战略(哈佛商业评论系列) HBE: STRATEGY HAR
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作者： HARVARD BUS ESSENTIALS 著
出 版 社：
出版时间： 2005-12-1字数：版次： 1页数： 160印刷时间： 2005/12/01开本：印次：纸张： 胶版纸I S B N ： 9781591396321包装： 平装内容简介
Strategy creation is about doing the right things; implemen-tation is about doing things right. Both sides of the strategy equation must be aligned and managed well for today's organi-zations to succeed. Strategy draws on more than two decades of research and advice from leading thinkers to arm managers with the knowledge and hands-on tools they need to actively and confidently participate in strategy formulation and execution.
Managers will learn how to:
Identify the strategy that best fits their business；
Get the right people on board；
Align structure, resources, and people to achieve goals；
Execute action plans that produce results.
作者简介：
Harvard Business ReviewHarvard Business Review is a general management magazine published since 1922 by Harvard Business School Publishing， owned by the Harvard Business School. A research-based magazine written for business practitioners， it claims a high ranking business readership and enjoys the reverence of academics， executives， and management consultants. It has been the frequent publishing home for well known scholars and management thinkers， among them Clayton M. Christensen， Peter F. Drucker， Michael E. Porter， Rosabeth Moss Kanter， Gary Hamel， C.K. Prahalad， Robert S. Kaplan， and others. Management and business concepts and terms such as "the balanced scorecard，" "core competence，" "reengineering，" "globalization，" "marketing myopia，" and "the glass ceiling" were first given prominence in HBR's pages. Its worldwide English-language circulation is 240，000， and there are ten translated editions of the magazine. The magazine is editorially independent of Harvard Business School.
目录
Introduction
1 SWOT Analysis Ⅰ
Looking Outside/or Threats and Opportunities
External Analysis
Porter's Five Forces Framework
Summing Up
2 SWOT Analysis Ⅱ
Looking Inside/or Strengths and Weaknesses
Core Competencies
Financial Condition
Management and Culture
A Method for Evaluating Internal Strengths and Weaknesses
Summing Up
3 Types of Strategy
Which Fits Your Business?
Low-Cost Leadership
Differentiation
Customer Relationship
Network Effect Strategy
Summing Up
4 Strategic Moves
The Mechanisms of Success
Gaining a Market Beachhead
Market Entry Through Process Innovation
Applying Judo Strategy
Market Entry Through Product Differentiation
Create and Dominate a New Market
Buying Your Way In
Summing Up
5 From Strategy to Implementation
Seeking Alignment
People and Incentives
Supportive Activities
Organizational Structure
Culture and Leadership
Summing Up
6 Action Plans
The Architecture of Implementation
From Strategic Plan to Unit Action Plans
Set Goals
Agree on Performance Measures
Formulate Action Steps
Determine the Resources Needed
Identify Interlocks
Estimate the Financial Impact
A Sample Action Plan
Summing Up
7 How to Stay on Course
Sensing and Responding to Deviations from Plan
A Model for Staying on Course
Progress Review
Informal Checks
Common Causes of Implementation Failure
Develop Contingency Plans to Handle Potential Setbacks
Summing Up
8 The People Side of Implementation
Getting the Right People on Board
Enlist the Support and Involvement of Key People
Support the Plan with Consistent Behaviors and Messages
Develop Enabling Structures
Celebrate Milestones
Communicate Relentlessly
Summing Up
9 Strategy as Work-in-Progress
Keep Looking Ahead
How Well Is Your Strategy Working?
Warning Signs
Leading Strategic Change
Summing Up
Appendix: Useful Implementation Tools
Notes
Glossary
For Further Reading
Index
About the Subject Adviser
About the Writer
