战略管理案例 1
INTERNET COMPANIES 2
前言 2
E*Trade, Inc.—2000 Phillip Lynn 2
STRATEGIC MANAGEMENT CASES 2
CHAPTER1 THE NATURE OF STRATEGIC MANAGEMENT 2
PART1 Overview of Strategic Management 2
网络公司（3） 2
1．服务业案例 2
SERVICE COMPANIES 2
绪论 如何进行战略管理案例分析 2
第1部分 战略管理概述 2
第1章 战略管理的性质 2
WHAT IS STRATEGIC MANAGEMENT? 5
Defining Strategic Management 5
Stages of Strategic Management 5
Integrating Intuition and Analysis 7
Adapting to Change 7
KEY TERMS IN STRATEGIC MANAGEMENT 8
Vision and Mission Stacements 9
Strategis?s 9
eBay Inc.—2000 Stephen M. Giordano 10
Excemal Oppattunities and Threats 10
Internal Strengths and Weaknesses 10
Long-Term Objectives 11
Strategies 11
Annual Objectives 12
Policies 12
THE STRATEGIC-MANAGEMENT MODEL 12
BENEFITS OF STRATEGIC MANAGEMENT 14
Nonfinancial Benefits 15
Financial Benefits 15
WHY SOME FIRMS DO NO STRATEGIC PLANNING 16
PITFALLS IN STRATEGIC PLANNING 17
GUIDELINES FOR EFFECTIVE STRATEGIC MANAGEMENT 17
BUSINESS ETHICS AND STRATEGIC MANAGEMENT 19
Amazon. com, Inc.—2000 Phillip Bartlett and Fred Devid 21
COMPARING BUSINESS AND MILITARY STRATEGY 23
THE NATURE OF GLOBAL COMPETITION 23
Advantages and Disadvantages of International Operations 25
零售企业（3） 28
RETAILERS 28
The Limited, Inc.—2000 M. Jill Austin 28
THE COHESION CASE AND EXPERIENTIAL EXERCISES 29
THE COHESION CASE: AMERICA ONLINE, INC.,200 30
Wal-Mart Stores, Inc.—2000 Amit Shah and Tyra Phipps 41
EXPERIENTIAL EXERCISES 46
Experiential Exercise 1A: Strategy Analysis for America Online (AOL) 46
Experiential Exercise 1B: Developing a Code of Business Ethics for America Online (AOL) 46
Experiential Exercise 1C: The Ethics of Spying on Competitors 47
Experiential Exercise 1D: Strategic Planning for My University 48
Experiential Exercise 1E: Strategic Planning at a Local Company 48
Experiential Exercise 1F: Does My University Recruit in Foreign Countrjes? 49
PART2 Strategy Formulation 50
CHAPTER2 THE BUSINESS MISSION 50
第2章 企业使命 50
第2部分 战略制定 50
WHAT DO WE WANT TO BECOME? 52
WHAT IS OUR BUSINESS? 55
Vision Versus Mission 56
The Process of Developing a Mission Statemen? 56
Target Corporation —2000 Henry H. Beam 56
IMPORTANCE OF VISION AND MISSION STATEMENTS 57
A Resolution of Divergent Views 58
A Declaration of Attitude 59
CHARACTERISTICS OF A MISSION STATEMENT 59
A Customer Orientation 62
A Declaration of Social Policy 63
COMPONENTS OF A MISSION STATEMENT 64
WRITING AND EVALUATING MISSION STATEMENTS 65
HOTEL AND GAMING 66
Mandalay Resort Group—2000 John Ross 66
宾馆与娱乐公司（2） 66
EXPERIENTIAL EXERCISES 71
Experiential Exercise 2A: Evaluating Mission Statements 71
Experiential Exercise 2C: Writing a Vision and Mission Statement for My University 72
Experiential Exercise 2B: Writing a Vision and Mission Statement for America Online (AOL) 72
Experiential Exercise 2D: Conducting Mission Statement Research 73
第3章 外部分析 74
CHAPTER3 THE EXTERNAL ASSESSMENT 74
THE NATURE OF AN EXTERNAL AUDIT 76
Key External Forces 76
The Process of Performing an External Audit 76
ECONOMIC FORCES 78
Harrah s Entertainment, Inc.—2000 Mary R. Dittman 79
SOCIAL, CULTURAL, DEMOGRAPHIC, AND ENVIRONMENTAL FORCES 80
The U.S.-Mexican Border 83
POLITICAL, GOVERNMENTAL, AND LEGAL FORCES 85
Politics in Mexico 87
Politics in Russia 88
Politics in China 90
TECHNOLOGICAL FORCES 92
First Union Corporation—2000 Brian E. Williamson 94
银行（2） 94
BANKS 94
COMPETITIVE FORCES 94
Competitive Intelligence Programs 96
Coope?ation Among Competitors 98
Rivalry Among Competing Firms 99
COMPETITIVE ANALYSIS: PORTER S FIVE-FORCES MODEL 99
Bargaining Power of Consumers 101
Bargaining Power of Suppliers 101
Potential Development of Substitute Products 101
Potential En?y of New Competitors 101
SOURCES OF EXTERNAL INFORMATION 102
Internet 102
FORECASTING TOOLS AND TECHNIQUES 105
Making Assumptions 106
THE GLOBAL CHALLENGE 107
The Impact of Diverse Industrial Policies 107
Globalization 109
Wachovia Corporation—2000 Jule Eldridge, III 109
China: Oppo?unities and Threats 110
Hong Kong 110
Taiwan 111
INDUSTRY ANALYSIS: THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX 113
THE COMPETITIVE PROFILE MATRIX (CPM) 115
The Audubon Institute—2000 Caroline Fisher and Claire J. Anderson 117
公园与俱乐部（3） 117
ZOOS AND CLUBS 117
EXPERIENTIAL EXERCISES 120
Experiential Exercise 3A: Developing an EFE Matrix for Ametica Online 120
Experiential Exercise 3B: The In?ernet Search 120
Experiential Exercise 3C: Developing an EFE Matrix for My University 120
Experiential Exercise 3D: Developing a Competitive Profile Matrix for America Online 121
Experiential Exercise 3E: Developing a Competitive Profile Matrix for My University 121
CHAPTER4 THE INTERNAL ASSESSMENT 122
第4章 内部分析 122
THE NATURE OF AN INTERNAL AUDIT 124
Key Internal Forces 125
The Process of Performing an Internal Audit 125
INTEGRATING STRATEGY AND CULTURE 127
American Versus Foreign Cultures 129
Riverbanks Zoological Park and Botanical Garden—2000 Carolyn R. Stokes and Eugene M. Bland 130
MANAGEMENT 132
Planning 132
Organizing 134
Motivating 134
Staffing 135
Conttolling 136
Management Audit Checklist of Questions 137
MARKETING 137
Customer Analysis 137
Selling Products/Services 137
Product and Service Planning 138
Pricing 138
Marketing Research 139
Distribution 139
Opportunity Analysis 140
The Classic Car Club of America—2000 Matthew C. Sonfield 140
Marketing Audit Checklist of Questions 141
FINANCE/ACCOUNTING 141
Finance/Accounting Functions 141
Basic Types of Financial Ratios 142
Finance/Accounting Audit Checklist of Questions 146
PRODUCTION/OPERATIONS 146
Production/Operations Audit Checklist of Questions 149
RESEARCH AND DEVELOPMENT 149
Internal and External R D 149
Research and Development Audit Checklist of Questions 150
COMPUTER INFORMATION SYSTEMS 150
Strategic Planning Software 151
HOSPITALS 152
医院（2） 152
M. D. Anderson Biomedical Services Department—2000 Paul Reed, Dana Swenson, Ronald Earl, and Joseph Kavanaugh 152
Computer Information Systems Audit Checklist of Questions 152
THE INTERNAL FACTOR EVALUATION (IFE) MATRIX 153
EXPERIENTIAL EXERCISES 158
Experiential Exercise 4A: Performing a Financial Ratio Analysis for America Online (AOL) 158
Experiential Exercise 4B: Constructing an IFE Matrix for America Online (AOL) 158
Experiential Exercise 4C: Constructing an IFE Matrix for My University 158
CHAPTER 5 STRATEGIES IN ACTION 160
第5章 战略行动方案 160
LONG-TERM OBJECTIVES 162
The Nature of Long-Term Objectives 162
Quorum Health Group, Inc.—2000 Teresa DeWitt Dullaghan 163
TYPES OF STRATEGIES 163
Not Managing by Objectives 163
Forward Integration 164
INTBGRATION STRATEGIES 164
Backward Integration 166
Horizontal Integration 168
INTENSIVE STRATEGIES 169
Market Penetration 169
Market Development 169
Product Development 170
DIVERSIFICATION STRATEGIES 170
Concentric Diversification 172
Horizontal Diversification 172
Conglomerate Diversification 173
Retrenchment 174
DEFENSIVE STRATEGIES 174
Divestiture 175
旅游企业（3） 176
TRAVEL 176
Greyhound Lines, Inc.—2000 James Harbin 176
JOINT VENTURE AND COMBINATION STRATEGIES 177
Joint Venture 177
Liquidation 177
MICHAEL PORTER S GENERIC STRATEGIES 180
Combination 180
Cost Leadership Strategies 181
Differentiation Strategies 181
The Value Chain 182
Focus Strategies 182
MERGERS 182
Leveraged Buyouts (LBOs) 184
STRATEGIC MANAGEMENT IN NONPROFIT AND GOVERNMENTAL ORGANIZATIONS 185
Carnival Corporation—2000 Mike Keefe, John Ross, and Bill Middlebrook 185
Educational Institutions 186
Medical Organizations 186
STRATEGIC MANAGEMENT IN SMALL FIRMS 187
Governmental Agencies and Departments 187
Experiential Exercise 5B: Examining Strategy Articles 192
Experiential Exercise 5A: What Happened at America Online in the Year 2000? 192
EXPERIENTIAL EXERCISES 192
Experiential Exercise 5C: Classifying Some Year 2000 Strategies 193
Experiential Exercise 5D: Strategic Management at the Dynamic Computer Company 194
Experiential Exercise 5F: Developing Alternative Strategies for My University 196
Experiential Exercise 5E: How Risky Are Various Alternative Strategies? 196
Experiential Exercise 5G: Lessons in Doing Business Globally 197
第6章 战略分析与选择 198
CHAPTER 6 STRATEGY ANALYSIS AND CHOICE 198
Southwest Airlines Co.—2000 Amit Shah and Charles R. Sterrett 200
THE NATURE OF STRATEGY ANALYSIS AND CHOICE 200
The Process of Generating and Selecting Strategies 201
A COMPREHENSIVE STRATEGY-FORMULATION FRAMEWORK 201
THE MATCHING STAGE 203
THE INPUT STAGE 203
The Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix 204
The Strategic Position and Action Evaluation (SPACE) Matrix 208
CHURCHES 209
Central United Methodist Church—2000 Robert T. Barrertt 209
教堂（2） 209
The Boston Consulting Group (BCG) Matrix 212
The Internal-External (IE) Matrix 215
Elkins Lake Baptist Church—2000 Paul Reed, Chris?ie Haney, and Ronald Earl 216
The Grand Strategy Matrix 217
The Quantitative Strategic Planning Matrix (QSPM) 219
THE DECISION STAGE 219
Positive Features and Limitations of the QSPM 222
THE POLITICS OF STRATEGY CHOICE 223
CULTURAL ASPECTS OF STRATEGY CHOICE 223
RAILROAD 225
RailTex, Inc.—2000 Paul Reed, Ronald Earl, and Joseph Kavanaugh 225
铁路企业（1） 225
THE ROLE OF A BOARD OF DIRECTORS 225
Experiential Exercise 6C: Developing a BCG Matrix for America Online (AOL) 231
Experiential Exercise 6B: Developing a SPACE Matrix for America Online (AOL) 231
Experiential Exercise 6A: Developing a TOWS Matrix for America Online (AOL) 231
EXPERIENTIAL EXERCISES 231
Experiential Exercise 6F: The Mach Test 232
Experiential Exercise 6E: Formulating Indivdual Strategies 232
Experiential Exercise 6D: Developing a QSPM for America Online (AOL) 232
Experiential Exercise 6G: Developing a BCG Matrix for My University 234
Experiential Exercise 6H: The Role of Boards of Directors 235
Experiential Exercise 6I: Locating Companies in a Grand Strategy Matrix 235
PART 3 Strategy Implementation 236
CHAPTER 7 IMPLEMENTING STRATEGIES: MANAGEMENT ISSUES 236
第7章 战略实施中的管理问题 236
第3部分 战略实施 236
2．制造业案例 238
THE NATURE OF STRATEGY IMPLEMENTATION 238
交通运输企业（2） 238
Management Perspectives 239
ANNUAL OBJECTIVES 240
POLICIES 242
RESOURCE ALLOCATION 244
MANAGING CONFLICT 244
MATCHING STRUCTURE WITH STRATEGY 245
The Functional Structure 246
The Divisional Structure 247
MANUFACTURING COMPANIES 247
TRANSPORTATION 247
Harley-Davidson, Inc.—2000 Ricky Cox Winnebago Industries, Inc.—2000 Eugene M. Bland and John G. Marcis 247
The Strategic Business Unit (SBU) Structure 248
The Matrix Structure 249
RESTRUCTURING, REENGINEERING, AND E-ENGINEERING 249
Restructuring 251
Reengineering 251
LINKING PERFORMANCE AND PAY TO STRATEGIES 252
MANAGING RESISTANCE TO CHANGE 254
MANAGING THE NATURAL ENVIRONMENT 255
CREATING A STRATEGY-SUPPORTIVE CULTURE 258
The Mexican Culture 259
COSMETICS 259
Avon Products, Inc.—2000 James Camerius 259
化妆品公司（2） 259
The Russian Culture 260
The Japanese Culture 261
PRODUCTION/OPRATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES 262
HUMAN RESOURCE CONCERNS WHEN IMPLEMENTING STRATEGIES 263
Employee Stock Ownership Plans (ESOPs) 264
Balancing Work Life and Home Life 266
Corporate Fitness Programs 267
Revlon, Inc.—2000 M. Jill Austin 270
EXPERIENTIAL EXERCISES 271
Experiential Exercise 7B: Matching Managers with Strategy 271
Experiential Exercise 7A: Revising America Online s Organizational Chart 271
Experiential Exercise 7C: Do Organizations Really Establish Objectives? 272
Experiential Exercise 7D: Understanding My University s Culture 273
CHAPTER 8 IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R D, AND CIS ISSUES 274
第8章 战略实施中的营销、财务/会计、研发以及计算机信息系统问题 274
THE NATURE OF STRATEGY IMPLEMENTATION 276
MARKETING ISSUES 276
Market Segmentation 278
Product Positioning 280
Pilgrim s Pride Corporation—2000 James L. Harbin 281
食品公司（3） 281
FOOD 281
FINANCE/ACCOUNTING ISSUES 282
Acquiring Capital to Implement Strategies 284
Pro Forma Financial Statements 286
Financial Budgets 287
Evaluating the Worth of a Business 288
Deciding Whether to Go Public 290
RESEARCH AND DEVELOPMENT (R D) ISSUES 291
H. J. Heinz Company—2000 Henry H. Beam 292
COMPUTER INFORMATION SYSTEMS (CIS) ISSUES 294
EXPERIENTIAL EXERCISES 298
Experiential Exercise 8A: Developing a Product-Positioning Map for America Online (AOL) 298
Experiential Exercise 8B: Performing an EPS/EBIT Analysis for America Online (AOL) 298
Experiential Exercise 8C: Preparing Pro Forma Financial Statements for America Online (AOL) 298
Experiential Exercise 8D: Determining the Cash Value of America Online (AOL) 299
Experiential Exercise 8E: Developing a Product-Positioning Map for My University 299
Experiential Exercise 8F: Do Banks Require Pro Forma Statements? 299
第9章 战略评价与控制 300
PART 4 Strategy Evaluation 300
CHAPTER 9 STRATEGY REVIEW, EVALUATION, AND CONTROL 300
第4部分 战略评价 300
THE NATURE OF STRATEGY EVALUATION 302
Hershey Foods Corporation—2000 Forest R. David 303
The Process of Evaluating Strategies 305
A STRATEGY-EVALUATION FRAMEWORK 306
Reviewing Bases of Strategy 306
Measuring Organizational Performance 308
Taking Corrective Actions 310
PUBLISHED SOURCES OF STRATEGY-EVALUATION INFORMATION 311
AEROSPACE 312
The Boeing Company—2000 Carolyn R. Stokes 312
航空公司（2） 312
CHARACTERISTICS OF AN EFFECTIVE EVALUATION SYSTEM 313
CONTINGENCY PLANNING 314
AUDITING 316
USING COMPUTERS TO EVALUATE STRATEGIES 317
The Environmental Audit 317
EXPERIENTIAL EXERCISES 321
Experiential Exercise 9A: Preparing a Strategy-Evaluation Report for America Online (AOL) 321
Experiential Exercise 9B: Evaluating My University s Strategies 321
Lockheed Martin Corporation—2000 Wayne Chamblee 321
Experiential Exercise 9C: Who Prepares an Environmental Audit? 321
NAME INDEX 323
SUBJECT INDEX 325
计算机公司（4） 330
COMPUTERS 330
Dell Computer Corporation—2001 Cindy R. Smith 330
COMPANY INDEX 332
Apple Computer, Inc.—2000 David Stanton 340
Compaq Computer Corporation—2000 Maria Margiotis 346
Research in Motion—2000 David Griffin 355
Stryker Corporation—2000 Henry H. Beam 363
MEDICAL 363
医药公司（2） 363
Biomet, Inc.—2000 Satish P. Deshpande 374
杂志社（2） 382
MAGAZINES 382
Playboy Enterprises, Inc.—2000 Kay W. Lawrimore and Fred R. David 382
Reader s Digest Association, Inc.—2000 Caroll Braddock 392
鞋业公司（2） 401
FOOTWEAR 401
Nike, Inc.—2000 M. Jill Austin 401
Reebok International, Ltd.—2000 Angela G. Page 415
烟草公司（1） 422
TOBACCO 422
UST, Inc.—2000 Marilyn M. Helms and Fred R. David 422