000			03784nam a2200565 i 4500
001			11102301
003			CaPaEBR
005			20241023114841.0
006			m eo d
007			cr cn |||m|||a
008			151125s2016 nyu foab 001 0 eng d
020			_a9781631573682 _qe-book
035			_a(OCoLC)922702309
035			_a(CaBNVSL)swl00405842
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050		4	_aHD41
100	1		_aMarburger, Daniel R., _eauthor.
245	1	0	_aHow strong is your firm's competitive advantage? / _cDaniel Marburger.
250			_aSecond edition.
264		1	_aNew York, New York (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c[(c)2016.]
300			_a1 online resource (xi, 144 pages)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aEconomics collection, _x2163-7628
504			_aIncludes bibliographical references (pages 131-140) and index.
505	0		_aPart I. If you could choose any price, what would it be? Fundamentals for the single price firm -- _t1. Economics and the business manager: what is economics all about? -- _t2. The shareholders want their profits, and they want them now: short-run profit maximization for the firm -- _tPart II. What does five forces model say about your firm? -- _t3. Warning: cheaper substitutes are hazardous to your profits -- _t4. We could make more money if our competitors would just go away -- _t5. Is my supplier holding five aces? The bargaining power of suppliers -- _t6. When the buyer holds six aces: the bargaining power of buyers -- _t7. How to keep firms from beating each other up -- _tAppendix I. How strong is your firm's competitive advantage? Summary of factors and strategies -- _tAppendix II. Relevant published case studies -- _tNotes -- _tReferences -- _tIndex.
506			_aAccess restricted to authorized users and institutions.
520	3		_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, it's 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 one's 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.
530			_a2 _ub
530			_aAlso available in printing.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aTitle from PDF title page (viewed on November 25, 2015).
650		0	_aCompetition.
650		0	_aMarket share.
653			_aPorter's Five Forces
653			_abargaining power
653			_amarket power
653			_amarket barriers
653			_aproduct differentiation
653			_aproduct substitution
653			_aswitching costs
655		0	_a[genre]
776	0	8	_iPrint version: _z9781631573675
830		0	_aEconomics collection. _x2163-7628
856	4	0	_uhttps://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000424.html
942			_2lcc _bCIU _cOB _eBEP _QOL _zBEP11102301
999			_c73824 _d73824
902			_c1 _dCynthia Snell