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Chapter 1 Strategic Management
1£®1 Concept
1£®2 The Competitive Landscape
1£®3 The I/O Model of Above-Average Returns
1£®4 The Resource-Based Model of Above-Average Returns
1£®5 Vision and Mission
1£®6 Stakeholders

Chapter 2 The External Environment Analysis
2£®1 The General£¬ Industry£¬ and Competitor Environments
2£®2 External Environmental Analysis
2£®3 Segments of the General Environment
2£®4 Industry Environment Analysis
2£®5 Interpreting Industry Analyses
2£®6 Strategic Croups

Chapter 3 The Internal Organization
3£®1 Analyzing the Internal Organization
3£®2 Resources£¬ Capabilities£¬ and Core Competencies
3£®3 Core Competencies
3£®4 Outsourcing
3£®5 Strategic Decisions

Chapter 4 Business-Level Strategy
4£®1 Business-Level Strategy
4£®2 Customers£º Their Relationship with Business-Level Strategies
4£®3 The Purpose of a Business-Level Strategy
4£®4 Types of Business-Level Strategies

Chapter 5 Competitive Behavior
5£®1 A Model of Competitive Rivalry
5£®2 Competitor Analysis
5£®3 Drivers of Competitive Actions
5£®4 Competitive Rivalry
5£®5 Likelihood of Attack
5£®6 Likelihood of Response
5£®7 Competitive Dynamics

Chapter 6 Corporate-Level Strategy
6£®1 Levels of Diversification
6£®2 Reasons for Diversification
6£®3 Value-Creating Diversification
6£®4 Diversification
6£®5 Unrelated Diversification
6£®6 Value-Neutral Diversification
6£®7 Value-Reducing Diversification£º Managerial Motives to Diversify
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Chapter 7 Merger and Acquisition Strategies
Chapter 8 International Strategy
Chapter 9 Cooperative Strategy
Chapter 10 Corporate Governance
Chapter 11 Organizational Structure and Control
Chapter 12 Strategic Leadership

²Î¿¼ÎÄÏ×£¨References£©
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