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001 EBC4009431
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006 m o d |
007 cr cnu||||||||
008 151125s2016 nyu foab 001 0 eng d
020 _z9781631573675
_qpaperback
020 _a9781631573682
_q(electronic bk.)
035 _a(MiAaPQ)EBC4009431
035 _a(Au-PeEL)EBL4009431
035 _a(CaPaEBR)ebr11102301
035 _a(CaONFJC)MIL832642
035 _a(OCoLC)940511840
040 _aMiAaPQ
_beng
_erda
_epn
_cMiAaPQ
_dMiAaPQ
050 4 _aHD41
_b.M274 2016
082 0 _a338.6048
_223
100 1 _aMarburger, Daniel R.,
_eauthor.
245 1 0 _aHow strong is your firm's competitive advantage? /
_cDaniel Marburger.
250 _aSecond edition.
264 1 _aNew York, New York (222 East 46th Street, New York, NY 10017) :
_bBusiness Expert Press,
_c2016.
300 _a1 online resource (xi, 144 pages)
336 _atext
_2rdacontent
337 _acomputer
_2rdamedia
338 _aonline resource
_2rdacarrier
490 1 _aEconomics collection,
_x2163-7628
504 _aIncludes bibliographical references (pages 131-140) and index.
505 0 _aPart I. If you could choose any price, what would it be? Fundamentals for the single price firm -- 1. Economics and the business manager: what is economics all about? -- 2. The shareholders want their profits, and they want them now: short-run profit maximization for the firm -- Part II. What does five forces model say about your firm? -- 3. Warning: cheaper substitutes are hazardous to your profits -- 4. We could make more money if our competitors would just go away -- 5. Is my supplier holding five aces? The bargaining power of suppliers -- 6. When the buyer holds six aces: the bargaining power of buyers -- 7. How to keep firms from beating each other up -- Appendix I. How strong is your firm's competitive advantage? Summary of factors and strategies -- Appendix II. Relevant published case studies -- Notes -- References -- Index.
506 1 _aAccess restricted to authorized users and institutions.
520 3 _aPerhaps the most confounding characteristic of the competitive marketplace is that everyone wants a piece of the action. If a firm successfully enters a new market, creates a new product, or designs new innovations for an existing product, it's just a matter of time before competitors follow suit. And the influx of competition inevitably places downward pressure on both price and profitability. But the speed at which competitors invade one's market is not the same in all industries; some are more resistant to the forces of competition than others. In 1979, Harvard economist Michael Porter theorized his Five Forces Model (updated in 2008). The Five Forces Model identifies the characteristics that can help insulate a firm from competitive forces. For the firm that seeks to put together a business plan, or for the firm that is considering opportunities for diversification, an understanding of the Five Forces Model is essential.
588 _aTitle from PDF title page (viewed on November 25, 2015).
590 _aElectronic reproduction. Ann Arbor, MI : ProQuest, 2016. Available via World Wide Web. Access may be limited to ProQuest affiliated libraries.
650 0 _aCompetition.
650 0 _aMarket share.
653 _aPorter's Five Forces
653 _abargaining power
653 _amarket power
653 _amarket barriers
653 _aproduct differentiation
653 _aproduct substitution
653 _aswitching costs
655 4 _aElectronic books.
776 0 8 _iPrint version:
_z9781631573675
797 2 _aProQuest (Firm)
830 0 _aEconomics collection.
_x2163-7628
856 4 0 _uhttps://ebookcentral.proquest.com/lib/bacm-ebooks/detail.action?docID=4009431
_zClick to View
999 _c237590
_d237590