000			02060nam a2200361M 4500
005			20250919184853.0
008			130819s2012 nyua i 000 0 eng d
020			_a9781606493793 _cRM99.01
020			_a9781606493809
020			_a1606493809
039		9	_a201311041225 _bbaiti _c201310221452 _drahah _y08-19-2013 _zrahah
040			_aDKDLA _bdan _cDKDLA _dOCLCO _dOCLCQ _dUKM
090			_aHD41.M377
090			_aHD41 _b.M377
100	1		_aMarburger, Daniel.
245	1	0	_aHow strong is your firm's competitive advantage?.
260			_aNew York : _bBusiness Expert, _c2012.
300			_axi, 140 p ; _b.ill : _c23cm
490	1		_aThe economics collection
520	8		_aPerhaps the most confounding characteristic of the competitive marketplace is that everyone wants a piece of the action. If a firm successfully enters a new market, creates a new product, or designs new innovations for an existing product, its just a matter of time before competitors follow suit. And the influx of competition inevitably places downward pressure on both price and profitability. But the speed at which competitors invade ones market is not the same in all industries; some are more resistant to the forces of competition than others. In 1979, Harvard economist Michael Porter theorized his Five Forces Model (updated in 2008). The Five Forces Model identifies the characteristics that can help insulate a firm from competitive forces. For the firm that seeks to put together a business plan, or for the firm that is considering opportunities for diversification, an understanding of the Five Forces Model is essential.
650		0	_aStrategic planning.
650		0	_aCompetition.
650		4	_aVirksomhedens konkurrenceevne.
650		4	_aErhvervs{uBBEE}omi.
830		0	_aThe economics collection
907			_a.b15704300 _b2019-11-12 _c2019-11-12
942			_c01 _n0 _kHD41.M377
914			_avtls003537455
990			_abaiti
991			_aFakulti Ekonomi & Pengurusan
998			_at _b2013-06-08 _cm _da _feng _gnyu _y0 _z.b15704300
999			_c682014 _d682014