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