《公司战略 企业的资源与范围 英文版》

Vision,Goals,and Objectives1

Chapter 1 An Introduction to Corporate Strategy1

The Need for Corporate Strategy1

CHAPTER 1: AN INTRODUCTION TO CORPORATE STRATEGY1

Brief Contents1

The Pressure to Change2

The Story Today:No There,There4

What Is Corporate Strategy?5

PRINCIPLES5

Vision7

PRACTICE7

A Framework for Corporate Strategy7

Goals and Objectives8

Resources9

Businesses10

Structure, Systems, and Processes10

Corporate Advantage11

Enduring Logic12

The Road Ahead13

Recommended Readings14

The Concept of Corporate Strategy15

Appendix A: Past Approaches to Corporate Strategy15

APPENDIX A: PAST APPROACHES TO CORPORATE STRATEGY15

Portfolio Planning17

Organization Structure and Diversification17

Value-Based Strategy19

Generic Corporate Strategies21

Resource-Based View22

Chapter 2 Resources and Rents25

Resources25

Introduction25

CHAPTER 2: RESOURCES AND RENTS25

Business-Unit Strategy26

PRINCIPLES26

Stocks and Flows27

Resources28

What Are Resources?28

What Makes Resources Valuable?30

Intrinsic Properties of Resources36

Economic Rent38

The Sting of Schumpeterian Competition39

Resource-Based Strategy41

Identification of Valuable Resources41

PRACTICE41

Investing in Resources43

Upgrading Resources45

Leveraging Resources46

Recommended Readings47

APPENDIX B: BUSINESS STRATEGY AND INDUSTRY ANALYSIS48

Strategy Identification48

Appendix B: Business Strategy and Industry Analysis48

Industry Analysis49

The Degree of Rivalry50

The Threat of Entry51

Buyer Power53

The Threats of Substitutes53

Generic Strategies54

Summary54

Supplier Power54

Chapter 3 Scale and Scope within an Industry57

Businesses57

Introduction57

CHAPTER 3: SCALE AND SCOPE WITHIN AN INDUSTRY57

Dimensions of Scope58

PRINCIPLES58

Expansion within an Industry60

Economies of Scale61

Experience Curve63

Limits to Scale and Experience64

Economies of Scope65

Obstacles to Exploiting Scale and Scope67

PRACTICE68

The Search for Scale and Scope Effects68

Identifying Scale and Scope Effects69

Scale and Scope Along the Value Chain70

Conclusion73

Recommended Readings73

Chapter 4 Diversified Expansion75

Guiding Growth75

Introduction75

CHAPTER 4: DIVERSIFIED EXPANSION75

PRINCIPLES76

Why Do Firms Diversify?76

Choice of Businesses78

Matching Resources and Businesses78

A Sequence of Steps79

Resources as a Springboard81

Diversification and Firm Performance84

Performance Implication85

The Importance of the Industry Effect87

Summary88

PRACTICE: MODE OF EXPANSION89

Mergers and Acquisitions89

Benefits90

Drawbacks91

Internal Development93

Drawbacks94

Benefits94

Alliances95

Benefits95

Drawbacks95

Recommended Readings96

Chapter 5 Organizational Limits to Firm Scope99

Structure,Systems,and Processes99

CHAPTER 5: ORGANIZATIONAL LIMITS TO FIRM SCOPE99

Introduction99

PRINCIPLES100

Scope of the Firm: Resources and Competitive Advantage100

Scope of the Firm: Market or Hierarchy100

The Market103

Benefits of the Market103

Costs of the Market: Transaction Costs and Market Failure104

Other Sources of Market Failure107

Summary108

The Hierarchy108

Benefits of the Hierarchy108

Costs of the Hierarchy109

Summary113

Conclusion: The Choice between Market and Hierarchy113

Intermediate Forms of Organization114

PRACTICE115

Choosing the Scope of the Firm115

Bias to the Market116

A Decision Process116

Step 1: Disaggregate the Industry Value Chain116

Step 2: Competitive Advantage117

Step 3: Market Failure119

Step 4: Need for Coordination120

Step 5: Importance of Incentives121

Summary123

Recommended Readings124

Chapter 6 Managing the Multibusiness Corporation127

CHAPTER 6: MANAGING THE MULTIBUSINESS CORPORATION127

Introduction127

PRINCIPLES128

The Administrative Context128

Designing the Context128

Form and Function129

Applying Organizational Economics131

Organization Structure133

Systems and Processes136

Control136

Coherence139

Summary: Linking Administrative Context to Purpose142

PRACTICE142

Roles of the Corporate Office142

Set Strategy143

Resource Guardian143

General Overhead Functions144

Setting the Administrative Context145

Control146

Coherence148

Summary: The Size of the Corporate Office150

Appendix C: Mechanisms for Achieving Control and Coherence150

Recommended Readings152

APPENDIX C: MECHANISMS FOR ACHIEVING CORPORATE COHERENCE154

Transferring Resources and Skills154

Coordination of Activities159

Coordinating Strategies162

Coordinating Market Position162

Coordinating Multimarket Competition163

Chapter 7 Creating Corporate Advantage167

Putting It All Together167

CHAPTER 7: CREATING CORPORATE ADVANTAGE167

Introduction167

PRINCIPLES167

A System of Value Creation167

Consistency between Resources and Businesses168

Consistency between Businesses and Organizational Structure, Systems ,and Processes169

Consistency between Organizational Structure, Systems,and Processes and Resources170

A Continuum of Effective Corporate Strategies170

Evaluating Corporate Strategy173

Vision173

PRACTICE173

Internal Consistency174

External Consistency174

Feasibility175

Corporate Advantage176

Summary177

CHAPTER 8: CORPORATE GOVERNANCE179

Introduction179

Chapter 8 Corporate Governance179

PRINCIPLES180

Why Governance Fails180

Agency Problems and Self-Interest180

Contextual Factors182

Evidence of Failures in Governance183

Managerial Indulgences184

Empire Building185

PRACTICE186

Modern Corporate Governance186

The Market for Corporate Control187

Institutional Investors188

Relationship Investing191

Disengaged Directors192

The Role of the Corporate Board192

The Structure of Good Governance193

Limitations on the Board s Ability to Govern195

Creating Corporate Advantage196

Role of the CEO196

Recommended Readings197

CASE1-1: THE WALT DISNEY COMPANY（A）199

Case 1-1 The Walt Disney Company（A）: Corporate Strategy199

Case 1-2 The Walt Disney Company（B）: Sustaining Growth223

CASE1-2: THE WALT DISNEY COMPANY（B）: SUSTAINING GROWTH223

Case 1-3 Portfolio Planning at Ciba-Geigy and the Newport Investment Proposal245

CASE1-2: PORTFOLIO PLANNING AT CIBA-GEIGY AND THE NEWPORT INVESTMENT PROPOSAL245

Case 2-1 Marks and Spencer,Ltd.（A）259

CASE2-1: MARKS AND SPENCER,LTD.（A）259

Case 2-2 Berkshire Partners282

CASE2-2: BERKSHIRE PARTNERS282

Case 2-3 Saturn Corporation s Module ll Decision301

CASE2-3: SATURN CORPORATION S MODULE II DECISION301

CASE3-1: BANC ONE CORPORATION,1989319

Case 3-1 Bane One Corporation, 1989319

Case 3-2 Masco Corporation（A）343

CASE3-2: MASCO CORPORATION（A）343

Case 3-3 The Household Fumiture Industry in 1986356

CASE3-3: THE HOUSEHOLD FURNITURE INDUSTRY IN 1986356

CASE3-4: CAT FIGHT IN THE PET FOOD INDUSTRY（A）369

Case 3-4 Cat Fight in the Pet Food Industry （A）369

CASE4-1: ENCLEAN: MALCOLM WADDELL S STORY（A）383

Case 4-1 EnClean: Malcolm Waddell s Story（A）383

CASE4-2: COOPER INDUSTRIESCORPORATE STRATEGY407

Case 4-2 Cooper Industries Corporate Strategy407

Case 4-3 Asahi Glass Company: Diversification Strategy434

CASE4-3: ASAHI GLASS COMPANY: DIVERSIFICATION STRATEGY434

Case 5-1 VisiCorp 1978-1984458

CASE5-1: VISICORP 1978-1984458

Case 5-2 Birds Eye and the U.K.Frozen Food Industry （A）479

CASE5-2: BIRDS EYE AND THE U.K.FROZEN FOOD INDUSTRY（A）479

Case 5-3 Crown Equipment Corporation: Design Services Strategy499

CASE5-3:CROWN EQUIPMENT CORPORATION: DESIGN SERVICES STRATEGY499

Case 5-4 Habitat for Humanity International518

CASE5-4: HABITAT FOR HUMANITY INTERNATIONAL518

Case 6-1 Textron,Inc.543

CASE6-1: TEXTRON,INC.543

CASE6-2: PEPSICO S RESTAURANTS569

Case 6-2 Pepsico s Restaurants569

CASE6-3: CODMAN SHURTLEFF,INC.:597

Case 6-3 Codman Shurtleff,Inc.: Planning and Control System597

Case 6-4 Newell Company: Acquisition Strategy613

CASE6-4: NEWELL COMPANY: ACQUISITION STRATEGY613

Case 6-5 Sharp Corporation: Technology Strategy635

CASE6-5: SHARP CORPORATION: TECHNOLOGY STRATEGY635

CASE6-6: SMASHING THE CUBE: CORPORATE TRANSFORMATION AT CIBA-GEIGY,LTD.662

Case 6-6 Smashing the Cube: Corporate Transformation at Ciba-Geigy,Ltd.663

Case 7-1 Beatrice Companies-1985684

CASE7-1: BEATRICE COMPANIES-1985684

CASE8-1: ICI AND HANSON（A）701

Case 8-1 ICI and Hanson（A）701

Case 8-2 The General Mills Board and Strategic Planning731

CASE8-2: THE GENERAL MILLS BOARD AND STRATEGIC PLANNING731

CASE8-3: LUKENS INC.: THE MELTERS COMMITTEE（A）741

Index741

Case 8-3 Lukens Inc.: The MeltersCommittee（A）741