生产与作业管理

书籍目录

CONTENTS

1 OVERVIEW OF STRATEGIC MANAGEMEVT

1 Strategic Management

The Nature and Value of Strategic Management

Dimensions of Strategic Decisions

Three Levels of Strategy

Characteristics of Strategic Management Decisions

Formality in Strategic Management

The Strategy Makers

Benefits of Strategic Management

Risks of Strategic Management

Executives' Views of Strategic Management

The Strategic Management Process

Components of the Strategic Management Model

Company Mission

Company Profile

External Environment

Strategic Analysis and Choice

Long-Term Objectives

Generic and Grand Strategies

Action Plans and Short-Term Objectives

Functional Tactics

Policies that Empower Action

Restructuring, Reengineering, and Refocusing the Organization

Strategic Control and Continuous Improvement

Strategic Management as a Process

Changes in the Process

Summary

Cohesion Case: The Coca-Cola Company

ll STRATEGY FORMULATlON

2 Defining the Company Mission

What Is a Company Mission?

The Needfor an Explicit Mission

Formulating a Mission

Basic Product or Service: Primary Market; Principal Technology

Company Goals: Survival, Growth, Profitability

Company Philosophy

Public Image

Company Self-Concept

Newest Trends ih Mission Components

Overseeing the Strategy Makers

Board Success Factors

The Stakeholder Approach to Company Responsibility

Social Responsibility

Guidelines for a Socially Responsible Firm

Summary

Cohesion Case: Company Mission at The Coca-Cola Company

3 The Extemal Environment

Remote Environment

7. Economic Factors

2. Social Factors

3. Political Factors

4. Technological Factors

5. Ecological Factors

Industry Environment

Overview

How Competitive Forces Shape Strategy

Contending Forces

A. Threat ofEntry

B. Powerful Suppliers

C. Powerful Buyers

D. Substitute Products

E. Jockeying for Position

Industry Analysis and Competitive Analysis

Industry Boundaries

Problems in Defining industry Boundaries

Developing a Realistic Industry Deftnition

Industry Structure

Concentration

Economies of Scale

Product Differentiation

Barriers to Entry

Competitive Analysis

How to Identify Competitors

Common Mistakes in Identifying Competitors

Operating Environment

1. Competitive Position

2. Customer Profiles

3. Suppliers

4. Creditors

5. Human Resources: Nature ofthe Labor Market

Emphasis on Environmental Factors

Summary

Cohesion Case: Assessing the Extemal Environment at The Coca-Cola Company

4 The Global Environment: Strategic Considerations for Multinational Firms

Development of a Global Corporation

Why Firms Globalize

Considerations Prior to Globalization

Complexity of the Global Environment

Control Problems of the Global Firm

Global Strategic Planning

Multidomestic Industries and Global Industries

The Multinational Challenge

International Strategy Options

Globalization of the Company Mission

Components of the Company Mission Revisited

Product or Service, Market, and Technology

Company Goals: Survival, Growth, and Profitability

Company Philosophy

Self-Concept

Public Image

Competitive Strategies for U.S. Firms in Foreign Markets

Niche Market Exporting

LicensinglContract Manufacturing

Joint Ventures

Foreign Branching

Foreign Subsidiaries

Summary

Appendix: Components of the Multinational Environment

Cohesion Case: The Global Environment and The Coca-Cola Company

5 Environmental Forecasting

Importance of Forecasting

Select Critical Environmental Variables

Who Selects the Key Variables?

What Variables Should Be Selected?

Select Sources of Significant Environmental Information

EvaluateForecasting Techniques

Techniques Available

Integrate Forecast Results into the Strategic Management Process

Monitor the Critical Aspects of Managing Forecasts

Summary

Appendix 5-A.: Sources for Environmental Forecasts

Appendix 5-B: Strategic Planning Forecasting Tools and Techniques

Cohesion Case: Forecasting and The Coca-Cola Company

6 Internal Analysis

Traditional Approaches to Intemal Analysis

SWOTAnalysis

The Functional Approach

Value Chain Analysis

Intemal Analysis: Making Meaningful Comparisons

Comparison with Past Performance

Stage oflndustry Evolution

Benchmarking-Comparison with Competitors

Comparison with Success Factors in the Industry

Summary

Appendix: Using Financial Analysis

Cohesion Case: Intemal Analysis at The Coca-Cola Company

7 Fonnulating Long-Term Objectives and Grand Strategies

Long-Term Objectives

Qualities ofLong-Term Objectives

Generic Strategies

Grand Strategies

Concentrated Growth

Market Development

Product Development

Innovation

Horizontal Integration

Vertical Integration

Concentric Diversification

Conglomerate Diversification

Turnaround

Divestiture

Liqutdaton

Corporate Combinations

Joint Ventures

Slrategic Alliances

Consortia, Keiretsus, and Chaebols

Selection of Long-Term Objectives and Grand Strategy Sets

Sequence of Objectives and Strategy Selection

Summary

Cohesion Case: Formulating Long-Term Objective and Grand Strategies at The Coca-Cola

Company

8 Strategic Analysis and Choice in Single- or Dominant-Product Businesses:

Building Sustainable Competitive Advantages

Evaluating and Choosing Business Strategies: Seeking Sustained Competitive Advantage

Evaluating Cos! Leadership Opportunities

Evalualing Differentiation Opportunities

Evaluating Speed as a Competitive Advantage

Evaluating Market Focus as a Way to Competitive Advantage

Selected Industry Environments and Business Strategy Choices

Competitive Advantage in Emerging Industries

Competitive Advantage in the Transition to Industry Maturity

Competitive Advantage in Mature and Declining Industries

Competitive Advantage in Fragmented Industries

Competitive Advantage in Global Industries

Dominant-Product/Service Business: Evaluating and Choosing to Diversify to Build

Value

Grand Strategy Selection Matrix

Model ofGrand Strategy Selection Clusters

Opportunities for Building Value as a Basis for Choosing Diversification 01

Integration

Summary

Cohesion Case: Building Sustainable Competitive Advantages at Coca-Cola

9 Strategic Analysis and Choice in the Multibusiness Company:

Rationalizing Diversification and Building Shareholder Value

Rationalizing Diversification and Integration

Are Opportunities for Sharing Infrastructure and Capabilities Forlhcoming

Are We Capitalizing on Our Core Compelencies?

Does the Company's Business Portfolio Balance Financial Resources.

Does Our Business Portfolio Achleve Appropriate Levels of Risk and Growth

Behavioral Considerations Affecting Strategic Choice

Role of the Current Strategy

Degree of the Firm's External Dependence

Attitudes toward Risk

Internal Political Considerations

Timing

Competitive Reaction

Summary

Cohesion Case: Building Stockholder Value as a Multibusiness Company

at Coca-Cola

STRATEGY/IMPLEMENTATlON

10 Implementing Strategy through Action Plans, Functional Tactics, and

Employee Empowennent

Action Plans and Short-Tenn Objectives

Qualities ofEffective Short-Term Objectives

The Value-Added Benefits of Action Plans and Short-Term Objectives

Functional Tactics that Implement Business Strategies

Differences between Business Strategies and Functional Tactics

Functional Tactics in ProductionlOperations

Functional Tactics in Marketing

Functional Tactics in Accounting and Finance

Functional Tactics in Research and Development

Functional Tactics in Human Resource Management (HRM)

Empowering Operating Personnel: The Role of Policies

Creating Policies that Empower

Summary

Cohesion Case: Implementing Strategy through the Business Functions at Coca-Cola

11 Implementing Strategy through Restructuring and Reengineering the

Company's Structure, Leadership, Culture, and Rewards

Structuring an Effective Organization

Primary Organizational Structures and Their Strategy-Related Pros and Cons

Guidelines to Match Structure to Strategy

Organizational Leadership

Strategic Leadership: Embracing Change

Assignment of Key Managers

Organizational Culture

Managing the Strategy-Culture Relationship

Reward Systems: Motivating Strategy Execution

Guidelines for Structuring Effective Reward Systems

Summary

Cohesion Case:Implementing Strategy by Restructuring and Reengineering Coca-Cola's

Organizational Structure, Leadership, Culture, and Rewards

12 Strategic Control and Continuous Improvement

Establishing Strategic Controls

Premise Control

Implementation Control

Strategic Surveillance

Special Alert Control

Operational Control Systems

Budgets

Scheduling

Key Success Factors

Using Operational Control Systems: Monitoring Performance and Evaluating Deviations

The Quality Imperative: Continuous Improvement to Build Customer Value

Summary

Cohesion Case: Strategic Control and Continuous Improvement at Coca-Cola

Guide to Strategic Management Case Analysis

The Case Method

Preparing for Case Discussion

Suggestions for Effective Preparation

Participating in Class

The Student as Active Learner

Your Professor as Discussion Leader

Assignments

Written Assignments

Oral Presentations

Working as a Team Member



Summary

IV CASES C-1

Section A Company Cases

1 NTN Communications, Inc.-Interactive Television: The Future is Now

2 Liz Claibome, l993? Troubled Times for the Woman's Retail Giant

3 Perdue Farms, Inc.--l994

4 Friends Provident: Reengineering Customer Services

5 Mobil Chemical and the VPP

6 TQM and Mobil Chemical's Washington, New Jersey, Facility

7 Perrigo Company .

8 Ben & Jerry's Homemade, Inc.

9 Snapple Beverage, Corporation

lO Eastman Kodak Company

l l Diesel Technology Company

12 Merrill Electronics Corporation (A)

13 Memll Electronics Corporation (B)

14 Videoton (A)

l5 Videoton (B)

16 The 3M Company: Integrating Europe (A)

17 The 3M Company: Integrating Europe (B)

18 W. L. Gore & Associates, Inc.

19 Hartmarx Corporation

20 LA. Gear, Inc.

21 Kentucky Fried Chicken and the Global Fast-Food Industrv

22 Matsushita Industrial de Baja Califomia (A) .

23 Matsushita Industrial de Baja Califomia (B)

24 Grand Metropolitan PLC

25 Robin Hood

26 Philip Morris: The Waming Labels Issue

27 Nintendo versus SEGA (A): The Videogame Industry

28 Nintendo versus SEGA (B): The Videogame Wars ,

29 Banco Comercial Portugues 0993)

30 Guiness Peat Aviation: The Flotation

SectionB Industry Case Sets 31-1

31 Note on the Hazardous Waste Management Industry

32 Chemical Waste Management

33 lCF Kaiser Intemational, Inc.

34 Note on the Oil and Gas Exploration and Production Industry

35 Atlantic Richfield Corporation

36 lCF Resources Incorporated

Section C Individual Industry Notes

37 Note on the Airline Industry

38 Note on the Personal Computer Industry

39 Note on the Biopharmaceutical Industry

40 Note on the Life Insurance Industry

41 Note on the Motion Picture Industry

Case Index

Subject Index

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