000			03630cam a2200265Mi 4500
001			Rebiun32658600
008			121022s2004 at 000 0 eng d
020			_a9780743260879
040			_cTBS
041			_aeng
050			_a HD41 _b.P668 2004
100			_aPorter, Michael E. _d1947- _923689 _eauthor
245	1	0	_aCompetitive advantage _b: creating and sustaining superior performance _c/ Michael E. Porter
250			_aFirst Free Press export edition.
260			_aNew York, NY : _bFree Press, _c2004
300			_axxiv, 557 pages : _billustrations, charts, graphs (black and white) ; _c24 cm.
500			_aOriginally published: New York : Free Press ; London : Collier Macmillan, c1985.
504			_aIncludes bibliographical references and index.
505			_a1. Competitive strategy : the core concepts — pt. 1. Principles of competitive advantage — 2. The value chain and competitive advantage — 3. Cost advantage — 4. Differentiation — 5. Technology and competitive advantage — 6. Competitor selection — pt. 2. Competitive scope within an industry — 7. Industry segmentation and competitive advantage — 8. Substitution — pt. 3. Corporate strategy and competitive advantage — 9. Interrelationships among business units — 10. Horizontal strategy — 11. Achieving interrelationships — 12. Complementary products and competitive advantage — pt. 4. Implications for offensive and defensive competitive strategy — 13. Industry scenarios and competitive strategy under uncertainty — 14. Defensive strategy — 15. Attacking an industry leader.
520			_aThe essential complement to the path-breaking book Competitive Strategy, Michael E. Porter's Competitive Advantage explores the underpinnings of competitive advantage in the individual firm. With over 30 printings in English and translated into thirteen languages, this second volume in Porter's landmark trilogy describes how a firm actually gains an advantage over its rivals. Competitive Advantage introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into "activities," or the discrete functions or processes that represent the elemental building blocks of competitive advantage. Now an essential part of international business thinking, Competitive Advantage takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. Competitive Advantage also provides for the first time the tools to strategically segment an industry and rigorously assess the competitive logic of diversification. That the phrases "competitive advantage" and "sustainable competitive advantage" have become commonplace is testimony to the power of Porter's ideas. Competitive Advantage has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.
526			_aM1 Strategic Management
650		4	_aCompetition
650		4	_aIndustrial management
942			_2lcc
999			_c411 _d411