企业战略管理：持续成长的理论：theory of susta

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 Visioand 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 ChaiAnalysis
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 SituatioAnalysis
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 DifferentiatioStrategies
5．6 Focus Strategies
5．7 Focused Cost Leadership Strategies
5．8 Integrated Cost Leadership/DifferentiatioStrategies
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．ratioand 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 aEffective 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 ImplementatioInnovation
8．1 Putting the Innovator's DNA into Practice
8．2 Technology iservices
8．3 Services Marketing： Concepts， Strategies
8．4 Meeting Competitive Challenges and Acquiring Critical Resources
8．5 AcquisitioStrategy
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-makin