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战略管理案例 1

INTERNET COMPANIES 2

前言 2

E*Trade, Inc.—2000 Phillip Lynn 2

STRATEGIC MANAGEMENT CASES 2

CHAPTER1 THE NATURE OF STRATEGIC MANAGEMENT 2

PART1 Overview of Strategic Management 2

网络公司（3） 2

1．服务业案例 2

SERVICE COMPANIES 2

绪论 如何进行战略管理案例分析 2

第1部分 战略管理概述 2

第1章 战略管理的性质 2

WHAT IS STRATEGIC MANAGEMENT? 5

Defining Strategic Management 5

Stages of Strategic Management 5

Integrating Intuition and Analysis 7

Adapting to Change 7

KEY TERMS IN STRATEGIC MANAGEMENT 8

Vision and Mission Stacements 9

Strategis?s 9

eBay Inc.—2000 Stephen M. Giordano 10

Excemal Oppattunities and Threats 10

Internal Strengths and Weaknesses 10

Long-Term Objectives 11

Strategies 11

Annual Objectives 12

Policies 12

THE STRATEGIC-MANAGEMENT MODEL 12

BENEFITS OF STRATEGIC MANAGEMENT 14

Nonfinancial Benefits 15

Financial Benefits 15

WHY SOME FIRMS DO NO STRATEGIC PLANNING 16

PITFALLS IN STRATEGIC PLANNING 17

GUIDELINES FOR EFFECTIVE STRATEGIC MANAGEMENT 17

BUSINESS ETHICS AND STRATEGIC MANAGEMENT 19

Amazon. com, Inc.—2000 Phillip Bartlett and Fred Devid 21

COMPARING BUSINESS AND MILITARY STRATEGY 23

THE NATURE OF GLOBAL COMPETITION 23

Advantages and Disadvantages of International Operations 25

零售企业（3） 28

RETAILERS 28

The Limited, Inc.—2000 M. Jill Austin 28

THE COHESION CASE AND EXPERIENTIAL EXERCISES 29

THE COHESION CASE: AMERICA ONLINE, INC.,200 30

Wal-Mart Stores, Inc.—2000 Amit Shah and Tyra Phipps 41

EXPERIENTIAL EXERCISES 46

Experiential Exercise 1A: Strategy Analysis for America Online (AOL) 46

Experiential Exercise 1B: Developing a Code of Business Ethics for America Online (AOL) 46

Experiential Exercise 1C: The Ethics of Spying on Competitors 47

Experiential Exercise 1D: Strategic Planning for My University 48

Experiential Exercise 1E: Strategic Planning at a Local Company 48

Experiential Exercise 1F: Does My University Recruit in Foreign Countrjes? 49

PART2 Strategy Formulation 50

CHAPTER2 THE BUSINESS MISSION 50

第2章 企业使命 50

第2部分 战略制定 50

WHAT DO WE WANT TO BECOME? 52

WHAT IS OUR BUSINESS? 55

Vision Versus Mission 56

The Process of Developing a Mission Statemen? 56

Target Corporation —2000 Henry H. Beam 56

IMPORTANCE OF VISION AND MISSION STATEMENTS 57

A Resolution of Divergent Views 58

A Declaration of Attitude 59

CHARACTERISTICS OF A MISSION STATEMENT 59

A Customer Orientation 62

A Declaration of Social Policy 63

COMPONENTS OF A MISSION STATEMENT 64

WRITING AND EVALUATING MISSION STATEMENTS 65

HOTEL AND GAMING 66

Mandalay Resort Group—2000 John Ross 66

宾馆与娱乐公司（2） 66

EXPERIENTIAL EXERCISES 71

Experiential Exercise 2A: Evaluating Mission Statements 71

Experiential Exercise 2C: Writing a Vision and Mission Statement for My University 72

Experiential Exercise 2B: Writing a Vision and Mission Statement for America Online (AOL) 72

Experiential Exercise 2D: Conducting Mission Statement Research 73

第3章 外部分析 74

CHAPTER3 THE EXTERNAL ASSESSMENT 74

THE NATURE OF AN EXTERNAL AUDIT 76

Key External Forces 76

The Process of Performing an External Audit 76

ECONOMIC FORCES 78

Harrah s Entertainment, Inc.—2000 Mary R. Dittman 79

SOCIAL, CULTURAL, DEMOGRAPHIC, AND ENVIRONMENTAL FORCES 80

The U.S.-Mexican Border 83

POLITICAL, GOVERNMENTAL, AND LEGAL FORCES 85

Politics in Mexico 87

Politics in Russia 88

Politics in China 90

TECHNOLOGICAL FORCES 92

First Union Corporation—2000 Brian E. Williamson 94

银行（2） 94

BANKS 94

COMPETITIVE FORCES 94

Competitive Intelligence Programs 96

Coope?ation Among Competitors 98

Rivalry Among Competing Firms 99

COMPETITIVE ANALYSIS: PORTER S FIVE-FORCES MODEL 99

Bargaining Power of Consumers 101

Bargaining Power of Suppliers 101

Potential Development of Substitute Products 101

Potential En?y of New Competitors 101

SOURCES OF EXTERNAL INFORMATION 102

Internet 102

FORECASTING TOOLS AND TECHNIQUES 105

Making Assumptions 106

THE GLOBAL CHALLENGE 107

The Impact of Diverse Industrial Policies 107

Globalization 109

Wachovia Corporation—2000 Jule Eldridge, III 109

China: Oppo?unities and Threats 110

Hong Kong 110

Taiwan 111

INDUSTRY ANALYSIS: THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX 113

THE COMPETITIVE PROFILE MATRIX (CPM) 115

The Audubon Institute—2000 Caroline Fisher and Claire J. Anderson 117

公园与俱乐部（3） 117

ZOOS AND CLUBS 117

EXPERIENTIAL EXERCISES 120

Experiential Exercise 3A: Developing an EFE Matrix for Ametica Online 120

Experiential Exercise 3B: The In?ernet Search 120

Experiential Exercise 3C: Developing an EFE Matrix for My University 120

Experiential Exercise 3D: Developing a Competitive Profile Matrix for America Online 121

Experiential Exercise 3E: Developing a Competitive Profile Matrix for My University 121

CHAPTER4 THE INTERNAL ASSESSMENT 122

第4章 内部分析 122

THE NATURE OF AN INTERNAL AUDIT 124

Key Internal Forces 125

The Process of Performing an Internal Audit 125

INTEGRATING STRATEGY AND CULTURE 127

American Versus Foreign Cultures 129

Riverbanks Zoological Park and Botanical Garden—2000 Carolyn R. Stokes and Eugene M. Bland 130

MANAGEMENT 132

Planning 132

Organizing 134

Motivating 134

Staffing 135

Conttolling 136

Management Audit Checklist of Questions 137

MARKETING 137

Customer Analysis 137

Selling Products/Services 137

Product and Service Planning 138

Pricing 138

Marketing Research 139

Distribution 139

Opportunity Analysis 140

The Classic Car Club of America—2000 Matthew C. Sonfield 140

Marketing Audit Checklist of Questions 141

FINANCE/ACCOUNTING 141

Finance/Accounting Functions 141

Basic Types of Financial Ratios 142

Finance/Accounting Audit Checklist of Questions 146

PRODUCTION/OPERATIONS 146

Production/Operations Audit Checklist of Questions 149

RESEARCH AND DEVELOPMENT 149

Internal and External R D 149

Research and Development Audit Checklist of Questions 150

COMPUTER INFORMATION SYSTEMS 150

Strategic Planning Software 151

HOSPITALS 152

医院（2） 152

M. D. Anderson Biomedical Services Department—2000 Paul Reed, Dana Swenson, Ronald Earl, and Joseph Kavanaugh 152

Computer Information Systems Audit Checklist of Questions 152

THE INTERNAL FACTOR EVALUATION (IFE) MATRIX 153

EXPERIENTIAL EXERCISES 158

Experiential Exercise 4A: Performing a Financial Ratio Analysis for America Online (AOL) 158

Experiential Exercise 4B: Constructing an IFE Matrix for America Online (AOL) 158

Experiential Exercise 4C: Constructing an IFE Matrix for My University 158

CHAPTER 5 STRATEGIES IN ACTION 160

第5章 战略行动方案 160

LONG-TERM OBJECTIVES 162

The Nature of Long-Term Objectives 162

Quorum Health Group, Inc.—2000 Teresa DeWitt Dullaghan 163

TYPES OF STRATEGIES 163

Not Managing by Objectives 163

Forward Integration 164

INTBGRATION STRATEGIES 164

Backward Integration 166

Horizontal Integration 168

INTENSIVE STRATEGIES 169

Market Penetration 169

Market Development 169

Product Development 170

DIVERSIFICATION STRATEGIES 170

Concentric Diversification 172

Horizontal Diversification 172

Conglomerate Diversification 173

Retrenchment 174

DEFENSIVE STRATEGIES 174

Divestiture 175

旅游企业（3） 176

TRAVEL 176

Greyhound Lines, Inc.—2000 James Harbin 176

JOINT VENTURE AND COMBINATION STRATEGIES 177

Joint Venture 177

Liquidation 177

MICHAEL PORTER S GENERIC STRATEGIES 180

Combination 180

Cost Leadership Strategies 181

Differentiation Strategies 181

The Value Chain 182

Focus Strategies 182

MERGERS 182

Leveraged Buyouts (LBOs) 184

STRATEGIC MANAGEMENT IN NONPROFIT AND GOVERNMENTAL ORGANIZATIONS 185

Carnival Corporation—2000 Mike Keefe, John Ross, and Bill Middlebrook 185

Educational Institutions 186

Medical Organizations 186

STRATEGIC MANAGEMENT IN SMALL FIRMS 187

Governmental Agencies and Departments 187

Experiential Exercise 5B: Examining Strategy Articles 192

Experiential Exercise 5A: What Happened at America Online in the Year 2000? 192

EXPERIENTIAL EXERCISES 192

Experiential Exercise 5C: Classifying Some Year 2000 Strategies 193

Experiential Exercise 5D: Strategic Management at the Dynamic Computer Company 194

Experiential Exercise 5F: Developing Alternative Strategies for My University 196

Experiential Exercise 5E: How Risky Are Various Alternative Strategies? 196

Experiential Exercise 5G: Lessons in Doing Business Globally 197

第6章 战略分析与选择 198

CHAPTER 6 STRATEGY ANALYSIS AND CHOICE 198

Southwest Airlines Co.—2000 Amit Shah and Charles R. Sterrett 200

THE NATURE OF STRATEGY ANALYSIS AND CHOICE 200

The Process of Generating and Selecting Strategies 201

A COMPREHENSIVE STRATEGY-FORMULATION FRAMEWORK 201

THE MATCHING STAGE 203

THE INPUT STAGE 203

The Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix 204

The Strategic Position and Action Evaluation (SPACE) Matrix 208

CHURCHES 209

Central United Methodist Church—2000 Robert T. Barrertt 209

教堂（2） 209

The Boston Consulting Group (BCG) Matrix 212

The Internal-External (IE) Matrix 215

Elkins Lake Baptist Church—2000 Paul Reed, Chris?ie Haney, and Ronald Earl 216

The Grand Strategy Matrix 217

The Quantitative Strategic Planning Matrix (QSPM) 219

THE DECISION STAGE 219

Positive Features and Limitations of the QSPM 222

THE POLITICS OF STRATEGY CHOICE 223

CULTURAL ASPECTS OF STRATEGY CHOICE 223

RAILROAD 225

RailTex, Inc.—2000 Paul Reed, Ronald Earl, and Joseph Kavanaugh 225

铁路企业（1） 225

THE ROLE OF A BOARD OF DIRECTORS 225

Experiential Exercise 6C: Developing a BCG Matrix for America Online (AOL) 231

Experiential Exercise 6B: Developing a SPACE Matrix for America Online (AOL) 231

Experiential Exercise 6A: Developing a TOWS Matrix for America Online (AOL) 231

EXPERIENTIAL EXERCISES 231

Experiential Exercise 6F: The Mach Test 232

Experiential Exercise 6E: Formulating Indivdual Strategies 232

Experiential Exercise 6D: Developing a QSPM for America Online (AOL) 232

Experiential Exercise 6G: Developing a BCG Matrix for My University 234

Experiential Exercise 6H: The Role of Boards of Directors 235

Experiential Exercise 6I: Locating Companies in a Grand Strategy Matrix 235

PART 3 Strategy Implementation 236

CHAPTER 7 IMPLEMENTING STRATEGIES: MANAGEMENT ISSUES 236

第7章 战略实施中的管理问题 236

第3部分 战略实施 236

2．制造业案例 238

THE NATURE OF STRATEGY IMPLEMENTATION 238

交通运输企业（2） 238

Management Perspectives 239

ANNUAL OBJECTIVES 240

POLICIES 242

RESOURCE ALLOCATION 244

MANAGING CONFLICT 244

MATCHING STRUCTURE WITH STRATEGY 245

The Functional Structure 246

The Divisional Structure 247

MANUFACTURING COMPANIES 247

TRANSPORTATION 247

Harley-Davidson, Inc.—2000 Ricky Cox Winnebago Industries, Inc.—2000 Eugene M. Bland and John G. Marcis 247

The Strategic Business Unit (SBU) Structure 248

The Matrix Structure 249

RESTRUCTURING, REENGINEERING, AND E-ENGINEERING 249

Restructuring 251

Reengineering 251

LINKING PERFORMANCE AND PAY TO STRATEGIES 252

MANAGING RESISTANCE TO CHANGE 254

MANAGING THE NATURAL ENVIRONMENT 255

CREATING A STRATEGY-SUPPORTIVE CULTURE 258

The Mexican Culture 259

COSMETICS 259

Avon Products, Inc.—2000 James Camerius 259

化妆品公司（2） 259

The Russian Culture 260

The Japanese Culture 261

PRODUCTION/OPRATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES 262

HUMAN RESOURCE CONCERNS WHEN IMPLEMENTING STRATEGIES 263

Employee Stock Ownership Plans (ESOPs) 264

Balancing Work Life and Home Life 266

Corporate Fitness Programs 267

Revlon, Inc.—2000 M. Jill Austin 270

EXPERIENTIAL EXERCISES 271

Experiential Exercise 7B: Matching Managers with Strategy 271

Experiential Exercise 7A: Revising America Online s Organizational Chart 271

Experiential Exercise 7C: Do Organizations Really Establish Objectives? 272

Experiential Exercise 7D: Understanding My University s Culture 273

CHAPTER 8 IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R D, AND CIS ISSUES 274

第8章 战略实施中的营销、财务/会计、研发以及计算机信息系统问题 274

THE NATURE OF STRATEGY IMPLEMENTATION 276

MARKETING ISSUES 276

Market Segmentation 278

Product Positioning 280

Pilgrim s Pride Corporation—2000 James L. Harbin 281

食品公司（3） 281

FOOD 281

FINANCE/ACCOUNTING ISSUES 282

Acquiring Capital to Implement Strategies 284

Pro Forma Financial Statements 286

Financial Budgets 287

Evaluating the Worth of a Business 288

Deciding Whether to Go Public 290

RESEARCH AND DEVELOPMENT (R D) ISSUES 291

H. J. Heinz Company—2000 Henry H. Beam 292

COMPUTER INFORMATION SYSTEMS (CIS) ISSUES 294

EXPERIENTIAL EXERCISES 298

Experiential Exercise 8A: Developing a Product-Positioning Map for America Online (AOL) 298

Experiential Exercise 8B: Performing an EPS/EBIT Analysis for America Online (AOL) 298

Experiential Exercise 8C: Preparing Pro Forma Financial Statements for America Online (AOL) 298

Experiential Exercise 8D: Determining the Cash Value of America Online (AOL) 299

Experiential Exercise 8E: Developing a Product-Positioning Map for My University 299

Experiential Exercise 8F: Do Banks Require Pro Forma Statements? 299

第9章 战略评价与控制 300

PART 4 Strategy Evaluation 300

CHAPTER 9 STRATEGY REVIEW, EVALUATION, AND CONTROL 300

第4部分 战略评价 300

THE NATURE OF STRATEGY EVALUATION 302

Hershey Foods Corporation—2000 Forest R. David 303

The Process of Evaluating Strategies 305

A STRATEGY-EVALUATION FRAMEWORK 306

Reviewing Bases of Strategy 306

Measuring Organizational Performance 308

Taking Corrective Actions 310

PUBLISHED SOURCES OF STRATEGY-EVALUATION INFORMATION 311

AEROSPACE 312

The Boeing Company—2000 Carolyn R. Stokes 312

航空公司（2） 312

CHARACTERISTICS OF AN EFFECTIVE EVALUATION SYSTEM 313

CONTINGENCY PLANNING 314

AUDITING 316

USING COMPUTERS TO EVALUATE STRATEGIES 317

The Environmental Audit 317

EXPERIENTIAL EXERCISES 321

Experiential Exercise 9A: Preparing a Strategy-Evaluation Report for America Online (AOL) 321

Experiential Exercise 9B: Evaluating My University s Strategies 321

Lockheed Martin Corporation—2000 Wayne Chamblee 321

Experiential Exercise 9C: Who Prepares an Environmental Audit? 321

NAME INDEX 323

SUBJECT INDEX 325

计算机公司（4） 330

COMPUTERS 330

Dell Computer Corporation—2001 Cindy R. Smith 330

COMPANY INDEX 332

Apple Computer, Inc.—2000 David Stanton 340

Compaq Computer Corporation—2000 Maria Margiotis 346

Research in Motion—2000 David Griffin 355

Stryker Corporation—2000 Henry H. Beam 363

MEDICAL 363

医药公司（2） 363

Biomet, Inc.—2000 Satish P. Deshpande 374

杂志社（2） 382

MAGAZINES 382

Playboy Enterprises, Inc.—2000 Kay W. Lawrimore and Fred R. David 382

Reader s Digest Association, Inc.—2000 Caroll Braddock 392

鞋业公司（2） 401

FOOTWEAR 401

Nike, Inc.—2000 M. Jill Austin 401

Reebok International, Ltd.—2000 Angela G. Page 415

烟草公司（1） 422

TOBACCO 422

UST, Inc.—2000 Marilyn M. Helms and Fred R. David 422