企业政策 战略过程管理 英文版·第8版PDF电子书下载

Introduction The General Management Perspective and Business Policy 1

Business Policy as a Field of Study 2

A Concept of“General Management” 3

The General Manager as Strategist 4

The General Manager as Organization Builder 5

The General Manager as Doer 5

The Skills of the General Manager 6

Cases 8

Bright Horizons Children s Centers，Inc．—1987 8

Head Ski Company，Inc． 21

Phil Knight：CEO at Nike（1983） 48

Serengeti Eyewear：Entrepreneurship within Corning Inc． 68

Introduction 88

Chapter 1 What Is Strategy？ 88

Strategy Defined 92

Explicit Strategy 94

Sound Strategy 97

A Strategic View of Market Opportunity 99

A Strategic View of Capabilities 100

Strategy as a Summary of Corporate Values 103

Cases 106

Crown Cork Seal in 1989 106

Asahi Breweries，Ltd． 130

Wal-Mart Stores，Inc． 152

Komatsu Limited 176

Corning Incorporated：A Network of Alliances 195

Introduction 221

Noneconomic Factors 221

Chapter 2 Industry and Competitive Analysis 221

The Primary Proposition：Profit Potential 223

Strategic Analysis of Industry Structure 226

The Threat of Entry 226

The Threat of Substitution 229

The Power of Suppliers and Customers 229

Government 230

Rivalry among competitors 231

Relating Opportunities to Capabilities 233

Opportunities and Threats 233

Assessing Capabilities and Weaknesses 235

Matching Opportunity and Capability 237

Cases 239

Harcourt Brace Jovanovich，Inc． 239

Firestone，Inc．：Globalization 272

Ingvar Kamprad and IKEA 295

Apple Computer—1992 318

Bill Gates and the Management of Microsoft 342

Chapter 3 Personal Values and Corporate Strategy 363

Introduction 363

We All Have Values 364

Values Are Key to Legitimate Action 367

Awareness of Values 368

Cases 371

Salvatore Ferragamo，SpA 371

Schlumberger Ltd．：Jean Riboud Excerpts from“A Certain Poetry”by Ken Auletta 393

The Body Shop International 417

Chapter 4 Relating Strategy to Social Responsibility 435

Introduction 435

Responsibility for Economic Action 436

Responsibility for Social Action 438

The Moral Dimensions of Strategic Action 440

Strategy for Social Action 442

Cases 444

BayBank Boston 444

RU 486（A） 469

Chapter 5 Building Strategy 482

Introduction 482

The Process of Strategic Development 484

Summary 489

Cases 490

Adam Opel AG（A） 490

Intel Corporation—Leveraging Capabilities for Strategic Renewal 513

The Harvard Business School 546

Tailoring the Organization to Strategy 561

Chapter 6 Building Organizational Capabilities 561

Introduction 561

Beyond Organization as an Architectural Task 565

Building Organization Capability 566

How Work Environments Contribute to Capability 570

The Forces That Shape Work Environments 570

Summary 571

Cases 572

The Adams Corporation（A） 572

Colgate-Palmolive：Company in Transition（A） 576

The Lincoln Electric Company 594

The Johnsonville Sausage Co．（A） 625

Banc One—1993 639

ABB Deutschland 663

Introduction 678

Chapter 7 Transforming an Organization 678

Ingredients of Successful Planned Change 680

Building Motivation 680

Formulating a Vision 682

Managing the Process of Change 686

Continual renewal 688

Summary 691

Cases 692

Richardson Sheffield 692

Jack Welch：General Electric s Revolutionary 709

The Battle of Mannheim 730

Marks Spencer：Sir Richard Greenbury s Quiet Revolution 740

Chapter 8 Building Relationships 770

Introduction 770

Building Relationships with direct Reports 771

Building Relationships Upward 772

Building Relationships with customers and Suppliers 774

Building Relationships across the Organization with Peers 775

Cases 776

Basic Industries 776

Kentucky Fried Chicken（Japan）Limited 788

Cleveland Twist Drill（A） 808

Richardson Hindustan Limited（Abridged） 830

Chapter 9 Building a General Management Career 846

General Management Skills 846

Steps in a General Management Career 847

Cases 851

Gurcharan Das s Career Choices 851

Ben Jerry s Homemade Ice Cream Inc．：Keeping the Mission（S）Alive 864

Index of Cases 864