152 5.5 攻擊的可能性 153 5.6 反應(yīng)的可能性 157 5.7 動(dòng)態(tài)競(jìng)爭(zhēng) 159 戰(zhàn)略聚焦5-2 超市戰(zhàn)爭(zhēng)中的連鎖反應(yīng):奧樂(lè)齊正在改變?cè)S多國(guó)家的市場(chǎng) 163 小結(jié) 164 關(guān)鍵術(shù)語(yǔ) 166 復(fù)習(xí)思考題 166 討論案例 聯(lián)邦快遞和UPS:在激烈的競(jìng)爭(zhēng)中屹立不倒 166 注釋 167 第6章 公司層戰(zhàn)略 172 開(kāi)篇案例 迪士尼:利用相關(guān)多元化戰(zhàn)略創(chuàng)造價(jià)值 173 6.1 多元化的層次 175 6.2 多元化的原因 178 6.3 創(chuàng)造價(jià)值的多元化:相關(guān)約束型多元化和相關(guān)聯(lián)系型多元化 179 6.4 非相關(guān)多元化 185 戰(zhàn)略聚焦6-1 通用電氣和聯(lián)合技術(shù)公司:致力于內(nèi)部資本市場(chǎng)配置和重組戰(zhàn)略 186 6.5 價(jià)值不確定的多元化:動(dòng)機(jī)與資源 188 戰(zhàn)略聚焦6-2 可口可樂(lè)公司的多元化戰(zhàn)略:應(yīng)對(duì)衰退的軟飲料市場(chǎng) 190 6.6 降低價(jià)值的多元化:管理者的多元化動(dòng)機(jī) 193 小結(jié) 196 關(guān)鍵術(shù)語(yǔ) 196 復(fù)習(xí)思考題 196 討論案例 三一重工 197 注釋 198 第7章 并購(gòu)戰(zhàn)略 204 開(kāi)篇案例 并購(gòu):追求業(yè)績(jī)提升的公司所采取的重要戰(zhàn)略 205 7.1 并購(gòu)戰(zhàn)略的風(fēng)行 206 7.2 實(shí)施收購(gòu)的原因 208 戰(zhàn)略聚焦7-1 平等合并:并非易事 209 戰(zhàn)略聚焦7-2 決定進(jìn)行跨國(guó)收購(gòu)的不同戰(zhàn)略依據(jù) 212 7.3 阻礙收購(gòu)獲得成功的因素 216 7.4 有效的收購(gòu) 222 7.5 重組 224 小結(jié) 227 關(guān)鍵術(shù)語(yǔ) 228 復(fù)習(xí)思考題 228 討論案例 思科的核心能力:戰(zhàn)略性收購(gòu)和迅速整合 228 注釋 230 第8章 國(guó)際化戰(zhàn)略 236 開(kāi)篇案例 網(wǎng)飛公司的國(guó)際化戰(zhàn)略 237 8.1 識(shí)別國(guó)際化機(jī)會(huì) 239 8.2 國(guó)際化戰(zhàn)略 243 戰(zhàn)略聚焦8-1 家具巨頭宜家的全球化戰(zhàn)略 248 8.3 環(huán)境趨勢(shì) 250 8.4 國(guó)際市場(chǎng)進(jìn)入模式的選擇 252 8.5 國(guó)際環(huán)境中的風(fēng)險(xiǎn) 258 戰(zhàn)略聚焦8-2 國(guó)際足球產(chǎn)業(yè)以及國(guó)際足聯(lián)丑聞所帶來(lái)的影響 260 8.6 戰(zhàn)略競(jìng)爭(zhēng)結(jié)果 262 8.7 國(guó)際化戰(zhàn)略的挑戰(zhàn) 264 小結(jié) 265 關(guān)鍵術(shù)語(yǔ) 266 復(fù)習(xí)思考題 266 討論案例 國(guó)際化戰(zhàn)略:ABB集團(tuán)的發(fā)展引擎 266 注釋 268 第9章 合作戰(zhàn)略 276 開(kāi)篇案例 谷歌、英特爾與泰格豪雅:合作生產(chǎn)智能手表 277 9.1 合作戰(zhàn)略的主要形式:戰(zhàn)略聯(lián)盟 279 9.2 業(yè)務(wù)層合作戰(zhàn)略 284 戰(zhàn)略聚焦9-1 戰(zhàn)略聯(lián)盟:特斯拉汽車的運(yùn)營(yíng)基礎(chǔ) 288 9.3 公司層合作戰(zhàn)略 290 9.4 國(guó)際合作戰(zhàn)略 292 9.5 網(wǎng)絡(luò)合作戰(zhàn)略 293 9.6 合作戰(zhàn)略帶來(lái)的競(jìng)爭(zhēng)風(fēng)險(xiǎn) 295 戰(zhàn)略聚焦9-2 合作戰(zhàn)略并沒(méi)有帶來(lái)預(yù)期成功 296 9.7 對(duì)合作戰(zhàn)略的管理 297 小結(jié) 299 關(guān)鍵術(shù)語(yǔ) 300 復(fù)習(xí)思考題 300 討論案例 全球汽車工業(yè)中形成的全球聯(lián)盟和本地聯(lián)盟 300 注釋 302 第三篇 戰(zhàn)略行動(dòng):實(shí)施戰(zhàn)略 第10章 公司治理 308 開(kāi)篇案例 20世紀(jì)80年代的企業(yè)狙擊手成為當(dāng)今的維權(quán)股東 309 10.1 所有權(quán)和經(jīng)營(yíng)權(quán)的分離 312 10.2 所有權(quán)集中 317 10.3 董事會(huì) 319 戰(zhàn)略聚焦10-1 CEO應(yīng)該得到巨額薪酬嗎 324 10.4 公司控制權(quán)市場(chǎng) 325 10.5 國(guó)際公司治理 328 戰(zhàn)略聚焦10-2 日本、德國(guó)和中國(guó):股東參與者和股東積極主義者 330 10.6 治理機(jī)制和倫理行為 332 小結(jié) 333 關(guān)鍵術(shù)語(yǔ) 334 復(fù)習(xí)思考題 334 討論案例 摩根大通銀行的CEO:杰米·戴蒙 335 注釋 336 第11章 組織結(jié)構(gòu)與控制 344 開(kāi)篇案例 陸遜梯卡的兩職合一結(jié)構(gòu):長(zhǎng)久制勝的關(guān)鍵還是失敗的一大誘因 345 11.1 組織的結(jié)構(gòu)和控制 347 戰(zhàn)略聚焦11-1 麥當(dāng)勞的組織結(jié)構(gòu)變革:是業(yè)績(jī)提升的路徑嗎 348 11.2 戰(zhàn)略和結(jié)構(gòu)的關(guān)系 351 11.3 戰(zhàn)略和組織結(jié)構(gòu)的發(fā)展模式 351 戰(zhàn)略聚焦11-2 索尼公司的新組織結(jié)構(gòu):聚焦財(cái)務(wù)問(wèn)責(zé)制和資源集中配制 362 11.4 實(shí)施業(yè)務(wù)層合作戰(zhàn)略 370 11.5 實(shí)施公司層合作戰(zhàn)略 371 11.6 實(shí)施國(guó)際化合作戰(zhàn)略 372 小結(jié) 373 關(guān)鍵術(shù)語(yǔ) 373 復(fù)習(xí)思考題 374 討論案例 創(chuàng)建可持續(xù)發(fā)展的環(huán)境:聯(lián)合利華與眾多企業(yè)和非營(yíng)利組織合作以實(shí)現(xiàn)其戰(zhàn)略 374 注釋 375 第12章 戰(zhàn)略領(lǐng)導(dǎo)力 382 開(kāi)篇案例 你有能力追隨一個(gè)榜樣并取得成功嗎—史蒂夫·喬布斯之后的蘋(píng)果公司與蒂姆·庫(kù)克 383 12.1 戰(zhàn)略領(lǐng)導(dǎo)力及其類型 384 12.2 高層管理者在公司中的角色 387 12.3 管理者的繼任與接替 391 戰(zhàn)略聚焦12-1 浴火重生:通用汽車公司的CEO繼任 395 12.4 關(guān)鍵戰(zhàn)略領(lǐng)導(dǎo)行動(dòng) 396 戰(zhàn)略聚焦12-2 這些方式都可以讓你失敗 400 小結(jié) 406 關(guān)鍵術(shù)語(yǔ) 407 復(fù)習(xí)思考題 407 討論案例 寶潔公司管理層變動(dòng):一個(gè)關(guān)于CEO重要性的啟示 407 注釋 409 第13章 戰(zhàn)略創(chuàng)業(yè) 416 開(kāi)篇案例 迪士尼成功的關(guān)鍵要素:創(chuàng)業(yè)激情與創(chuàng)新 417 13.1 創(chuàng)業(yè)和創(chuàng)業(yè)機(jī)會(huì) 419 13.2 創(chuàng)新 420 13.3 創(chuàng)業(yè)者 420 13.4 國(guó)際創(chuàng)業(yè) 421 13.5 內(nèi)部創(chuàng)新 422 戰(zhàn)略聚焦13-1 奇異公司的創(chuàng)新之路 425 13.6 實(shí)施內(nèi)部創(chuàng)新 427 13.7 通過(guò)合作戰(zhàn)略進(jìn)行創(chuàng)新 430 13.8 通過(guò)收購(gòu)實(shí)現(xiàn)創(chuàng)新 431 戰(zhàn)略聚焦13-2 什么導(dǎo)致美國(guó)運(yùn)通公司缺乏創(chuàng)新:驕傲自大、懶惰倦怠還是能力欠缺 432 13.9 通過(guò)戰(zhàn)略創(chuàng)業(yè)創(chuàng)造價(jià)值 433 小結(jié) 435 關(guān)鍵術(shù)語(yǔ) 436 復(fù)習(xí)思考題 436 討論案例 杰西潘尼的失敗創(chuàng)新:原因和結(jié)果 436 注釋 437 第四篇 準(zhǔn)備進(jìn)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
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