战略管理双语资料.docx

Chapter 1 Strategic Management and Strategic Competitiveness41.1Strategic Management Process41.1.1 The Rational Model41.1.2 The critique of the rational model51.2 The New Competitive Landscape61.2.1The Globalized Competition61.2.2Technological Changes61.3The I/O model of Above-average Returns81.4The Resource-based Model of Above-average Returns91.5Strategic Intent and Strategic Mission101.6Stakeholders111.7Organizational Strategists11复习题12Chapter 2 The External Environment: Opportunities, Threats, Industry Environment, and Competitor Analysis132.1External Environmental Analysis132.2 Segments of the General Environment: The PEST Analysis142.3 Industry Environment Analysis: The Five Forces Model152.4 Strategic Group Analysis182.5 Competitor Analysis18复习题18Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies203.1 The importance of Internal Analysis203.2 Resources, Capabilities, and Core Competencies213.2.1 Resources213.2.2 Capabilities223.2.3 Core Competencies233.3 Steps in a Resource-based Strategic Analysis233.4 Value Chain Analysis26复习题27Chapter 4 Business-Level Strategy284.1 Customers: Who, What, and How284.1.1 Who: Determining the customers to serve284.1.2 What: Determining the customer needs to satisfy294.1.3 How: Determining core competencies necessary to satisfy customers needs294.2 Types of Business-level Strategy294.3 Cost Leadership Strategy304.4 Differentiation Strategy314.5 Focus Strategies324.6 Integrated Low-Cost/Differentiation Strategy33复习题34Chapter 5 Corporate-Level Strategy365.1 Corporate-level Strategy and Levels of Diversification365.2 Reasons for Diversification375.3 Techniques for Analyzing Diversified Companies Portfolios37复习题38Chapter 6 Acquisition and Restructuring Strategies396.1 Reasons for Acquisitions and Problems in Achieving Success396.2 Attributes of Successful Acquisitions396.3 Restructuring40复习题40Chapter 7 International Strategy427.1 Opportunities and Outcomes of International Strategy427.2 International Business-level Strategy44复习题45Chapter 8 Cooperative Strategy468.1Types of and Reasons for Cooperative Strategies468.2Business-level and Corporate-level Cooperative Strategies478.2.1 Business-Level Cooperative Strategies478.2.2 Corporate-Level Cooperative Strategies488.3Network Strategies488.4Competitive Risks with Cooperative Strategies49Chapter 9 Corporate Governance519.1 Corporate Governance Mechanisms519.2 Separation of Ownership and Managerial Control529.3 Five Governance Mechanisms549.3.1 Ownership Concentration549.3.2 Board of Directors549.3.3 Executive Compensation559.3.4 The Multidivisional Structure569.3.5 Market for Corporate Control56复习题57Chapter 10 Organizational Structure and Controls5810.1 Evolutionary Patterns of Strategy and Organizational Structure5810.1.1 Simple Structure5910.1.2 Functional Structure5910.1.3 Multidivisional Structure6110.2 Implementing International Strategies: Organizational Structure and Control6510.2.1 Using the Worldwide Geographic Area Structure to Implement the Multi-domestic Strategy6510.2.2 Using the Worldwide Product Divisional Structure to Implement the Global Strategy66复习题67Chapter 11 Corporate Entrepreneurship and Innovation6811.1 Innovation and Corporate Entrepreneurship6811.2Internal Corporate Venturing69复习题71Chapter 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 being shaped 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 sustainable competitive 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 firms 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 investors 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 and will withdraw their investments from firms that earn less. Dynamic in nature, the strategic management process (战略管理过程)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 firms continuously evolving resources, capabilities, and competencies. Figure 1.1 The Strategic Management ProcessIdentify mission and goalsAssess organizational Resources and capabilitiesAssess mega- and industry-Environmental factorsSWOT analysisStrategic Formulation·corporate-level strategies·business-level strategies·functional-level strategiesStrategic Implementation·corporate governance·organizational structure·organizational controls·strategic leadership·corporate innovationStrategic Advantage·Above-average returnsNotes: the letter S in SWOT denotes strengths, W weaknesses, 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 the worlds 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(传统的管理者心态) cannot lead a firm to strategic competitiveness in the new competitive landscape. In its place, managers must adopt a new mind-setone 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 are a part of dynamic and uncertain competitive environments. Such flexibility means that a firm can match quickly its resources with an environmental opportunity(快速地使其资源与环境的机遇匹配). A global economy(全球经济) is one in which goods, services, people, and ideas move freely across geographic borders. It significantly expands and complicates a firms competitive environment. To achieve strategic competitiveness in the global economy, a firm must view the world as its marketplace. In globalized markets(全球化的市场) and industries, financial capital might be obtained in one national market and used to buy raw materials in another one. Manufacturing equipment bought from a third national market can be used to produce products that are sold in a fourth market. Thus, globalization increases the range of opportunities for firms competing in the new competitive landscape.The internationalization of markets and industries makes it increasingly difficult to think of some firms as domestic companies(本国公司).Global competition has increased performance standards(绩效标准) in many dimensions, including those of quality, cost, productivity, production introduction time, and smooth, flowing operations. The development of newly industrialized countries(新兴工业化国家) is changing the global competitive landscape and significantly increasing competition in global markets. The economic development of Asian countries outside of Japan is increasing the significance of Asian markets. In the new competitive landscape, firms are challenged to develop the optimal level of globalization(最优的全球化水平).1.2.2Technological ChangesThere are three categories of technological trends and conditions through which technology is significantly altering the nature of competition(竞争的性质).·Increasing rate of technological change and diffusion(不断上升的技术变迁率和扩散率)Both the rate of technology changes and the speed at which new technologies become available and are used have increased substantially over the last 20 years. Perpetual innovation(持续的创新) is a term used to describe how rapidly and consistently new, information-intensive technologies （信息密集的技术）replace older ones. The shorter product life cycles(产品生命周期) resulting from these rapid diffusions of new technologies place a competitive premium on being able to quickly introduce new goods and services into the marketplace. In fact, when products become somewhat indistinguishable because of the widespread and rapid diffusion of technologies, speed to market(产品进入市场的速度) may be the only source of competitive advantage. Some evidence suggests that after only 12 to 18 months, companies likely will have gathered information about their competitors R&D and product decisions. Often, merely a few weeks pass before a new American-made product introduced in U.S. markets is copied, manufactured, and shipped to the United States by one or more companies in Asia. Todays rate of technological diffusion stifles the protection firms possessed previously through their patents(专利). Patents are now thought by many to be an effective way of protecting proprietary technology(专利技术) primarily in the pharmaceutical and chemical industries only. Many firms competing in the electronics industry often do not apply for patents to prevent competitors from gaining access to the technological knowledge included in the patent application(包含在专利申请中的技术知识).·The Information Age(信息时代)Dramatic changes in information technology have occurred in recent years. Personal computers, cellular phones, artificial intelligence（人工智能）, virtual reality(虚拟现实), and massive databases are a few examples of how information is used differently as a result of technological developments. Someone believes that electronic mail (E-mail) systems are the first manifestation of a revolution in the flow and management of information in companies throughout the world. An important outcome of these changes is that the ability to access and effectively use information has become an important source of competitive advantage in virtually all industries.·Increasing Knowledge Intensity(不断提高的知识密度)Knowledge is the basis of technology. In the new competitive landscape, knowledge is a critical organizational resource and is increasingly a valuable source of competitive advantage. Because of this, many companies now strive to transmute the accumulated knowledge of individual employees into a corporate asset(把个体性员工积累起来的知识转变成公司的资产).Figure 1.2 The New Competitive LandscapeThe global economy·People, products, ideas move freely across borders·Significant opportunities emerge in global markets.·Markets and industries become more internationalized.Technological changes·rapid technological changes and diffusion·dramatic changes in information technologies·increasing importance of knowledgeThe New CompetitiveLandscape1.3The I/O model of Above-average ReturnsFrom the 1960s through the 1980s , the external environment was thought to be the primary determinants of strategies firms selected. The industrial organization model explains the dominant influence of the external environment on firms strategic actions. This model specifies that the industry chosen in which to compete has a stronger influence on a firms performance than do the choices managers make inside their organizations. Firm performance is believed to be predicted primarily by a range of an industrys properties(行业属性), including economies of scale（规模经济）, barriers to entry(进入壁垒), diversification(产品多元化), product differentiation(产品差异), and the degree of concentration(行业集中度). The I/O model has four underlying assumptions. First, the external environment is assumed to impose pressures and constraints that determine the strategies that would result in above-average returns. Second, most firms competing within a particular industry are assumed to control similar strategically relevant resources and pursue similar strategies. Third, it is assumed that resources used to implement strategies are highly mobile across firms. Because of resource mobility, any resource differences that might develop between firms will be short lived. Fourth, organizational decision makers are assumed to be rational and committed to acting in the firms best interests as shown by their profit maximizing behavio