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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  • (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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  • 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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  • 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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  • This paper targets to clarify various aspects of the matter and to provide answers to the following questions: What are competitive advantageous producing sectors and the exploitation of inventions in competitive advantageous producing sectors? Which is the actual status of activities of exploitation of inventions in competitive advantageous producing sectors?

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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 48 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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  • (BQ)Part 1 book "Modern competitive strategy" has contents: What is strategy, industry analysis, competitive advantage; strategy over time - growth and innovation, strategic planning, strategy execution.

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  • After studying chapter 1, you will be able to: Summarize the major challenges of managing in the new competitive landscape, describe the sources of competitive advantage for a company, explain how the functions of management are evolving in today's business environment, compare how the nature of management varies at different organizational levels, define the skills you need to be an effective manager, understand the principles that will help you manage your career.

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  • Chapter 5: The five generic competitive strategies? In this chapter you will learn: Five competitive strategies, low-cost provider strategies, 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 1 - Strategic management and strategic competitiveness. Studying this chapter should provide you with the strategic management knowledge needed to: Define strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process; describe the 21st-century competitive landscape and explain how globalization and technological changes shape it; use the industrial organization (I/O) model to explain how firms can earn above-average returns;...

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  • Chapter 3: Evaluating a company's external environment. The goals of this chapter are: Become aware of factors in a company’s broad macro-environment that may have strategic significance, gain command of the basic concepts and analytical tools widely used to diagnose the competitive conditions in a company’s industry, become adept at mapping the market positions of key groups of industry rivals.

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  • Chapter 4: Evaluating a company's resources and competitive position. The objectives of this chapter are to: Learn how to assess how well a company’s strategy is working, understand why a company’s resources and capabilities are central to its strategic approach and how to evaluate their potential for giving the company a competitive edge over rivals, discover how to assess the company’s strengths and weaknesses in light of market opportunities and external threats.

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  • Chapter 11: Building resource strengths and organizational capabilities. This chapter includes contents: A framework for executing strategy, the principal managerial components of the strategy execution process, building a capable organization, staffing the organization, building core competencies and competitive capabilities, matching organization structure to strategy, organizational Structures of the future.

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  • After completing this chapter, students will be able to: Explain international strategy and competencies and international competitive advantage; describe the steps in the global strategic planning process; explain the purpose of mission statements, objectives, goals, and strategies;…

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  • This book moves to the next stage, to focus on the people-the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act-in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage.

    pdf392p kimtuyen 25-11-2009 184 113   Download

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