瓊•馬格麗塔(Joan Magretta),管理谘詢師和作傢,《哈佛商業評論》麥肯锡奬獲得者,與邁剋爾•波特共事20年之久。曾經是著名的貝恩國際管理谘詢公司的閤夥人,也是《哈佛商業評論》的優秀撰稿人,並在20世紀90年代擔任該雜誌的高級戰略編輯。
2002年齣版《什麼是管理》一書,獲得波特、德魯剋等人一緻好評,並被評為《商業周刊》、《經濟學傢》年度最佳商業圖書,被一些管理專傢學者稱為管理的“聖經”。
This is a book-length executive summary of Porter's core concepts. Competitive advantage. The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter's frameworks are the foundation. But while everyone in business knows Porter's name, his writing can be daunting. As a result, many managers misunderstand and misuse his concepts. "Understanding Michael Porter" sets the record straight, providing the first concise, accessible summary of Porter's revolutionary thinking. Written with Porter's full cooperation by Joan Magretta, former editor at "Harvard Business Review", this new book delivers fresh, clear examples to illustrate and update Porter's ideas. Magretta uses her wide business experience to translate Michael Porter's powerful insights into practice and to correct the most common misconceptions about them - for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers. An added feature is an original Q&A with Porter himself, which includes answers to managers' FAQs. Eminently readable, this book will enable every manager in your organization to grasp Porter's ideas - and swiftly deploy them to drive your company's success.
發表於2024-11-09
Understanding Michael Porter 2024 pdf epub mobi 電子書 下載
1. 戰略競爭:在於選擇一條與眾不同的競爭之路 公司不該為瞭爭做最好而競爭,公司可以突齣特色作為競爭的目的,這一觀念的核心是價值,要正和博弈而非零和博弈。 2.競爭的真正意義不在於打敗對手,而在於贏利 産業結構: 五力模型 1)從錶麵看産業之間存在重大差異,但不同産...
評分1. 戰略競爭:在於選擇一條與眾不同的競爭之路 公司不該為瞭爭做最好而競爭,公司可以突齣特色作為競爭的目的,這一觀念的核心是價值,要正和博弈而非零和博弈。 2.競爭的真正意義不在於打敗對手,而在於贏利 産業結構: 五力模型 1)從錶麵看産業之間存在重大差異,但不同産...
評分1. 戰略競爭:在於選擇一條與眾不同的競爭之路 公司不該為瞭爭做最好而競爭,公司可以突齣特色作為競爭的目的,這一觀念的核心是價值,要正和博弈而非零和博弈。 2.競爭的真正意義不在於打敗對手,而在於贏利 産業結構: 五力模型 1)從錶麵看産業之間存在重大差異,但不同産...
評分1. 戰略競爭:在於選擇一條與眾不同的競爭之路 公司不該為瞭爭做最好而競爭,公司可以突齣特色作為競爭的目的,這一觀念的核心是價值,要正和博弈而非零和博弈。 2.競爭的真正意義不在於打敗對手,而在於贏利 産業結構: 五力模型 1)從錶麵看産業之間存在重大差異,但不同産...
評分1. 戰略競爭:在於選擇一條與眾不同的競爭之路 公司不該為瞭爭做最好而競爭,公司可以突齣特色作為競爭的目的,這一觀念的核心是價值,要正和博弈而非零和博弈。 2.競爭的真正意義不在於打敗對手,而在於贏利 産業結構: 五力模型 1)從錶麵看産業之間存在重大差異,但不同産...
圖書標籤: 戰略 商業 Porter Strategy 管理 戰略管理 經濟 美國
讀不下去michael porter的人先讀這本好瞭。非常清晰。又,之前學校用的strategy一書根本太弱。
評分A precise insight into Michael's 30-year hit, and.... never been so clarified with an interpretation like this. Threre are a little, if any, mistakes, let's say minor ones in the beginning chapters made by this former Bain partner. But nobody will care since it really rocks. Recommendation:profit growth..it really presents a whole different view
評分讀不下去michael porter的人先讀這本好瞭。非常清晰。又,之前學校用的strategy一書根本太弱。
評分A precise insight into Michael's 30-year hit, and.... never been so clarified with an interpretation like this. Threre are a little, if any, mistakes, let's say minor ones in the beginning chapters made by this former Bain partner. But nobody will care since it really rocks. Recommendation:profit growth..it really presents a whole different view
評分六星
Understanding Michael Porter 2024 pdf epub mobi 電子書 下載