战略管理：概念与案例（英文版·原书第21版） 下载 pdf 电子版 epub 免费 txt 2025

本书全面涵盖了战略管理课程的教学内容，加入了作者*新的研究成果， 换了全部的“开篇案例”和“战略聚焦”专栏，极力贴近管理实践的*新动态；囊括了大量企业案例，揭示了企业在当今市场环境中应如何有效地进行战略管理。本书详细介绍了如何运用战略管理的工具和技术，实践性强，向读者展示了战略管理的全貌。

本书适用于管理类专业本科生、硕士生、MBA、EMBA，也可以作为企业管理人员和相关学者的参考书。

目　　录

出版说明

前　　言

部分　战略制定和执行的

概念与技术

第1章　战略的内涵与重要性2

学习目标2

1.1　战略的内涵3

1.2　公司战略与商业模式9

1.3　制胜战略的制定12

1.4　战略制定与战略实施的重要性13

1.5　展望14

本章要点14

巩固练习15

模拟练习15

尾注16

第2章　确定公司方向：愿景、

　使命、目标与战略18

学习目标18

2.1　战略制定和战略实施的内容19

2.2　阶段1：制定战略愿景、使命陈述和核心价值观20

2.3　阶段2：设定目标26

2.4　阶段3：制定战略31

2.5　阶段4：执行战略36

2.6　阶段5：评估绩效并进行校正调整37

2.7　公司治理：董事会在战略制定和执行中的作用37

本章要点41

巩固练习42

模拟练习43

尾注44

第3章　企业外部环境评估46

学习目标46

3.1　公司宏观环境中具有战略意义的要素47

3.2　评估公司所处的行业和竞争环境49

3.3　五力模型50

3.4　互补者与价值网络66

3.5　驱动变化的力量与产业动态67

3.6　战略集群分析71

3.7　竞争对手分析74

3.8　关键成功因素75

3.9　产业的盈利前景76

本章要点77

巩固练习79

模拟练习79

尾注80

第4章　公司资源、能力和竞争力评估82

学习目标82

4.1　公司目前战略的运作效果评估83

4.2　公司 重要的资源、能力与持久竞争优势87

4.3　公司的优势与劣势分析94

4.4　成本结构、客户价值主张与公司的价值链活动99

4.5　公司竞争态势评估109

4.6　确定值得管理层关注的战略性问题112

本章要点112

巩固练习114

模拟练习117

尾注118

第5章　五种通用竞争战略120

学习目标120

5.1　通用竞争战略的类型121

5.2　低成本战略122

5.3　广泛差异化战略129

5.4　聚焦（或利基市场）战略136

5.5　 成本战略140

5.6　五种通用竞争战略的特征比较143

本章要点145

巩固练习146

模拟练习147

尾注147

第6章　强化公司的竞争地位：战略行动、时机和经营范围148

学习目标148

6.1　进攻战略：提升公司的市场地位149

6.2　防御战略：捍卫市场地位和竞争优势153

6.3　战略行动的时机选择155

6.4　通过界定经营范围强化公司的市场地位158

6.5　横向并购战略159

6.6　纵向一体化战略162

6.7　外包战略：缩小经营范围167

6.8　战略联盟与伙伴关系169

本章要点174

巩固练习176

模拟练习177

尾注177

第7章　 市场竞争战略178

学习目标178

7.1　公司决定进入 市场的原因179

7.2　跨国竞争使战略制定 为复杂的原因181

7.3　进入 市场的战略选择188

7.4　 化战略：三种主要的方法193

7.5　 经营与寻求竞争优势199

7.6　跨国战略举措202

7.7　在发展中 市场竞争的战略204

7.8　防御 巨人：发展中 的本土公司战略206

本章要点209

巩固练习210

模拟练习211

尾注212

第8章　公司战略：多元化与多业务公司214

学习目标214

8.1　多元化战略的任务215

8.2　多元化的时机选择216

8.3　创造股东价值：多元化的 理由217

8.4　业务多元化的途径218

8.5　多元化路径选择：相关多元化与非相关多元化221

8.6　相关多元化221

8.7　非相关多元化228

8.8　相关-非相关多元化战略组合234

8.9　多元化公司的战略评估235

本章要点252

巩固练习254

模拟练习256

尾注256

第9章　伦理、企业社会责任、环境可持续性和战略258

学习目标258

9.1　商业伦理的内涵259

9.2　伦理标准的资料来源：普适还是相对260

9.3　伦理标准影响战略制定和实施的方式及原因265

9.4　不道德的企业战略和行为的驱动因素266

9.5　公司战略应合乎道德的原因269

9.6　战略、企业社会责任和环境可持续性272

本章要点285

巩固练习286

模拟练习287

尾注287

0章　构建具有良好战略执行力的组织：人员、能力和结构290

学习目标290

10.1　战略执行框架292

10.2　构建具有良好战略执行力的组织：三个关键活动295

10.3　配备组织人员296

10.4　获取、开发和强化核心资源和能力300

10.5　构建与战略匹配的组织结构305

本章要点316

巩固练习318

模拟练习319

尾注319

1章　管理内部运营：采取行动促进战略执行320

学习目标320

11.1　资源配置321

11.2　制定政策和程序323

11.3　使用 实践和过程管理工具325

11.4　构建信息和操作系统332

11.5　使用激励机制促进战略良好执行334

本章要点341

巩固练习342

模拟练习343

尾注343

2章　企业文化和领导力：良好战略执行的关键346

学习目标346

12.1　灌输有利于战略执行的企业文化347

12.2　领导战略的执行过程362

12.3　 战略制定和执行的总结367

本章要点367

巩固练习369

模拟练习369

尾注370

第二部分　战略制定和执行的案例

案例1　爱彼迎2016：共享经济的商业模式C-2

案例2　 的商业模式及其演变C-6

案例3　好市多公司2016：使命、商业模式以及战略C-22

案例4　汤姆斯鞋业2016：致力于社会责任C-43

案例5　Fitbit公司的战略已经适应不了其发展C-52

案例6　GoPro在2016年的生存斗争C-59

案例7　南非葡萄酒产业在2016年该何去何从C-73

案例8　LVMH集团2016：在 品领域多元化经营C-85

案例9　西南航空公司2016：文化、价值观和运营实践C-101

案例10　蒂姆·库克的管理之道：缔造苹果公司下一个传奇C-136

Contents

PART 1 Concepts and Techniques for Crafting and Executing Strategy 1

Section A: Introduction and Overview

1 What Is Strategy and Why Is It Important? 2

WHAT DO WE MEAN BY STRATEGY? 3

Strategy Is about Competing Differently 4

Strategy and the Quest for Competitive Advantage 4

Why a Company’s Strategy Evolves over Time 8

A Company’s Strategy Is Partly Proactive and Partly Reactive 8

A COMPANY’S STRATEGY AND ITS BUSINESS MODEL 9

WHAT MAKES A STRATEGY A WINNER? 12

WHY CRAFTING AND EXECUTING STRATEGY ARE IMPORTANT TASKS 13

Good Strategy + Good Strategy Execution = Good Management 13

THE ROAD AHEAD 14

ILLUSTRATION CAPSULES

1.1 Starbucks’s Strategy in the Coffeehouse Market 6

1.2 Pandora, SiriusXM, and Over-the-Air Broadcast Radio: Three Contrasting Business Models 11

2 Charting a Company’s Direction: Its Vision, Mission, Objectives, and Strategy 18

WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL? 19

STAGE 1: DEVELOPING A STRATEGIC VISION, MISSION STATEMENT, AND SET OF CORE VALUES 20

Developing a Strategic Vision 21

Communicating the Strategic Vision 21

Developing a Company Mission Statement 24

Linking the Vision and Mission with Company Values 25

STAGE 2: SETTING OBJECTIVES 26

The Imperative of Setting Stretch Objectives 26

What Kinds of Objectives to Set 28

The Need for a Balanced Approach to Objective Setting 28

Setting Objectives for Every Organizational Level 30

STAGE 3: CRAFTING A STRATEGY 31

Strategy Making Involves Managers at All Organizational Levels 31

A Company’s Strategy-Making Hierarchy 32

Uniting the Strategy-Making Hierarchy 35

A Strategic Vision + Mission + Objectives + Strategy =A Strategic Plan 35

STAGE 4: EXECUTING THE STRATEGY 36

STAGE 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE ADJUSTMENTS 37

CORPORATE GOVERNANCE: THE ROLE OF THE BOARD OF DIRECTORS IN THE STRATEGY-CRAFTING, STRATEGY-EXECUTING PROCESS 37

ILLUSTRATION CAPSULES

2.1 Examples of Strategic Visions—How Well Do They Measure Up? 23

2.2 Patagonia, Inc.: A Values-Driven Company 27

2.3 Examples of Company Objectives 30

2.4 Corporate Governance Failures at Volkswagen 40

Section B: Core Concepts and Analytical Tools

3 Evaluating a Company’s External Environment 46

THE STRATEGICALLY RELEVANT FACTORS IN THE COMPANY’S MACRO-ENVIRONMENT 47

ASSESSING THE COMPANY’S INDUSTRY AND COMPETITIVE ENVIRONMENT 49

THE FIVE FORCES FRAMEWORK 50

Competitive Pressures Created by the Rivalry among Competing Sellers 52

The Choice of Competitive Weapons 54

Competitive Pressures Associated with the Threat of New Entrants 54

Competitive Pressures from the Sellers of Substitute Products 58

Competitive Pressures Stemming from Supplier Bargaining Power 60

Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity 62

Is the Collective Strength of the Five Competitive Forces Conducive to Good Profitability? 65

Matching Company Strategy to Competitive Conditions 65

COMPLEMENTORS AND THE VALUE NET 66

INDUSTRY DYNAMICS AND THE FORCES DRIVING CHANGE 67

Identifying the Forces Driving Industry Change 67

Assessing the Impact of the Forces Driving Industry Change 70

Adjusting the Strategy to Prepare for the Impacts ofDriving Forces 70

STRATEGIC GROUP ANALYSIS 71

Using Strategic Group Maps to Assess the Market Positions of Key Competitors 71

The Value of Strategic Group Maps 73

COMPETITOR ANALYSIS 74

KEY SUCCESS FACTORS 75

THE INDUSTRY OUTLOOK FOR PROFITABILITY 76

ILLUSTRATION CAPSULES

3.1 Comparative Market Positions ofSelected Companies in the Casual Dining Industry: AStrategic Group Map Example 72

4 Evaluating a Company’s Resources, Capabilities, and Competitiveness 82

QUESTION 1: HOW WELL IS THE COMPANY’S PRESENT STRATEGY WORKING? 83

QUESTION 2: WHAT ARE THE COMPANY’S MOST IMPORTANT RESOURCES AND CAPABILITIES, AND WILL THEY GIVE THE COMPANY A LASTING COMPETITIVE ADVANTAGE OVER RIVAL COMPANIES? 87

Identifying the Company’s Resources and Capabilities 88

Assessing the Competitive Power of a Company’s Resources and Capabilities 91

QUESTION 3: WHAT ARE THE COMPANY’S STRENGTHS AND WEAKNESSES IN RELATION TO THE MARKET OPPORTUNITIES AND EXTERNAL THREATS? 94

Identifying a Company’s Internal Strengths 94

Identifying Company Weaknesses and Competitive Deficiencies 95

Identifying a Company’s Market Opportunities 95

Identifying the Threats to a Company’s Future Profitability 97

What Do the SWOT Listings Reveal? 97

QUESTION 4: HOW DO A COMPANY’S VALUE CHAIN ACTIVITIES IMPACT ITS COST STRUCTURE AND CUSTOMER VALUE PROPOSITION? 99

The Concept of a Company Value Chain 99

The Value Chain System 103

Benchmarking: A Tool for Assessing Whether the Costs and Effectiveness of a Company’s Value Chain Activities Are in Line 104

Strategic Options for Remedying a Cost or Value Disadvantage 105

Translating Proficient Performance of Value Chain Activities into Competitive Advantage 107

QUESTION 5: IS THE COMPANY COMPETITIVELY STRONGER OR WEAKER THAN KEY RIVALS? 109

Strategic Implications of Competitive Strength Assessments 111

QUESTION 6: WHAT STRATEGIC ISSUES AND PROBLEMS MERIT FRONT-BURNER MANAGERIAL ATTENTION? 112

ILLUSTRATION CAPSULES

4.1 The Value Chain for Boll & Branch 102

4.2 Delivered-Cost Benchmarking in the Cement Industry 106

Section C: Crafting a Strategy

5 The Five Generic Competitive Strategies 120

TYPES OF GENERIC COMPETITIVE STRATEGIES 121

LOW-COST PROVIDER STRATEGIES 122

The Two Major Avenues for Achieving a Cost Advantage 123

The Keys to Being a Successful Low-Cost Provider 128

When a Low-Cost Provider Strategy Works Best 128

Pitfalls to Avoid in Pursuing a Low-Cost Provider Strategy 129

BROAD DIFFERENTIATION STRATEGIES 129

Managing the Value Chain to Create the Differentiating Attributes 130

Delivering Superior Value via a Broad Differentiation Strategy 132

When a Differentiation Strategy Works Best 134

Pitfalls to Avoid in Pursuing a Differentiation Strategy 135

FOCUSED (OR MARKET NICHE) STRATEGIES 136

A Focused Low-Cost Strategy 136

A Focused Differentiation Strategy 137

When a Focused Low-Cost or Focused Differentiation Strategy Is Attractive 138

The Risks of a Focused Low-Cost or Focused Differentiation Strategy 138

BEST-COST PROVIDER STRATEGIES 140

When a Best-Cost Provider Strategy Works Best 141

The Risk of a Best-Cost Provider Strategy 141

THE CONTRASTING FEATURES OF THE FIVE GENERIC COMPETITIVE STRATEGIES:A SUMMARY 143

Successful Competitive Strategies Are Resource-Based 143

ILLUSTRATION CAPSULES

5.1 ’s Path to Becoming the Low-Cost Provider in E-commerce 127

5.2 Clinícas del Azúcar’s Focused Low-Cost Strategy 137

5.3 Canada Goose’s Focused Differentiation Strategy 139

5.4 American Giant’s Best-Cost Provider Strategy 142

6 Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of Operations 148

LAUNCHING STRATEGIC OFFENSIVES TO IMPROVE A COMPANY’S MARKET POSITION 149

Choosing the Basis for Competitive Attack 150

Choosing Which Rivals to Attack 152

Blue-Ocean Strategy—a Special Kind of Offensive 152

DEFENSIVE STRATEGIES—PROTECTING MARKET POSITION AND COMPETITIVE ADVANTAGE 153

Blocking the Avenues Open to Challengers 154

Signaling Challengers That Retaliation Is Likely 155

TIMING A COMPANY’S STRATEGIC MOVES 155

The Potential for First-Mover Advantages 155

The Potential for Late-Mover Advantages or First-Mover Disadvantages 156

To Be a First Mover or Not 158

STRENGTHENING A COMPANY’S MARKET POSITION VIA ITS SCOPE OF OPERATIONS 158

HORIZONTAL MERGER AND ACQUISITION STRATEGIES 159

Why Mergers and Acquisitions Sometimes Fail toProduce Anticipated Results 161

VERTICAL INTEGRATION STRATEGIES 162

The Advantages of a Vertical Integration Strategy 163

The Disadvantages of a Vertical Integration Strategy 165

Weighing the Pros and Cons of Vertical Integration 166

OUTSOURCING STRATEGIES: NARROWING THE SCOPE OF OPERATIONS 167

The Risk of Outsourcing Value Chain Activities 168

STRATEGIC ALLIANCES AND PARTNERSHIPS 169

Capturing the Benefits of Strategic Alliances 171

The Drawbacks of Strategic Alliances and Partnerships 172

How to Make Strategic Alliances Work 173

ILLUSTRATION CAPSULES

6.1 Bonobos’s Blue-Ocean Strategy in the U.S. Men’s Fashion Retail Industry 154

6.2 Uber’s First-Mover Advantage in Mobile Ride-Hailing Services 157

6.3 Bristol-Myers Squibb’s “String-of-Pearls” Horizontal Acquisition Strategy 162

6.4 Kaiser Permanente’s Vertical Integration Strategy 167

7 Strategies for Competing in International Markets 178

WHY COMPANIES DECIDE TO ENTER FOREIGN MARKETS 179

WHY COMPETING ACROSS NATIONAL BORDERS MAKES STRATEGY MAKING MORE COMPLEX 181

Home-Country Industry Advantages and the Diamond Model 181

Opportunities for Location-Based Advantages 183

The Impact of Government Policies and Economic Conditions in Host Countries 184

The Risks of Adverse Exchange Rate Shifts 185

Cross-Country Differences in Demographic, Cultural, and Market Conditions 187

STRATEGIC OPTIONS FOR ENTERING INTERNATIONAL MARKETS 188

Export Strategies 188

Licensing Strategies 189

Franchising Strategies 189

Foreign Subsidiary Strategies 190

Alliance and Joint Venture Strategies 191

INTERNATIONAL STRATEGY: THE THREE MAIN APPROACHES 193

Multidomestic Strategies—a “Think-Local, Act-Local” Approach 194

Global Strategies—a “Think-Global, Act-Global” Approach 195

Transnational Strategies—a “Think-Global, Act-Local” Approach 196

INTERNATIONAL OPERATIONS AND THE QUEST FOR COMPETITIVE ADVANTAGE 199

Using Location to Build Competitive Advantage 199

Sharing and Transferring Resources and Capabilities across Borders to Build Competitive Advantage 200

Benefiting from Cross-Border Coordination 202

CROSS-BORDER STRATEGIC MOVES 202

Using Profit Sanctuaries to Wage a Strategic Offensive 202

Using Profit Sanctuaries to Defend against International Rivals 203

STRATEGIES FOR COMPETING IN THE MARKETS OF DEVELOPING COUNTRIES 204

Strategy Options for Competing in Developing-Country Markets 204

DEFENDING AGAINST GLOBAL GIANTS: STRATEGIES FOR LOCAL COMPANIES IN DEVELOPING COUNTRIES 206

ILLUSTRATION CAPSULES

7.1 Walgreens Boots Alliance, Inc.: Entering Foreign Markets via Alliance Followed by Merger 192

7.2 Four Seasons Hotels: Local Character, Global Service 198

7.3 How Ctrip Successfully Defended against International Rivals to Become China’s Largest Online Travel Agency 208

8 Corporate Strategy: Diversification and the Multibusiness Company 214

WHAT DOES CRAFTING A DIVERSIFICATION STRATEGY ENTAIL? 215

WHEN TO CONSIDER DIVERSIFYING 216

BUILDING SHAREHOLDER VALUE: THE ULTIMATE JUSTIFICATION FOR DIVERSIFYING 217

APPROACHES TO DIVERSIFYING THE BUSINESS LINEUP 218

Diversifying by Acquisition of an Existing Business 218

Entering a New Line of Business through Internal Development 218

Using Joint Ventures to Achieve Diversification 219

Choosing a Mode of Entry 219

CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES 221

DIVERSIFICATION INTO RELATED BUSINESSES 221

Identifying Cross-Business Strategic Fit along the Value Chain 224

Strategic Fit, Economies of Scope, and Competitive Advantage 226

DIVERSIFICATION INTO UNRELATED BUSINESSES 228

Building Shareholder Value via Unrelated Diversification 229

The Path to Greater Shareholder Value through Unrelated Diversification 232

The Drawbacks of Unrelated Diversification 232

Misguided Reasons for Pursuing Unrelated Diversification 233

COMBINATION RELATED–UNRELATED DIVERSIFICATION STRATEGIES 234

EVALUATING THE STRATEGY OF ADIVERSIFIED COMPANY 235

Step 1: Evaluating Industry Attractiveness 236

Step 2: Evaluating Business Unit Competitive Strength 237

Step 3: Determining the Competitive Value of Strategic Fit in Diversified Companies 242

Step 4: Checking for Good Resource Fit 243

Step 5: Ranking Business Units and Assigning a Priority for Resource Allocation 246

Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance 247

ILLUSTRATION CAPSULES

8.1 The Kraft–Heinz Merger: Pursuing the Benefits of Cross-Business Strategic Fit 229

8.2 Restructuring for Better Performance at Hewlett-Packard (HP) 252

9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy 258

WHAT DO WE MEAN BY BUSINESS ETHICS? 259

WHERE DO ETHICAL STANDARDS COME FROM—ARE THEY UNIVERSAL OR DEPENDENT ON LOCAL NORMS? 260

The School of Ethical Universalism 260

The School of Ethical Relativism 261

Ethics and Integrative Social Contracts Theory 264

HOW AND WHY ETHICAL STANDARDS IMPACT THE TASKS OF CRAFTING AND EXECUTING STRATEGY 265

DRIVERS OF UNETHICAL BUSINESS STRATEGIES AND BEHAVIOR 266

WHY SHOULD COMPANY STRATEGIES BE ETHICAL? 269

The Moral Case for an Ethical Strategy 269The Business Case for Ethical Strategies 269

STRATEGY, CORPORATE SOCIAL RESPONSIBILITY, AND ENVIRONMENTAL SUSTAINABILITY 272

The Concepts of Corporate Social Responsibility and Good Corporate Citizenship 272

What Do We Mean by Sustainability andSustainable Business Practices? 278

Crafting Corporate Social Responsibility andSustainability Strategies 279

The Moral Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices 281

The Business Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices 282

ILLUSTRATION CAPSULES

9.1 IKEA’s Global Supplier Standards: Maintaining Low Costs While Fighting the Root Causes of Child Labor 263

9.2 How Novo Nordisk Puts Its Ethical Principles into Practice 270

9.3 Warby Parker: Combining Corporate Social Responsibility with Affordable Fashion 275

9.4 Unilever’s Focus on Sustainability 280

Section D: Executing the Strategy

10 Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure 290

A FRAMEWORK FOR EXECUTING STRATEGY 292

The Principal Components of the Strategy Execution Process 292

BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: THREE KEY ACTIONS 295

STAFFING THE ORGANIZATION 296

Putting Together a Strong Management Team 296

Recruiting, Training, and Retaining Capable Employees 297

DEVELOPING AND BUILDING CRITICAL RESOURCES AND CAPABILITIES 300

Three Approaches to Building and Strengthening Capabilities 300

The Strategic Role of Employee Training 303

Strategy Execution Capabilities and Competitive Advantage 303

MATCHING ORGANIZATIONAL STRUCTURE TO THE STRATEGY 305

Deciding Which Value Chain Activities to Perform Internally and Which to Outsource 305

Aligning the Firm’s Organizational Structure with Its Strategy 308

Determining How Much Authority to Delegate 312

Facilitating Collaboration with External Partners and Strategic Allies 315

Further Perspectives on Structuring the Work Effort 315

ILLUSTRATION CAPSULES

10.1 Management Development at Deloitte Touche Tohmatsu Limited 298

10.2 Zara’s Strategy Execution Capabilities 304

10.3 Which Value Chain Activities Does Apple Outsource and Why? 307

11 Managing Internal Operations: Actions That Promote Good Strategy Execution 320

ALLOCATING RESOURCES TO THE STRATEGY EXECUTION EFFORT 321

INSTITUTING POLICIES AND PROCEDURES THAT FACILITATE STRATEGY EXECUTION 323

ADOPTING BEST PRACTICES AND EMPLOYING PROCESS MANAGEMENT TOOLS 325

How the Process of Identifying and Incorporating Best Practices Works 325

Business Process Reengineering, Total Quality Management, and Six Sigma Quality Programs: Tools for Promoting Operating Excellence 326

Capturing the Benefits of Initiatives to Improve Operations 331

INSTALLING INFORMATION AND OPERATING SYSTEMS 332

Instituting Adequate Information Systems, Performance Tracking, and Controls 333

USING REWARDS AND INCENTIVES TO PROMOTE BETTER STRATEGY EXECUTION 334

Incentives and Motivational Practices That Facilitate Good Strategy Execution 335

Striking the Right Balance between Rewards and Punishment 336

Linking Rewards to Achieving the Right Outcomes 338

ILLUSTRATION CAPSULES

11.1 Charleston Area Medical Center’s Six Sigma Program 330

11.2 How the Best Companies to Work for Motivate and Reward Employees 337

11.3 Nucor Corporation: Tying Incentives Directly to Strategy Execution 340

12 Corporate Culture and Leadership: Keys to Good Strategy Execution 346

INSTILLING A CORPORATE CULTURE CONDUCIVE TO GOOD STRATEGY EXECUTION 347

Identifying the Key Features of a Company’s Corporate Culture 348

Strong versus Weak Cultures 352

Why Corporate Cultures Matter to the Strategy Execution Process 354

Healthy Cultures That Aid Good Strategy Execution 355

Unhealthy Cultures That Impede Good Strategy Execution 357

Changing a Problem Culture 359LEADING THE STRATEGY EXECUTION PROCESS 362

Staying on Top of How Well Things Are Going 364

Mobilizing the Effort for Excellence in Strategy Execution 364

Leading the Process of Making Corrective Adjustments 366

A FINAL WORD ON LEADING THE PROCESS OF CRAFTING AND EXECUTING STRATEGY 367

ILLUSTRATION CAPSULES

12.1 Strong Guiding Principles Drive the High-Performance Culture at Epic 349

12.2 Culture Transformation at América Latina Logística 363

PART 2 Cases in Crafting and Executing StrategySection A: Crafting Strategy in Single-Business Companies

1 Airbnb in 2016: A Business Model for the Sharing Economy C-2

John D. Varlaro, Johnson & Wales University

John E. Gamble, Texas A&M University–Corpus Christi 2 .com’s Business Model and Its Evolution C-6

Syeda Maseeha Qumer, IBS Hyderabad

Debapratim Purkayastha, IBS Hyderabad

3 Costco Wholesale in 2016: Mission, Business Model, and Strategy C-22

Arthur A. Thompson Jr., The University of Alabama

4 TOMS Shoes in 2016: An Ongoing Dedication to Social Responsibility C-43

Margaret A. Peteraf, Tuck School of Business at Dartmouth

Sean Zhang and Meghan L. Cooney, Research Assistants, Dartmouth College

5 Fitbit, Inc.: Has the Company Outgrown Its Strategy? C-52

Rochelle R. Brunson, Baylor University

Marlene M. Reed, Baylor University

6 GoPro’s Struggle for Survival in 2016 C-59

David L. Turnipseed, University of South Alabama

John E. Gamble, Texas A&M University–Corpus Christi

7 The South African Wine Industry in 2016: Where Does It Go from Here? C-73

A. J. Strickland, The University of Alabama

Jarryd Botha, MBA 2017, The University of Alabama 6

8 LVMH in 2016: Its Diversification into Luxury Goods C-85

John E. Gamble, Texas A&M University–Corpus Christi

9 Southwest Airlines in 2016: Culture, Values, and Operating Practices C-101

Arthur A. Thompson, The University of Alabama

John E. Gamble, Texas A&M University–Corpus Christi

10 Tim Cook’s Leadership and Management Style: Building His Own Legacy at Apple C-136

Debapratim Purkayastha, IBS Hyderabad

Barnali Chakroborty, Author and Research Associate

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• 作者：O'Riley42！ 发布时间：2022-03-12 23:48:40

  有的地方看得哭得稀里哗啦，太真挚的一本书，John Densmore所提供的视角也是无可比拟的。希望爱The Doors的人都去看看

• 作者：蛤维蟆丁内斯 发布时间：2012-11-27 12:50:17

  这次我是真的学过，之前那本没看清，是中提琴的。

• 作者：捏七 发布时间：2012-03-16 15:50:35

  有点失望，相比他原来的画，这个真的是打两星

• 作者：田粒 发布时间：2019-10-30 18:17:29

  华天财经那本太烂，相比之下这本勉强还可以读下去，三星吧

• 作者：Mamie 发布时间：2023-06-16 22:02:20

  看了介绍如此优秀的作家和作品，毫无疑问会给孩子们带来丰富的知识和启发，帮助他们更好地成长和学习。

• 作者：低配玛丽苏魔王 发布时间：2017-07-25 09:38:23

  刚入手，第一个读的人哈哈！内容新DSM5非常好！Susan过世了R.I.P强烈吐槽纸质，不仅发黄而且透都能看到背面的字，封面也有些脏旧磕巴，跟我旁边2013年出版现在还白新的行为科学统计概要形成了鲜明对比。这本书2017年7月才出的今天25号应该很新才是啊，当当应该不会卖盗版才对

• 中国的“龙与地下城”规则！

  作者：惶少爷 发布时间：2009-07-05 17:15:18

• 为他人着想的善良

  作者：余渝 发布时间：2015-01-19 22:26:38

      我写了几百字的书评，手抖一下，便全部丢失了。但是真的觉得这本书值得推荐，所以就重新发挥吧。

     读 这本书的感觉，要上一次读他的的《卡塔丽娜》要好很多，嗯，首先，这本书的故事讲诉的力度很够，另外故事中的波折设定的很巧妙。

      但是最重要的、也是最吸引我的是，我仿佛终于找到了一个说话虽然跑题但是依然吸引我继续阅读的作者，怎么说这个跑题呢，或许并不是跑题，因为这本书是第一人称的方式书写的，难免在叙述一段别人的故事的时候，说说一些其他的。

     但是反而这种给人随意感的叙述口吻，让我觉得这个作者与人很亲近。至少，如果现实中真遇到这样一个人，我想他肯定很吸引我，因为你在听他讲故事的时候，真的有一种好像从来没有听过故事的感觉。

      就好像走进一场寒冷的冬季，然后偶然被一个陌生人邀请在暖炉前喝茶聊天，虽然萍水相逢，但是你听这个陌生人说话的时候，却出奇地有一种亲切感，好像是遇见了那个你多年没见的邻居，然后听他讲些这些年发生在他身边的故事，并且讲诉的内容，虽然看似与你没有任何关系，但是从人性和心理的角度来考虑，这些故事中所包含的东西，好像又与你那么密切，即使真的和你没有任何关系，但是在很大程度上，他描述的那个人，你也会觉得很熟悉，好像你身边的他，或者她。

      并且在这个讲诉的途中，他还会突然停下来，做些什么，如捯饬一些炉火，给茶壶添点儿茶，然后又不紧不慢地继续说刚才没有讲完的故事，整个讲诉与“聆听”的过程，氛围很随合轻松。

      对于故事，在结尾的时候，总给我一种很惊讶的感觉，虽然有些情节我预先能够预料到，并且结局也是如我想象那般发生，但是还是避免不了一场令人清醒的冲击，为什么呢，？因为毛姆爷爷就是毛姆爷爷，不按常理出牌呀，如其中一个故事，小伙子希望破灭，有自杀倾向，然后毛姆爷爷在最后确实给安排的结局是开枪自杀，但是这种情感，毛姆爷爷确实这样处理的

  “乔治没有去散步。也许是他想起了狩猎季节即将开始，于是走进来机械库。他开始清洗他母亲在他二十岁生日时送他的那把枪。自打他到德国以后，这支枪就再也没人使用过，突然，一声枪响把仆人们吓了一跳。他急忙奔向机械库，发现乔治躺在地上，子弹从他的心脏部位穿过，显然这支枪上的子弹是上了膛，乔治摆弄这支枪时，不小心走了火，正好射中他自己。人们经常可以在报纸上看到这类消息。”

   看看，这情绪处理的多么不按常理。

      对于毛姆爷爷把乔治自杀的事件，按一场意外事故来处理，我之后也理解了，

      是因为毛姆爷爷说“我想，人真是个奇怪的动物，他们生活在这个冷漠而充满敌意的世界上的时间这么短暂，怎么会费尽心思去给自己造成如此之大的痛苦呢？”

      对，这个世界已经那么残酷冷漠了，那么在给读者讲诉这个悲伤的结局的时候，就不要那么令人心碎了，把一切的社会罪恶根源导致的悲剧，都归结于一场意外事故吧，至少这样，这个世界上的阳光就还会懂得温暖。

      

      想起民谣歌手大冰书中的一句话“文化用四句话来表达 就是：根植于内心的修养，无需提醒的自觉，以约束为前提的自由，为他人着想的善良。”

      最后一句 "为他人着想的善良” 我想，对于一个文学创作者来说，真的很重要。虽然大冰和毛姆爷爷之间风马牛不相及，但是他们对文学中”为他人着想的善良“方面的理解，让我找到了他们的共性，也是一个文化传播者应有的品质。

       但是可惜的是，现在很多文艺工作者，在这一点儿，虽懂却难以赋于实践。

      所以，单凭这一点儿，我喜欢毛姆爷爷故事，更喜欢毛姆爷爷讲诉的口吻。