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
第10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
第11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*佳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
第12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　引领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　亚马逊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：在奢侈品领域多元化经营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

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