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  军事理论与训练教程(2016修订版)
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《清华MBA核心课程英文版教材·战略管理:概念与案例(第13版)》是美国高等院校经济管理学院战略管理专业本科生、研究生的经典教材。400多所院校长期使用本书作为教材。《清华MBA核心课程英文版教材·战略管理:概念与案例(第13版)》分为两大块,**块是概念,共计五部分11章内容,主要讲述战略管理的
基本理论,包括战略管理的概念.战略的制定、实施与评价以及战略管理案例分析。第二块是案例,讲述各行各业共计29个生动的案例。
《清华MBA核心课程英文版教材·战略管理:概念与案例(第13版)》第13版在保持原有特色和优势的同时,在内容和形式上与以往版本相比做了一些调整,以反映近几年战略管理理论、研究与实践的变化。首先,概念部分由原来的
9章调整为11章,将商业伦理、社会责任、环境可持续性以及全球化议题作为单独的两章独立呈现;其次,一个全新的综合案例麦当劳公司代替了原来的案例;再次.案例部分进行了重新编排,包含了29个全新的公司案例。
本书不仅适合高等院校管理专业本科生研究生阅读,还可以作为企业、政府等机构的工作人员的参考读物。

第1部分 战略管理概述
第1章 战略管理的性质
什么是战略管理
战略管理中的关键术语
战略管理模型
战略管理的益处
为什么有些企业不进行战略规划
战略规划的弊端
有效战略管理的指导方针
经营战略与军事战略比较
综合案例:麦当劳公司(2009)
实践练习
第2部分 战略制定
第2章 企业的远景和使命
我们想成为什么样的企业
我们的业务是什么
远景与使命陈述的重要性(益处)
使命陈述的特点
撰写和评价使命陈述
实践练习
第3章 外部评估
外部分 析的性质
产业组织(I/O)观点
经济因素
社会、文化、人口与环境因素
政治、政府及法律因素
技术因素
竞争因素
竞争分 析:波特的五力模型
外部信息来源
预测方法与技术
产业分 析:外部因素评价(EFE)矩阵
竞争态势矩阵(CPM)
实践练习
第4章 内部分 析
内部分 析的性质
基于资源的观点
战略和文化的整合
管理
营销
财务/会计
生产/运作
研究与开发
管理信息系统
价值链分 析(VCA)
内部因素评价(IFE)矩阵
实践练习
第5章 战略行动
长期目标
平衡计分卡
战略的类型
一体化战略
强化战略
多元化战略
防御战略
迈克尔·波特的5个一般战略
实现战略的方式
非营利组织和政府机构的战略管理
小企业的战略管理
实践练习
……
第3部分 战略实施
第4部分 战略评价
第5部分 关键的战略管理议题
第6部分 战略管理案例分 析

Wal-Mart is in the retail business, which also includes Internet e-tailing. The Internet has interesting aspects and will definitely serve a growing market throughout the 21stcentury. Profits are not easily made ovef the Internet, and issues of cost of delivery,merchandise returns, and data security are top concerns prior to building business over the Internet. Wal-Mart moved into the Internet arena in 1996 with the introduction of Wal-Mart On line, and then it relaunched the site on January 1, 2000, as Walmart.com. Wal-Mart looks at Internet retailing as another store with possibility, but without walls.
Walmart.com, with its headquarters located in the San Francisco Bay Area, is a wholly owned subsidiary of Wal-Mart Stores, Inc. This location choice affords Walmart.com access to the best pool of Intemet executive and technical talent. The company was able to attract atop retail management talent in Jeanne Jackson as the CEO of Walmart.com. This venture combines the better of two worlds, technology and retailing, in order to provide customers easy access to more things at Wal-Mart 24 hours a day and 7 days a week. Its distinct purpose is to provide consumers with a convenient and rewarding online shopping experience.Walmart.com will have a separate management team and board of directors. Ultimately, itmight choose to go public; however, Wal-Mart Stores will retain a majority ownership of the new venture. Walmart.com provides easy access 24/7/365 to more than a million products. Items ordered online can be shipped to the customer's homes for a modest fee or free shipping to the customer's nearest Wal-Mart store. In addition Wal-Mart is developing new services such as music downloads and 1 -hour photos.
Operations
Wal Mart's expense structure, measured as a percentage of sales, continues to be among the lowest in the industry. Although Walton watched expenses, he rewarded sales managers handsomely. Sales figures are available to every employee at Wal-Mart. Monthly figures for each department are ranked and made available throughout the organization .Employees who do better than average get rewarded with raises, bonuses, and personal recognition. Poor performers are only rarely fired, although demotions are possible.
All employees (referred to as "associates") have a stake in the financial performance of the company. Store managers earn as much as $100,000 to $150,000 per year. Even part-time clerks qualify for profit sharing and stock-purchase plans. Millionaires among Wal-Mart's middle managers are not uncommon. Executives frequently solicit ideas proving the organization from empioyees and often put them to use. The Walton family and management (as insiders) own nearly 44 percent of Wal-Mart stock, These holdings are worth Parly $28 billion today. Continuing a Walton tradition. Wal-Mart invites over 100 analysts and institutional investors to the field house at the University of Arkansas for its annual meeting in mid-June. During the day-and-a-half session, investors meet to pexecutives as well as Wal-Mart district managers, buyers, and 200,000 hourly sales people. Investors. see a give-and-take meeting between buyers and district managers.
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