经典管理案例(高等院校经济管理类专业双语系列教材)

本书是高等职业技术学院房屋建筑工程专业系列教材之一，也是中西部地区高职高专规划教材。本书包括了土力学、工程地质勘察、基础设计、地基处理四大部分内容，是建筑工程专业及城镇建设、城市道路与桥梁等相关专业的主干课程之一。本书采用了最新国家设计规范和试验标准，可帮助读者尽快学习和掌握新规范的内容。

PART Ⅰ Planning and Decision Making
CASE 1-1: TCL's New Industry Entry Strategy
CASE 1-2: Why Enron Was Not Safe？
CASE 1-3: The Business Strategy of Kodak
CASE 1-4: Forbearing "Sheep" vs. Ferocious "Wolf"
CASE 1-5: The Leader of E-banking in China
CASE 1-6: Souping Up Campbell's
CASE 1-7: Innovation, Product Development, and Entrepreneurship
CASE 1-8: Not Just Toying Around
CASE 1-9: Steve Case and AOL

PART Ⅱ Control and Process
CASE 2-1: How Will Anderson Wind Up Its Own Tragedy？
CASE 2-2: The Production System in Toyota Motor Company
CASE 2-3: Mass Production Initiated by Henry Ford
CASE 2-4: Fujitsu' s Management Innovations
CASE 2-5: Daewoo Group: a Shredded Legend
CASE 2-6: Takkyubin: Efficient Manager
CASE 2-7: Cbongqing Jialing Realizes Digital Logistic Management
CASE 2-8: The Advertising Art of Brandy
CASE 2-9: Would You Want to Work for Ron Edens？
CASE 2-10: The Many Virtues of "Virtual Services"
CASE 2-11: Selling a Bright Idea-Along with the Kilowatts

PART Ⅲ Leadership and Motivation
CASE 3-1: A Highly Innovation-advocating Company: 3M
CASE 3-2: Disney Culture Molds Happy Employees
CASE 3-3: The People-oriented Management Idea in Motorola
CASE 3-4: Role Model of "People-orientated Management" —— Hewlett-Packard
CASE 3-5: Product Image of Marlboro
CASE 3-6: Human Resource Philosophy in Siemens
CASE 3-7: The Last-clay Management Creates the Future: LDM of Little Swan
CASE 3-8: IKEA-"Do-It-Yourself"
CASE 3-9: McDonald's, Coca-Cola and Disney: Love Without Marriage
CASE 3-10: Lou Takes a Cue from Silicon Valley

PART Ⅳ Organizing and Teams/Groups
CASE 4-1: Quality Circle in Ford Motor Company
CASE 4-2: Innovation Path of SONY
CASE 4-3: Management System with Quick Response to Changes
CASE 4-4: Innovation in Intel
CASE 4-5: How Did Bill Gates Organize Microsoft？
CASE 4-6: Big Changes at Amoco
CASE 4-7: Visa International: The Invisible Organization
CASE 4-8: The Boeing 777 Program
CASE 4-9: Groups and Teams
CASE 4-10: Saying Adios to the Office

PART Ⅴ Comprehensive Cases
CASE 5-1: Cost Price Makes Galanz Microwave Oven King
CASE 5-2: Pursuing Excellency and Striving for a Better Future
CASE 5-3: Strengthening Information Management & Improving Enterprise Vitality
CASE 5-4: The Marketing Art of the Retail King——Wal-Mart
CASE 5-5: The Universe Joined by Universal Joint
CASE 5-6: The Evolution of Management
CASE 5-7: Featuring United Airlines
CASE 5-8: Levi's Is Hiking Up Its Pants
CASE 5-9: The Next CEO's Key Asset: a Worn Passport
CASE 5-10: Philip Morris and the Tobacco Industry Environment
……

（3） Strategic management （overall upgrading, development by expansion）
Upgrading strategy
Strategic management is the overall and long-term planning made by the enterprises in order to fit the future changes of the environment and gain longevity and stable development. Software industry is one of the fastest developing industries, with changes every day. Under that kind of circumstance, software companies must keep on innovation so as to meet the demands of customers. In order to better serve the user, Yongyou continually upgrades itself. The capacity upgrade can be divided into three aspects: the first is the capacity of commitment delivery; the second is that of establishing customer trust; the third is that of customer added value. Commitment delivery depends on mature products, excellent execution and service, perfect project supervision and promotion, necessary customerization R&D capacity and industrial application R&D capacity Commitment delivery capacity is a comprehensive capacity and core capacity as well. The 2001 upgrade of Yong you is aimed at upgrading these key capacities, thus bringing customer trust and added value for customers.
I . Yong you EMS product upgrade
In 2001, Yong you launched a variety of new products and application solution packages. According to Yong you, there are two bottlenecks in the in for matization of enterprises: one is the capacity of the provider of the in for matization solution package, and the other is the user's recognition of upgrading management level and its determination to realize it. The latter will make progress along with China's entry into WTO and the government's urge to build in for matization. However, without enough application needs or accumulation of R&D experiences, it is very difficult to make breakthroughs in product R&D. Yong you launched several new products and solution packages in one year because it leverages its rich experience of customer communication, reservoir of management re
……