《企业政策 战略过程管理 英文版·第8版》

Introduction The General Management Perspective and Business Policy1

Business Policy as a Field of Study2

A Concept of“General Management”3

The General Manager as Strategist4

The General Manager as Organization Builder5

The General Manager as Doer5

The Skills of the General Manager6

Cases8

Bright Horizons Children s Centers，Inc．—19878

Head Ski Company，Inc．21

Phil Knight：CEO at Nike（1983）48

Serengeti Eyewear：Entrepreneurship within Corning Inc．68

Introduction88

Chapter 1 What Is Strategy？88

Strategy Defined92

Explicit Strategy94

Sound Strategy97

A Strategic View of Market Opportunity99

A Strategic View of Capabilities100

Strategy as a Summary of Corporate Values103

Cases106

Crown Cork Seal in 1989106

Asahi Breweries，Ltd．130

Wal-Mart Stores，Inc．152

Komatsu Limited176

Corning Incorporated：A Network of Alliances195

Introduction221

Noneconomic Factors221

Chapter 2 Industry and Competitive Analysis221

The Primary Proposition：Profit Potential223

Strategic Analysis of Industry Structure226

The Threat of Entry226

The Threat of Substitution229

The Power of Suppliers and Customers229

Government230

Rivalry among competitors231

Relating Opportunities to Capabilities233

Opportunities and Threats233

Assessing Capabilities and Weaknesses235

Matching Opportunity and Capability237

Cases239

Harcourt Brace Jovanovich，Inc．239

Firestone，Inc．：Globalization272

Ingvar Kamprad and IKEA295

Apple Computer—1992318

Bill Gates and the Management of Microsoft342

Chapter 3 Personal Values and Corporate Strategy363

Introduction363

We All Have Values364

Values Are Key to Legitimate Action367

Awareness of Values368

Cases371

Salvatore Ferragamo，SpA371

Schlumberger Ltd．：Jean Riboud Excerpts from“A Certain Poetry”by Ken Auletta393

The Body Shop International417

Chapter 4 Relating Strategy to Social Responsibility435

Introduction435

Responsibility for Economic Action436

Responsibility for Social Action438

The Moral Dimensions of Strategic Action440

Strategy for Social Action442

Cases444

BayBank Boston444

RU 486（A）469

Chapter 5 Building Strategy482

Introduction482

The Process of Strategic Development484

Summary489

Cases490

Adam Opel AG（A）490

Intel Corporation—Leveraging Capabilities for Strategic Renewal513

The Harvard Business School546

Tailoring the Organization to Strategy561

Chapter 6 Building Organizational Capabilities561

Introduction561

Beyond Organization as an Architectural Task565

Building Organization Capability566

How Work Environments Contribute to Capability570

The Forces That Shape Work Environments570

Summary571

Cases572

The Adams Corporation（A）572

Colgate-Palmolive：Company in Transition（A）576

The Lincoln Electric Company594

The Johnsonville Sausage Co．（A）625

Banc One—1993639

ABB Deutschland663

Introduction678

Chapter 7 Transforming an Organization678

Ingredients of Successful Planned Change680

Building Motivation680

Formulating a Vision682

Managing the Process of Change686

Continual renewal688

Summary691

Cases692

Richardson Sheffield692

Jack Welch：General Electric s Revolutionary709

The Battle of Mannheim730

Marks Spencer：Sir Richard Greenbury s Quiet Revolution740

Chapter 8 Building Relationships770

Introduction770

Building Relationships with direct Reports771

Building Relationships Upward772

Building Relationships with customers and Suppliers774

Building Relationships across the Organization with Peers775

Cases776

Basic Industries776

Kentucky Fried Chicken（Japan）Limited788

Cleveland Twist Drill（A）808

Richardson Hindustan Limited（Abridged）830

Chapter 9 Building a General Management Career846

General Management Skills846

Steps in a General Management Career847

Cases851

Gurcharan Das s Career Choices851

Ben Jerry s Homemade Ice Cream Inc．：Keeping the Mission（S）Alive864

Index of Cases864