The Five competitive forces that shape strategy

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<dc:creator>Porter, Michael E.</dc:creator>
<dc:date>2008-01-01</dc:date>
<dc:description xml:lang="es">It 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</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/61233.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:subject xml:lang="es">Competitividad</dc:subject>
<dc:subject xml:lang="es">Innovación empresarial</dc:subject>
<dc:subject xml:lang="es">Ventaja competitiva</dc:subject>
<dc:subject xml:lang="es">Management</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">The Five competitive forces that shape strategy</dc:title>
<dc:title xml:lang="es">Título: Harvard Business Review</dc:title>
<dc:relation xml:lang="es">En: Harvard Business Review. - Boston. - Vol. 86, nº 1, January 2008; p. 79-93</dc:relation>
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