Competitive advantage

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  • Brands help to build sustained relationships with the consumers. Strong brands lend endurance and permanence to an organization and protect it from the market turbulence and uncertainties. Given its strategic role, the selected chapters examine and develop a critical understanding of the processes involved in building and managing brands for gaining long-term sustainable competitive advantage. The book provides an insight into the world of sustainable and competitive branding through thirteen chapters divided into four sections.

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  • Business as War Battling for Competitive Advantage Fair warning: This book is meant to be dangerous. Provocative. Arresting. Like a brick thrown through the plate-glass window of the CEO’s office, the meeting room of the board of directors, or the faculty club of the business school that hits you up all the time for alumni contributions. I argue that today’s competitive environment for the business leaders is sufficiently hazardous and uncertain that you are better off thinking of it not as business but as war....

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  • Chapter 7 - Strategies for competing in international markets. In this chapter, the following content will be discussed: Why companies expand into foreign markets, factors that shape strategy choices in foreign markets, the concepts of multicountry competition and global competition, strategy options for entering and competing in foreign markets, the quest for competitive advantage in foreign markets, strategies to compete in the markets of emerging countries.

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  • Chapter 8 - Corporate strategy: Diversification and the multibusiness company. After studying this chapter, you should be able to: Understand when and how business diversification can enhance shareholder value, gain an understanding of how related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage, become aware of the merits and risks of corporate strategies keyed to unrelated diversification,...

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  • Lecture Principles of Marketing - Chapter 18: Creating competitive advantage include all of the following contents: Competitor analysis, competitive strategies, balancing customer and competitor orientations. Inviting you refer.

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  • In this chapter students will be able to: Understand the role of business strategies in moving a company in the intended direction, growing its business, and improving its financial and market performance; develop an awareness of the four most reliablestrategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage; learn that business strategies evolve over time because of changing circumstances and ongoing management efforts to improve the company’s strategy.

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  • Lecture Human resource management (5/e) - Chapter 1: Gaining a competitive advantage. This chapter discusses the role of the Human Resource Management (HRM) function in the corporate effort to gain a competitive advantage. The section first discusses the roles and skills that a human resource management department and/or managers need for any company to be competitive.

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  • Chapter 5 "Business-level strategy: Creating and sustaining competitive advantages". After studying this chapter, you should have a good understanding of: The central role of competitive advantage in the study of strategic management, and the three generic strategies: overall cost leadership, differentiation, and focus; how the successful attainment of generic strategies can improve a firm's relative power vis-à-vis the five forces that determine an industry's average profitability.

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  • Chapter 1: What is strategy and why is it important? In this chapter students will be able to: Understand the role of business strategies in moving a company in the intended direction, growing its business, and improving its financial and market performance; develop an awareness of the four most reliablestrategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage.

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  • Chapter 6: Beyond competitive strategy: Other important strategy choices. This chapter includes contents: Strategic alliances and collaborative partnerships, merger and acquisition strategies, vertical integration strategies, outsourcing strategies, using offensive strategies to secure competitive advantage, using defensive strategies to protect the company’s position, strategies for using the internet as a distribution channel, choosing appropriate functional-area strategies, first-mover advantages and disadvantages.

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  • Chapter 7: Competing in foreign markets. This chapter includes contents: Why companies expand into foreign markets; cross-country differences in cultural, demographic, and market conditions; the concepts of multi-country competition and global competition; strategy options for entering and competing in foreign markets; the quest for competitive advantage in foreign markets; profit sanctuaries, cross-market subsidization, and global strategic offensives; strategic alliances and joint ventures with foreign partners; competing in emerging foreign markets.

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  • (BQ) Part 1 book "Strategic management and competitive advantage" has contents: What is strategy and the strategic management process; evaluating a firm’s external environment, evaluating a firm’s internal capabilities, cost leadership, product differentiation.

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  • (BQ) Part 2 book "Strategic management and competitive advantage" has contents: Vertical integration, corporate diversification, organizing to implement corporate diversification, strategic alliances, mergers and acquisitions, international strategies.

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  • Fair warning: This book is meant to be dangerous. Provocative. Arresting. Like a brick thrown through the plate-glass window of the CEO’s office, the meeting room of the board of directors, or the faculty club of the business school that hits you up all the time for alumni contributions. I argue that today’s competitive environment for the business leaders is sufficiently hazardous and uncertain that you are better off thinking of it not as business but as war.

    pdf257p greengrass304 17-09-2012 46 19   Download

  • Bài giảng Chapter 1: Strategic Management and Strategic Competitiveness với các vấn đề chính như: Strategic Competitiveness; Sustained Competitive Advantage; Above-Average Returns;... Hy vọng tài liệu là nguồn thông tin hữu ích cho quá trình học tập và nghiên cứu của các bạn.

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  • Chapter 3 - Evaluating a company’s external environment. After studying this chapter you will be able to: To gain command of the basic concepts and analytical tools widely used to diagnose a company’s industry and competitive conditions; To become adept in recognizing the factors that cause competition in an industry to be fierce, more or less normal, or relatively weak; To learn how to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability.

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  • Chapter 4 - Evaluating a company’s resources, capabilities, and competitiveness. In this chapter, we will address the following questions: How well is the company’s present strategy working? What are the company’s resource strengths and weaknesses and its external opportunities and threats? Are the company’s prices and costs competitive? Is the company competitively stronger or weaker than key rivals? What strategic issues and problems merit front-burner managerial attention?

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  • Chapter 5 - The five generic competitive strategies: Which one to employ? This chapter includes contents: The five competitive strategies, low-cost provider strategies, broad differentiation strategies, best-cost provider strategies, focused (or market niche) strategies, the contrasting features of the five generic competitive strategies: a summary.

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  • Chapter 6 - Strengthening a company’s competitive position: Strategic moves, timing, and scope of operations. After studying this chapter, you should be able to: Learn whether and when to pursue offensive or defensive strategic moves to improve a company's market position, recognize when being a first mover or a fast follower or a late mover is most advantageous, become aware of the strategic benefits and risks of expanding a company's horizontal scope through mergers and acquisitions,...

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  • Chapter 10 - Building an organization capable of good strategy execution. After studying this chapter you will be able to: Gain command of what managers must do to promote successful strategy execution, understand why good strategy execution requires astute managerial actions to build core competencies and competitive capabilities, learn what issues to consider in organizing the work effort and why strategy-critical activities should be the main building blocks of the organizational structure,...

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