The Coherence premium
Contenido multimedia no disponible por derechos de autor o por acceso restringido. Contacte con la institución para más información.
| Tag | 1 | 2 | Valor |
|---|---|---|---|
| LDR | 00000cab a2200000 4500 | ||
| 001 | MAP20100054833 | ||
| 003 | MAP | ||
| 005 | 20100714113518.0 | ||
| 008 | 100618s2010 esp|||p |0|||b|spa d | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a922.1 | ||
| 100 | 1 | $0MAPA20100044025$aLeinwand, Paul | |
| 245 | 1 | 4 | $aThe Coherence premium$cPaul Leinwand, Cesare Mainardi |
| 520 | $aSustainable, superior returns accrue to companies that focus on whatthey do best. The truth is that simple, and yet it's incredibly hard to internalize. It is the rare company indeed that focuses on "what we do better than anyone" in rnaking every operating decision across every business unit and product line. Rarer still is the company that hasaligned its differentiating internal capabilities with the right extemal market position. We call such companies "coherent:' | ||
| 650 | 1 | $0MAPA20080555061$aManagement | |
| 650 | 1 | $0MAPA20080588434$aToma de decisiones | |
| 700 | $0MAPA20090027572$aMainardi, Cesare | ||
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston : Impact Media Comercial S.A., 1988-$gTomo 88 Número 6 - 2010, p. 86-92 |