这本书收录了全球45位世界级战略大师，包括迈克尔·波特、加里·哈默尔、亨利·明茨伯格、迈克尔·汉默等的经典范文或案例分析。这些论文和案例已被哈佛商学院、沃顿商学院等列为MBA学生必读之作，并被世界顶类管理杂志如《财富》、《福布斯》、《商业周刊》、《哈佛商学院评论》等相继转载。读者可以从中了解在全球一体化及知识密集度越来越高的商业朝代，企业如何利用战略制胜，如何建立企业核心竞争力，如何利用战略构筑企业未来，如何应对全球化竞争及快速变革的策略与智慧。

A unique collection of competition problems from over twenty major national and international mathematical competitions for high school students. Written for trainers and participants of contests of all levels up to the highest level, this will appeal to high school teachers conducting a mathematics club who need a range of simple to complex problems and to those instructors wishing to pose a "problem of the week", thus bringing a creative atmosphere into the classrooms. Equally, this is a must-have for individuals interested in solving difficult and challenging problems. Each chapter starts with typical examples illustrating the central concepts and is followed by a number of carefully selected problems and their solutions. Most of the solutions are complete, but some merely point to the road leading to the final solution. In addition to being a valuable resource of mathematical problems and solution strategies, this is the most complete training book on the market.

A compelling vision. Bold leadership. Decisive action. Unfortunately, these prerequisites of success are almost always the ingredients of failure, too. In fact, most managers seeking to maximize their chances for glory are often unwittingly setting themselves up for ruin. The sad truth is that most companies have left their futures almost entirely to chance, and don’t even realize it. The reason? Managers feel they must make choices with far-reaching consequences today, but must base those choices on assumptions about a future they cannot predict. It is this collision between commitment and uncertainty that creates THE STRATEGY PARADOX. This paradox sets up a ubiquitous but little-understood tradeoff. Because managers feel they must base their strategies on assumptions about an unknown future, the more ambitious of them hope their guesses will be right – or that they can somehow adapt to the turbulence that will arise. In fact, only a small number of lucky daredevils prosper, while many more unfortunate, but no less capable managers find themselves at the helms of sinking ships. Realizing this, even if only intuitively, most managers shy away from the bold commitments that success seems to demand, choosing instead timid, unremarkable strategies, sacrificing any chance at greatness for a better chance at mere survival. Michael E. Raynor, coauthor of the bestselling The Innovator's Solution, explains how leaders can break this tradeoff and achieve results historically reserved for the fortunate few even as they reduce the risks they must accept in the pursuit of success. In the cutthroat world of competitive strategy, this is as close as you can come to getting something for nothing. Drawing on leading-edge scholarship and extensive original research, Raynor’s revolutionary principle of Requisite Uncertainty yields a clutch of critical, counter-intuitive findings. Among them: -- The Board should not evaluate the CEO based on the company’s performance, but instead on the firm’s strategic risk profile -- The CEO should notdrive results, butmanage uncertainty -- Business unit leaders should not focus on execution, but on making strategic choices -- Line managers should notworry about strategic risk, but devote themselves to delivering on commitments With detailed case studies of success and failure at Sony, Microsoft, Vivendi Universal, Johnson & Johnson, AT&T and other major companies in industries from financial services to energy, Raynor presents a concrete framework for strategic action that allows companies to seize today’s opportunities while simultaneously preparing for tomorrow’s promise.

战略是一门博大精深的学问，其内涵和意义随着时代的变迁而演进。本书作者以其个人的经验和知识为基础，试图提出和解决三个问题：一是何谓战略和战略研究，二是怎样从事战略研究，三是为什么要研究战略。就全书设计而言，重点放在怎样从事战略研究这个问题上。诚如已故的法国将军博弗尔所言，战略就是思想方法，战略研究的意义是深谋远虑。本书不仅可以为有志于从事战略研究的学子提供一个完整的框架，而且对于各行各业中从事管理工作的人员来说也有着极大的参考价值。

战略是一门博大精深的学问，其内涵和意义随着时代的变迁而演进。本书作者以其个人的经验和知识为基础，谋略提出和解决三个问题：一是何谓战略和战略研究，二是怎样从事战略研究，三是为什么要研究战略。 就全书设计布景主，重点放在怎样从事战略研究这个问题上。诚如已故的法国将军博弗尔所言，战略就是思想方法，战略研究的意义是深谋远虑。本书不仅可以为有志于从事战略研究的学子提供一个完事的框架，而且对于各行各业中从事管理工作的人员来说也有着极大的参考价值。

“决定性会战”一词在西方军事史研究中使用已久，一般指的是此次会战结果对于其战争的成败具有决定性，所以其意义是纯军事性的。但本书作者依此定义再推而广之，认为决定性会战之意义不仅只是认为某次会战对于某次战争具有决定作用，而更是认为某次会战对于历史的演变具有决定性作用。而在中国近五千年的历史中，真正能对华夏民族历史发展产生决定性作用的会战，则恰好只有十次。作者以战略知识为基础，运用现代西方学者的研究方法，选择正确资料，除了对此十次会议的经过详加叙述外，更深入分析每次会战结果对于中国历史演变遛程所产生的重大作用，让读者对战争与历史之间的关系，能有更进一步的理解。 本书记叙了中国史上自黄帝以迄清朝的十次重要会战，说明其在军事上的重要性以及在中国历史的发展上所产生的作用。本书的特点在于作者在作述时特别注意以战略知识基础，选择正确资料，了解古文真意，并尽量采用现代西方学者所用的研究方法与名词，以收相互比较之功。 作者在本书中参照了西方军事研究中“决定性会战”一词，且对其定义推而广之，认为决定性会战的意义不只是某次会战对于某次战争具有决定作用，更在于某次战争对于历史的演变具有决定性作用。从上古到近代的中国历史上，真正能对中华民族历史发展产生决定性作用的会战，则只有十次。作者以战略知识为基础，运用现代西方学者的研究方法，选择正确资料，除了对此十次会战的经过详加叙述外，更深入分析每次会战结果对于中国历史演变过程所产生的重大作用，让读者对战争与历史之间的关系，能有更进一步的了解。

本书是“世界名著・军事思想文库”之一。这是一本关于古今中外的伟大的战略家的为将之道和战略思想的入门性读物，分为中国篇和外国篇，以时间为纲，重点讲述其著作的成书背后、景及其中反映出的战略构想，旨在阐明“战略家”这个名词的意义，在分析的同时使读者因此对战争史也有一个比较全面的纲要性的认识。

A landmark work that upends traditional thinking about strategy, and charts a new path to capture new market space that is ripe for growth. 点击链接进入中文版： 蓝海战略:超越产业竞争、开创全新市场(哈佛商学院系列)

Now nearing its 60th printing in English and translated into nineteen languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity -- like all great breakthroughs -- Porter's analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic strategies -- lowest cost, differentiation, and focus -- which bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided. In the almost two decades since publication, Porter's framework for predicting competitor behavior has transformed the way in which companies look at their rivals and has given rise to the new discipline of competitor assessment. More than a million managers in both large and small companies, investment analysts, consultants, students, and scholars throughout the world have internalized Porter's ideas and applied them to assess industries, understand competitors,, and choose competitive positions. The ideas in the book address the underlying fundamentals of competition in a way that is independent of the specifics of the ways companies go about competing. Competitive Strategy has filled a void in management thinking. It provides an enduring foundation and grounding point on which all subsequent work can be built. By bringing a disciplined structure to the question of how firms achieve superior profitability, Porter's rich frameworks and deep insights comprise a sophisticated view of competition unsurpassed in the last quarter-century.

在线阅读本书 《Crossing the Chasm: Marketing and Selling Disrupti》:Moore provides an invaluable service to high-tech entrepreneurs and investors: he has identified the weak link in the marketing chain which makes the success of such ventures so unpredictable, and he outlines proven, specific techniques to address this challenge. At a time when the high-tech community in the U.S. cedes much of its once-held manufacturing advantage to the Far East and elsewhere, it is critical that these U.S.enterprises must retain superior marketing as a competitive advantage. Crossing the Chasm provides critical information for achieving this end.