Competitive Advantage: Creating and Sustaining Superior PerformanceFree Press, 1985 - 557 páginas Competitive Advantage introduces a tool that may be used to diagnose and enhance competitive advantage: the value chain. Value-chain analysis allows the manager to separate the underlying activities a firm performs in designing, producing, marketing, and distributing its product or service. It is these activities from which competitive advantage ultimately stems. By showing how all the firm's activities can be examined in this integrated way, Porter provides a practical perspective on competitive strategy. |
Índice
PARTI PRINCIPLES OF COMPETITIVE ADVANTAGE | 31 |
COMPETITIVE Scope and the VALUE CHAIN | 53 |
THE VALUE CHAIN AND ORGANIZATIONAL | 59 |
Página de créditos | |
Otras 32 secciones no se muestran.
Otras ediciones - Ver todo
Competitive Advantage: Creating and Sustaining Superior Performance Michael E. Porter Vista de fragmentos - 1985 |
Competitive Advantage: Creating and Sustaining Superior Performance Michael E. Porter Vista de fragmentos - 1985 |
Competitive Advantage: Creating and Sustaining Superior Performance Michael E. Porter No hay ninguna vista previa disponible - 2004 |
Términos y frases comunes
achieving interrelationships affect analysis attack barriers benefits bundle business units buyer value buyer's value chain capacity utilization chain saw challenger challenger's channels Chapter competing competitive advantage Competitive Strategy competitor analysis coordination corporate cost advantage cost behavior cost drivers cost leadership cost or differentiation create defensive strategy defensive tactics determine diversified firm economies of scale entrants entry example exploit factors first-mover advantages focus strategy function gain horizontal strategy identify impact important improve industry scenarios industry segmentation industry structure intangible interrelationships interrelation investment involved leader linkages logistic curve lower cost market share ment organizational performance personal computers potential Procter & Gamble product varieties profitability purchased inputs reconfiguration reduce relative cost position retaliation risk role sales force scale economies scenario variables signaling criteria sources Stouffer's substitute suppliers sustainable sustainable competitive advantage switching costs tangible interrelationships technological change technology development tion unbundled uncertainty uniqueness
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