000 03909nam a2200601 i 4500
001 10629388
003 CaPaEBR
005 20241023114828.0
006 m eo d
007 cr cn |||m|||a
008 121128s2012 nyu foab 001 0 eng d
020 _a9781606493809
_qelectronic bk.
024 7 _a10.4128/9781606493809
_2doi
035 _a(OCoLC)819661955
035 _a(CaBNVSL)swl00401692
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 _a1st ed.
264 1 _a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) :
_bBusiness Expert Press,
_c[(c)2012.]
300 _a1 electronic text (xi, 140 pages) :
_bdigital file.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _adata file
_2rda
490 1 _aEconomics collection,
_x2163-7628
500 _aPart of: 2012 digital library.
504 _aIncludes bibliographical references (pages 131-136) 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 --
_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 t.p. (viewed on November 28, 2012).
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:
_z9781606493793
830 0 _a2012 digital library.
830 0 _aEconomics collection.
_x2163-7628
856 4 0 _uhttps://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000150.html
942 _2lcc
_bCIU
_cOB
_eBEP
_QOL
_zBEP10629388
999 _c73825
_d73825
902 _c1
_dCynthia Snell