Chapter 1 Strategic Management and Strategic Competitiveness41.1Strategic Management Process41.1.1 The Rational Model41.1.2 The critique of the rational model51.2 The New Competitive Landscape61.2.1The Globalized Competition61.2.2Technological Changes61.3The I/O model of Above-average Returns81.4The Resource-based Model of Above-average Returns91.5Strategic Intent and Strategic Mission101.6Stakeholders111.7Organizational Strategists11复习题12Chapter 2 The External Environment: Opportunities, Threats, Industry Environment, and Competitor Analysis132.1External Environmental Analysis132.2 Segments of the General Environment: The PEST Analysis142.3 Industry Environment Analysis: The Five Forces Model152.4 Strategic Group Analysis182.5 Competitor Analysis18复习题18Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies203.1 The importance of Internal Analysis203.2 Resources, Capabilities, and Core Competencies213.2.1 Resources213.2.2 Capabilities223.2.3 Core Competencies233.3 Steps in a Resource-based Strategic Analysis233.4 Value Chain Analysis26复习题27Chapter 4 Business-Level Strategy284.1 Customers: Who, What, and How284.1.1 Who: Determining the customers to serve284.1.2 What: Determining the customer needs to satisfy294.1.3 How: Determining core competencies necessary to satisfy customers needs294.2 Types of Business-level Strategy294.3 Cost Leadership Strategy304.4 Differentiation Strategy314.5 Focus Strategies324.6 Integrated Low-Cost/Differentiation Strategy33复习题34Chapter 5 Corporate-Level Strategy365.1 Corporate-level Strategy and Levels of Diversification365.2 Reasons for Diversification375.3 Techniques for Analyzing Diversified Companies Portfolios37复习题38Chapter 6 Acquisition and Restructuring Strategies396.1 Reasons for Acquisitions and Problems in Achieving Success396.2 Attributes of Successful Acquisitions396.3 Restructuring40复习题40Chapter 7 International Strategy427.1 Opportunities and Outcomes of International Strategy427.2 International Business-level Strategy44复习题45Chapter 8 Cooperative Strategy468.1Types of and Reasons for Cooperative Strategies468.2Business-level and Corporate-level Cooperative Strategies478.2.1 Business-Level Cooperative Strategies478.2.2 Corporate-Level Cooperative Strategies488.3Network Strategies488.4Competitive Risks with Cooperative Strategies49Chapter 9 Corporate Governance519.1 Corporate Governance Mechanisms519.2 Separation of Ownership and Managerial Control529.3 Five Governance Mechanisms549.3.1 Ownership Concentration549.3.2 Board of Directors549.3.3 Executive Compensation559.3.4 The Multidivisional Structure569.3.5 Market for Corporate Control56复习题57Chapter 10 Organizational Structure and Controls5810.1 Evolutionary Patterns of Strategy and Organizational Structure5810.1.1 Simple Structure5910.1.2 Functional Structure5910.1.3 Multidivisional Structure6110.2 Implementing International Strategies: Organizational Structure and Control6510.2.1 Using the Worldwide Geographic Area Structure to Implement the Multi-domestic Strategy6510.2.2 Using the Worldwide Product Divisional Structure to Implement the Global Strategy66复习题67Chapter 11 Corporate Entrepreneurship and Innovation6811.1 Innovation and Corporate Entrepreneurship6811.2Internal Corporate Venturing69复习题71Chapter 1 Strategic Management and Strategic CompetitivenessLearning ObjectivesAfter reading this chapter, you should be able toDefining strategic competitiveness, competitive advantage, and above-average returns.Discuss the challenge of strategic management.Describe the new competitive landscape and how it is being shaped by global and technological changes.Use the industrial organization(I/O) model to explain how firms can earn above-average returns.Use the resource-based model to explain how firms can earn above-average returns.Describe strategic intent and strategic mission and discuss their value to the strategic management process.Define stakeholders and describe the three primary stakeholder groups ability to influence organizations.Describe the work of strategists.Explain the strategic management process.1.1Strategic Management Process1.1.1 The Rational ModelStrategic competitiveness(战略竞争力) is achieved when a firm successfully formulates and implements a value-creating strategy. When a firm implements a value-creating strategy of which other companies are unable to duplicate the benefits or find it too costly to imitate, this firm has a sustained or sustainable competitive advantage(持续的或可持续的竞争优势). The speed with which competitors are able to acquire the skills needed to duplicate the benefits of a firms value-creating strategy determines how long a competitive advantage will last. Understanding h