Chapter 1 Strategic Management and Strategic Competitiveness (6)1.1Strategic Management Process (7)1.1.1 The Rational Model (7)1.1.2 The critique of the rational model (11)1.2 The New Competitive Landscape (11)1.2.1The Globalized Competition (11)1.2.2Technological Changes (14)1.3The I/O model of Above-average Returns (18)1.4The Resource-based Model of Above-average Returns (22)1.5Strategic Intent and Strategic Mission (26)1.6Stakeholders (27)1.7Organizational Strategists (30)复习题 (30)Chapter 2 The External Environment: Opportunities, Threats, Industry Environment, and Competitor Analysis (33)2.1External Environmental Analysis (34)2.2 Segments of the General Environment: The PESTAnalysis (37)2.3 Industry Environment Analysis: The Five ForcesModel (39)2.4 Strategic Group Analysis (50)2.5 Competitor Analysis (51)复习题 (52)Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies (55)3.1 The importance of Internal Analysis (56)3.2 Resources, Capabilities, and Core Competencies (59)3.2.1 Resources (59)3.2.2 Capabilities (62)3.2.3 Core Competencies (64)3.3 Steps in a Resource-based Strategic Analysis 663.4 Value Chain Analysis (75)复习题 (77)Chapter 4 Business-Level Strategy (78)4.1 Customers: Who, What, and How (79)4.1.1 Who: Determining the customers to serve 804.1.2 What: Determining the customer needs tosatisfy (81)4.1.3 How: Determining core competenciesnecessary to satisfy customers’ needs (82)4.2 Types of Business-level Strategy (82)4.3 Cost Leadership Strategy (84)4.4 Differentiation Strategy (89)4.5 Focus Strategies (94)4.6 Integrated Low-Cost/Differentiation Strategy 96复习题 (100)Chapter 5 Corporate-Level Strategy (103)5.1 Corporate-level Strategy and Levels ofDiversification (104)5.2 Reasons for Diversification (107)5.3 Techniques for Analyzing Diversified Companies’Portfolios (108)复习题 (111)Chapter 6 Acquisition and Restructuring Strategies . 1136.1 Reasons for Acquisitions and Problems in AchievingSuccess (113)6.2 Attributes of Successful Acquisitions (115)6.3 Restructuring (116)复习题 (117)Chapter 7 International Strategy (121)7.1 Opportunities and Outcomes of InternationalStrategy (122)7.2 International Business-level Strategy (127)复习题 (130)Chapter 8 Cooperative Strategy (133)8.1Types of and Reasons for Cooperative Strategies (134)8.2Business-level and Corporate-level CooperativeStrategies (137)8.2.1 Business-Level Cooperative Strategies 1378.2.2 Corporate-Level Cooperative Strategies 1398.3Network Strategies (141)8.4Competitive Risks with Cooperative Strategies 143Chapter 9 Corporate Governance (149)9.1 Corporate Governance Mechanisms (150)9.2 Separation of Ownership and Managerial Control (154)9.3 Five Governance Mechanisms (160)9.3.1 Ownership Concentration (160)9.3.2 Board of Directors (162)9.3.3 Executive Compensation (164)9.3.4 The Multidivisional Structure (167)9.3.5 Market for Corporate Control (168)复习题 (169)Chapter 10 Organizational Structure and Controls (172)10.1 Evolutionary Patterns of Strategy andOrganizational Structure (172)10.1.1 Simple Structure (175)10.1.2 Functional Structure (177)10.1.3 Multidivisional Structure (183)10.2 Implementing International Strategies:Organizational Structure and Control (195)10.2.1 Using the Worldwide Geographic AreaStructure to Implement the Multi-domesticStrategy (195)10.2.2 Using the Worldwide Product DivisionalStructure to Implement the Global Strategy . 198复习题 (202)Chapter 11 Corporate Entrepreneurship and Innovation 20211.1 Innovation and Corporate Entrepreneurship . 20311.2Internal Corporate Venturing (208)复习题 (216)Chapter 1 Strategic Management and Strategic CompetitivenessLearning ObjectivesAfter reading this chapter, you should be able to ·Defining strategic competitiveness, competitive advantage, and above-average returns.·Discuss the challenge of strategic management.·Describe the new competitive landscape and how it is beingshaped by global and technological changes.·Use the industrial organization(I/O) model to explain how firms can earn above-average returns.·Use the resource-based model to explain how firms can earn above-average returns.·Describe strategic intent and strategic mission and discuss their value to the strategic management process.·Define stakeholders and describe the three primary stakeholder groups’ ability to influence organizations.·Describe the work of strategists.·Explain the strategic management process.1.1Strategic Management Process1.1.1 The Rational ModelStrategic competitiveness(战略竞争力) is achieved when a firm successfully formulates and implements a value-creating strategy. When a firm implements a value-creating strategy of which other companies are unable to duplicate the benefits or find it too costly to imitate, this firm has a sustained or sustainablecompetitive advantage(持续的或可持续的竞争优势). The speed with which competitors are able to acquire the skills needed to duplicate the benefits of a firm’s value-creating strategy determines how long a competitive advantage will last. Understanding how to exploit its competitive advantage is necessary for a firm to earn above-average returns. Above-average returns(高于平均的或超额回报) are returns in excess of what an investor expects to earn from other investment with a similar amount of risk.Risk(风险) is an investor’s uncertainty about the economic gains or losses that will result from a particular investment. Firms that are without a competitive advantage or that are not competing in an attractive industry earn, at best, only average returns. Average returns（平均回报）are returns equal to those an investor expects to earn from other investments with a similar amount of risk. In the long run, an inability to earn at least average returns results in failure. Failure occurs because investors will choose to invest in firms that earn at least average returns andwill withdraw their investments from firms that earn less. Dynamic in nature, the strategic management process (战略治理过程)is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns. It is used to match the conditions of an ever-changing market and competitive structure with a firm’s continuously evolving resources, capabilities, and competencies.Figure 1.1 The Strategic Management ProcessNotes: the letter S in SWOT denotes strengths, Wweaknesses,O opportunities, T threats.1.1.2 The critique of the rational model1.Setting objectives is the cornerstone of strategic planning. But, incentive un-compatibility（激励不相容）usually leads to inconsistency between objectives that the firm has stated and objectives that the managers are actually pursuing.2.The predictability of the environment is the core assumption of strategic planning. But, irreversibility and uncertainty（不确定性）usually lead to the unpredictability of the environment.3.Another assumption of strategic planning is that strategists are rational. Virtually,strategists’ rationality is bounded(战略家的理性是有限的)and strategic formulation reflects the internal politics of the organization.1.2 The New Competitive Landscape1.2.1The Globalized CompetitionThe fundamental nature of competition in many of theworld’s industries is changing. The pace of this change is relentless and is increasing. Even determining the boundaries of an industry or a firm（行业或企业的边界） has become challenging. Consider, for example, how advances in interactive computer networks and telecommunications have blurred the definition of the “television”industry. Conventional sources of competitive advantage(传统的竞争优势的源泉) such as economies of scale(规模经济) and huge advertising budgets(巨额广告预算) are not as effective in the new competitive landscape. Moreover, the traditional managerial mind-set(传统的治理者心态) cannot lead a firm to strategic competitiveness in the new competitive landscape. In its place, managers must adopt a new mind-set ——one that values flexibility, speed, innovation, integration, and the challenges that evolve from constantly changing conditions(看重灵活性、速度、创新、整合和从不断变化的环境中产生的挑战的心态). Strategic flexibility(战略的敏捷性) is a set of capabilities firms use to respond to various demands and opportunities that。