What is strategy?
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071026503 | ||
| 003 | MAP | ||
| 005 | 20080418121438.0 | ||
| 007 | hzruuu---uuuu | ||
| 008 | 961212e19961101usa|||| | |00010|eng d | ||
| 040 | $aMAP$bspa | ||
| 084 | $a922.111 | ||
| 100 | 1 | $0MAPA20080230104$aPorter, Michael E. | |
| 245 | 1 | 0 | $aWhat is strategy?$cby Michael E. Porter |
| 520 | $aFor almost two decades, managers have been learning to play by new set of rules. Companies must be flexible to respond rapidly to competitive and market changes. They must benchmark continuously to achieve best practice. They must outsource aggressively to gain efficiencies. And they must nurture a few core competencies in the race to stay ahead of rivals | ||
| 650 | 1 | 1 | $0MAPA20080546991$aEmpresas |
| 650 | 1 | 1 | $0MAPA20080555061$aManagement |
| 650 | 1 | 1 | $0MAPA20080606091$aEstrategia empresarial |
| 650 | 1 | 1 | $0MAPA20080568399$aCompetitividad |
| 650 | 1 | 1 | $0MAPA20080557591$aCompetencia |
| 650 | 1 | 1 | $0MAPA20080607067$aManagement estratégico |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$gNovember-December 1996 ; p. 61-78 |