戰(zhàn)略管理

內(nèi)容概要

　　全書內(nèi)容的整合
　　以“價值鏈”和“基于資源的優(yōu)勢”為核心整合所有內(nèi)容。在第1章明確提出了戰(zhàn)略的兩個基本要素：價值創(chuàng)造和機會識別。各章內(nèi)容都以這兩個當(dāng)代戰(zhàn)略的基本要素作為紐帶。
　　績效表現(xiàn)的介紹
　　將績效表現(xiàn)作為戰(zhàn)略管理的關(guān)鍵成果．以完整的一章內(nèi)容加以介紹(第2章)．并將財務(wù)分析的觀點貫穿全書。
　　前沿理論的融合
　　將國際管理．企業(yè)家精神等最新理論很好地融入相關(guān)章節(jié)。
　　應(yīng)用導(dǎo)向
　　多數(shù)章節(jié)通過實例提供了實際應(yīng)用指導(dǎo)．例如．行業(yè)分析的步驟，如何進行資源分析等。
　　本書配套中文版已推出．供讀者參照閱讀。

作者簡介

G·佩奇·韋斯特三世（G.Page West III），美國維克森林大學(xué)教授。曾在通用磨坊、Celestial Seasonings等公司從事了17年的市場營銷和新業(yè)務(wù)開發(fā)工作.并擔(dān)任西屋公司和其他技術(shù)公司的顧問。曾三次贏得學(xué)校的教學(xué)創(chuàng)新獎.并榮獲“維克森林商學(xué)院最具影響力的教授”稱號。研究側(cè)重于新企業(yè)的高層管理團隊和戰(zhàn)略演變。在專業(yè)期刊上發(fā)表了大量的文章。查爾斯·E·班福德（Charles E.Bamford），夏洛特皇后大學(xué)企業(yè)家精神領(lǐng)域的Dennis Thompson主席。曾14次榮獲教學(xué)優(yōu)秀獎，包括6次EMBA年度優(yōu)秀教師獎。

書籍目錄

第I篇 概論：戰(zhàn)略、績效和方向
 第1章 戰(zhàn)略
 第2章 績效
第Ⅱ篇 分析
　第3章　外部環(huán)境
　第4章　價值鏈
　第5章 基于資源的分析
　第6章 業(yè)務(wù)層次戰(zhàn)略
第Ⅲ篇 生命周期的動態(tài)性和企業(yè)戰(zhàn)略
　第7章 生命周期
　第8章　競爭格局
　第9章 公司層次戰(zhàn)略
第Ⅳ篇　執(zhí)行
 第10章 組織結(jié)構(gòu)
 第11章 控制和績效

章節(jié)摘錄

版權(quán)頁：插圖：Students and managers often get mission and vision confused. Mission statements have a significantly more bounded nature than broader, longer-term vision statements. Think about it this way. Imagine you are a secret agent working for an intelligence agency, such as Maxwell Smart working for Control. You and Agent 86 are sent on a mission to recover from KAOS a secret encoder that is key to how the Cone of Silence works. This mission is actually part of a grander long-term vision to reduce and ultimately destroy KAOS and its influence. Mission has to do with what we do in the immediate moment, and how we go about doing it based on our current strengths and capabilities. "Sorry about that, chief!The combination of both statements provides fundamental guidance by laying out the unique purpose of the organization and its defining competitive approach.8 Defining the mission and vision for a business are two of the most ifficult, yet equally most critical, elements in any company's long-term success. In fact, some have referred to the creation of vision and mission statements as a"wicked problem" because the problem is ill-formulated, the process can involve many people with conflicting values, and the result has ramifications for the whole business system? What constitutes a good mission and vision statement? How can these statements be developed? What impact will an effective set of statements have on the overall strategy and performance of the business?Before we proceed to the details of developing effective mission and vision statements, let's consider a larger question first: Why does it matter whether a company has a defined mission or vision statement? The majority of employees at any company come to work every day with the intention of working hard, doing something of real value for their company, and finding a personal and professional sense of accomplishment. What motivates employees to do their work? It is unrealistic to believe that a paycheck is their primary motivation. The question is, what is the glue that binds employees' collective actions on a daily basis into a consistent and unified effort for the company? This is the purpose of mission and vision statements.

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《戰(zhàn)略管理(英文版)》：教育部高校工商管理類教學(xué)指導(dǎo)委員會雙語教學(xué)推薦教材,工商管理經(jīng)典教材·核心課系列

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