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折優惠：HK$93.6
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Strategic Management and Competitive Advantage: Concepts and Cases 4/e
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沒有庫存
訂購需時10-14天
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9780132560450 | |
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Barney | |
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華泰文化 | |
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2011年11月07日
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417.00 元
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HK$ 396.15
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詳
細
資
料
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叢書系列：策略管理
規格：平裝 / 624頁 / 普級 / 單色印刷 / 4版
出版地：台灣
策略管理
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同
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內
容
簡
介
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1.NEW! See the concepts in action. This edition features several new and updated cases, including:
．Pfizer and the Challenges of the Global Pharmaceutical Industry
．Wal-Mart in 2010
．True Religion
．JetBlue Airways: Managing Growth
．Nucor in 2010
．Danaher Corporation
．LVMH: Managing the Multibrand Conglomerate
．McDonald’s and KFC: Recipes for Success in China
2.Less is more. Strategic Management and Competitive Advantage has kept its streamlined look, resisting the tendency to let the text get longer with every new edition. By maintaining this approach, students develop only the most crucial decision making skills, without having to skim through pages of irrelevant bulk.
3.The VRIO Framework is a theory-based, multi-chapter organizing mechanism that provides a decision-making framework for students to use in analyzing case and business situations. VRIO integrates two existing theoretical frameworks: the positioning perspective and the resource-based view.
4.The fundamental concepts. Even though this text is streamlined, it still contains all the core ideas and theories essential to a strategy course. Ideas such as the five forces framework, value chain analysis, generic strategies and corporate strategy are included. And because the VRIO framework provides a single integrative structure, the text addresses key issues that have been ignored elsewhere such as vertical integration, outsourcing, real options logic, mergers and acquisitions and more.
5.Flexibility for students and professors. One of the great features of this text is the flexibility it allows both the student and professor. Each chapter has four short sections that present specific issues in more depth, allowing the professor and the student to adapt the text to their particular needs:
．Strategy in Depth—Examines the intellectual foundations that are behind the way managers think about the practice strategy today.
．Strategy in the Emerging Enterprise—Presents examples of strategic challenges faced by new and emerging enterprises.
．Ethics and Strategy—Delves into some of the ethical dilemmas that managers face as they confront strategic decisions.
．Research Made Relevant—Includes recent research related to topics in the chapter.
作者簡介
作者：Jay B. Barney
現職：The Ohio State University
作者：William S Hesterly
現職：The University of Utah
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目
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PART I: THE TOOLS OF STRATEGIC ANALYSIS
Ch 1 What Is Strategy and the Strategic Management Process?
Ch 2 Evaluating a Firm’s External Environment
Ch 3 Evaluating a Firm’s Internal Capabilities
End-of-Part I Cases:
1-1 Pfizer and the Challenges of the Global Pharmaceutical Industry
1-2 Wal-Mart Stores, Inc., in 2010
1-3 Harlequin Wnterprises: The Mira Decision
1-4 True Religion Brand Jeans and The Premium Jeans Industry: Cyclical Downturn or Secular Slowsown?
PART II: BUSINESS-LEVEL STRATEGIES
Ch 4 Cost Leadership
Ch 5 Product Differentiation
End-of-Part II Cases:
2-1 JetBlue Airways: Managing Growth
2-2 Nucor in 2010
2-3 The Levi’s Personal Pair Proposal
2-4 Papa John’s International, Inc.: Twenty-First Century Growth Challenges
PART III: CORPORATE STRATEGIES
Ch 6 Vertical Integration
Ch 7 Corporate Diversification
Ch 8 Organizing to Implement Corporate Diversification
Ch 9 Strategic Alliances
Ch10 Mergers and Acquisitions
Ch11 International Strategies
End-of-Part III Cases:
3-1 eBay Customer Support Oursourcing
3-2 Nucleon, Inc.
3-3 Danaher Corporation
3-4 LVMH: Managing the Multi-Brand Conglomerate
3-5 Aegis Analytical Corporation’s Strategic Alliances
3-6 The Activision Blizzard Merger
3-7 McDonald’s and KFC: Recipes for Success in China
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