ÆóÒµÕ½ÂÔ¹ÜÀí:³ÖÐø³É³¤µÄÀíÂÛ:theory of sustainable growth

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 Vision and 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 Chain Analysis
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 Situation Analysis
4£®6 Typical Company Value Chain

Chapter 5 Business-Level Strategies
5£®1 Customers£º 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 Differentiation Strategies
5£®6 Focus Strategies
5£®7 Focused Cost Leadership Strategies
5£®8 Integrated Cost Leadership/Differentiation Strategies
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£®ration and 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 an Effective 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 Implementation Innovation
8£®1 Putting the Innovator's DNA into Practice
8£®2 Technology in services
8£®3 Services Marketing£º Concepts£¬ Strategies
8£®4 Meeting Competitive Challenges and Acquiring Critical Resources
8£®5 Acquisition Strategy
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-making process
8£®11 Information is a Product

Chapter 9 Strategic Evaluation and Control
9£®1 Product Diversification as an Example of an Agency Problem
9£®2 How Corporate Strategies Form
9£®3 Building Core Competencies and Competitive Capabilities
9£®4 Key Traits to Building Core Competencies
9£®5 Instituting Best Practices and Installing Support Systems
9£®6 What Total Quality Management Is
9£®7 What Areas Information Systems Should Address
9£®8 Guidelines for Designing an Effective Compensation System
9£®9 Controlling Process
9£®10 Focus on organizational behavior

Chapter 10 Enterprise Growth Strategy
10£®1 Entrepreneurial Management
10£®2 Related Diversification and Unrelated Diversification Strategies £®£®£®
10£®3 Strategic entrepreneurship
10£®4 Entrepreneurship and Entrepreneurial Opportunities
10£®5 Incremental and Radical Innovation
10£®6 Autonomous Strategic Behavior
10£®7 Design for Six Sigma
10£®8 Well-structured problems and programmed decisions
10£®9 Risk analysis
10£®10 Growth Models with Consumer Optimization
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