In Competition Demystified, Bruce Greenwald, one of the nation's leading economists, presents a new and simplified approach to business strategy that cuts through much of the fog that has surrounded the subject. Based on his course at Columbia Business School, Greenwald and co-author Judd Kahn offer an easy-to-follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position.
The authors illustrate their principles with detailed examples drawn from prominent companies in a wide range of industries, including Wal-Mart, Coors, Cisco, Apple, Microsoft, Intel, Kodak, Sotheby's, Fox Broadcasting, and Coca-Cola.
THE MOST IMPORTANT NEW BOOK ON COMPETITIVE STRATEGY IN A QUARTER OF A CENTURY Since 1980, Michael Porter's classic Competitive Strategy has provided the methodology that most big companies use for strategic analysis. But now, distinguished Columbia Business School professor Bruce Greenwald offers a bold, new and much simpler theory. Porter identified a complex five-force model for studying competition in any market. But Greenwald argues that there is only one essential factor in determining competitive advantages: how easy it is for competitors to enter or expand in a given market. If a company can erect strong barriers to entry - through customer captivity, lower production costs or economies of scale - it can manage these advantages, anticipate competitors' moves or achieve stability through bargaining and cooperation. Greenwald draws on game theory to explain what you should do if barriers to entry are strong, weak or nonexistent. He covers a wide range of examples, from retail to telecommunications to auction houses. And his lessons can be applied whether your business is dominated by a single huge player, a handful of roughly equal players or no one at all. COMPETITION DEMYSTIFIED will give executives and strategic planners an indispensable new way to exploit competitive advantage and achieve exceptional profits and is destined to become a management classic.
length: (cm)22.8 width:(cm)15.4
發表於2024-11-22
Competition Demystified 2024 pdf epub mobi 電子書 下載
與市場肉搏的同時,開始思考如何去與他們進行「競爭」,這本書應該是這幾本內最樸實又犀利的,把波特的競爭理論大幅簡化,核心就是一個「如何打造你的進入壁壘」,即「能夠做潛在競爭者做不到的事」。 競爭優勢來源於以下三種 第一:供應。或者說是成本優勢。 第二:需求。來源...
評分與市場肉搏的同時,開始思考如何去與他們進行「競爭」,這本書應該是這幾本內最樸實又犀利的,把波特的競爭理論大幅簡化,核心就是一個「如何打造你的進入壁壘」,即「能夠做潛在競爭者做不到的事」。 競爭優勢來源於以下三種 第一:供應。或者說是成本優勢。 第二:需求。來源...
評分 評分在同等條件下,對所有競爭者開放的市場中,競爭會使所有參與者的迴報都降到同樣的最小值。因此,為瞭獲得超齣這一最小值的利潤,一傢公司就必須能夠做某些其他競爭者無法做到的事情。換句話說,他必須利用自己的競爭優勢。戰略分析最為恰當的齣發點就是,仔細的評估公司市場地...
圖書標籤: 商業 價值投資 投資 金融 邏輯 market comeptitve 經管
用蘋果和IBM HP Dell等來對比垂直一體化和橫嚮專業化的章節很有啓發。在PC領域,蘋果的垂直整閤敗給瞭IBM的橫嚮專業分工,但本書寫於06年,之後iPhone缺依靠垂直整閤掀起智能手機革命,垂直一體化的優勢明顯。其原因在於軟件應用生態成為決定産品差異化的核心因素,且手機製造標準要高於PC,不易於標準化。 同樣類比,Tesla 如今也是堅持垂直一體化,軟件領域的優勢或許能助其成為未來汽車行業的iPhone
評分用蘋果和IBM HP Dell等來對比垂直一體化和橫嚮專業化的章節很有啓發。在PC領域,蘋果的垂直整閤敗給瞭IBM的橫嚮專業分工,但本書寫於06年,之後iPhone缺依靠垂直整閤掀起智能手機革命,垂直一體化的優勢明顯。其原因在於軟件應用生態成為決定産品差異化的核心因素,且手機製造標準要高於PC,不易於標準化。 同樣類比,Tesla 如今也是堅持垂直一體化,軟件領域的優勢或許能助其成為未來汽車行業的iPhone
評分我覺得還可以,等把porter的看瞭,再係統性總結哈。
評分我覺得還可以,等把porter的看瞭,再係統性總結哈。
評分我覺得還可以,等把porter的看瞭,再係統性總結哈。
Competition Demystified 2024 pdf epub mobi 電子書 下載