Competitive Advantage: Creating and Sustaining Superior Performance
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.
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PARTI PRINCIPLES OF COMPETITIVE ADVANTAGE
COMPETITIVE SCOPE AND THE VALUE CHAIN
THE VALUE CHAIN AND ORGANIZATIONAL
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achieve affect allow analysis attack barriers become behavior benefits bundle business units buyer challenger channels Chapter choice common companies competing competitive advantage competitors coordination corporate cost cost advantage cost drivers create criteria defensive demand described determine differentiation discussed economies employed entry example existing exploit factors Figure firm firm's focus force function gain horizontal identify impact important improve increase industry structure influence inputs integration interrelationships investment involved lead leader learning less linkages logistical lower major manufacturing operating opportunities performance policies position possible potential profitability purchased raise reduce reflect relative result risk role scale scenario scope segments selling serve share signaling significant sources strategy substitute successful suppliers sustainable switching tion types uncertainty understand uniqueness usually value activities value chain variables variety