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The Five competitive forces that shape strategy

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Tag12Value
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001  MAP20071509350
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008  080319e20080101usa|||| | |00010|eng d
040  ‎$a‎MAP‎$b‎spa
084  ‎$a‎922.111
1001 ‎$0‎MAPA20080230104‎$a‎Porter, Michael E.
24514‎$a‎The Five competitive forces that shape strategy‎$c‎Michael E. Porter
5208 ‎$a‎It is explained why a fast-growing industry is not always a profitable one, how eliminating today's competitors through mergers and acquisitions can reduce an industry's profit potential, how government policies play a role by changing the relative strength of the forces, and how to use the forces to understand complements. He then shows how a company can influence the key forces in its industry to create a more favorable structure for itself or to expand the pie altogether. The five forces reveal why industry profitability is what it is. Only by understanding them can a company incorporate industry conditions into strategy
650 1‎$0‎MAPA20080606091‎$a‎Estrategia empresarial
650 1‎$0‎MAPA20080568399‎$a‎Competitividad
650 1‎$0‎MAPA20080606787‎$a‎Innovación empresarial
650 1‎$0‎MAPA20080594312‎$a‎Ventaja competitiva
650 1‎$0‎MAPA20080555061‎$a‎Management
7400 ‎$a‎Harvard Business Review
7730 ‎$w‎MAP20077100345‎$d‎Boston‎$g‎Vol. 86, nº 1, January 2008; p. 79-93‎$t‎Harvard Business Review