LEADER 02402nam 2200565 a 450 001 9910480398803321 005 20170815160221.0 010 $a1-281-98601-1 010 $a9786611986018 010 $a90-485-0998-X 035 $a(CKB)1000000000579512 035 $a(EBL)419963 035 $a(OCoLC)437106864 035 $a(SSID)ssj0000312677 035 $a(PQKBManifestationID)12069720 035 $a(PQKBTitleCode)TC0000312677 035 $a(PQKBWorkID)10332155 035 $a(PQKB)10900662 035 $a(MiAaPQ)EBC419963 035 $a(EXLCZ)991000000000579512 100 $a20091014d2006 uy 0 101 0 $adut 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aVernieuwend kijken, kijkend vernieuwen$b[electronic resource] /$fPaul Fockens 210 $aAmsterdam $cVossiuspers UvA$d2006 215 $a1 online resource (21 p.) 225 1 $aVOR Geneeskunde 300 $aDescription based upon print version of record. 311 $a90-5629-459-8 327 $aIntroductie; Ontwikkeling van de flexibele endoscoop; Innoveren; Darmkanker; Palliatie van verstoppingen; NOTES (Natural Orifice Translumenal Endoscopic Surgery); AMC en endoscopisch onderzoek; Conclusie; Dankwoord 330 $aIn het tweede deel van deze dubbeloratie gaat Paul Fockens in op de toekomst van de gastrointestinale endoscopic. 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Maar na bijna vijftig jaar is het tijd voor zogeheten 'disruptive innovations', waarmee de diagnostick voor het grootste deel anders zal wor 410 0$aVOR Geneeskunde 606 $aEndoscopy 606 $aGastrointestinal system$xEndoscopic surgery 608 $aElectronic books. 615 0$aEndoscopy. 615 0$aGastrointestinal system$xEndoscopic surgery. 676 $a617.5 676 $a617.5/230597 700 $aFockens$b Paul$0904406 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910480398803321 996 $aVernieuwend kijken, kijkend vernieuwen$92022183 997 $aUNINA LEADER 03948nam 2200745 a 450 001 9910462730303321 005 20130105142029.0 010 $a1-60649-402-3 024 7 $a10.4128/9781606494028 035 $a(CKB)2670000000315942 035 $a(EBL)1048424 035 $a(OCoLC)823388279 035 $a(SSID)ssj0000852967 035 $a(PQKBManifestationID)12368428 035 $a(PQKBTitleCode)TC0000852967 035 $a(PQKBWorkID)10864472 035 $a(PQKB)11128877 035 $a(OCoLC)823394017 035 $a(CaBNVSL)swl00401916 035 $a(MiAaPQ)EBC1048424 035 $a(Au-PeEL)EBL1048424 035 $a(CaPaEBR)ebr10642439 035 $a(EXLCZ)992670000000315942 100 $a20130105d2012 fy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aBusiness models and strategic management$b[electronic resource] $ea new integration /$fFrancine Newth 205 $a1st ed. 210 $a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) $cBusiness Expert Press$d2012 215 $a1 online resource (188 p.) 225 1 $aStrategic management collection,$x2150-9646 300 $aPart of: 2012 digital library. 311 $a1-60649-401-5 320 $aIncludes bibliographical references and index. 327 $aList of figures -- Acknowledgments -- Introduction -- Module 1. What is a business model? -- Module 2. Business model and financial management -- Module 3. Business model and strategic direction -- Module 4. Business model and competitive advantage -- Module 5. Business model and strategy -- Module 6. Business model and innovation -- Module 7. Business model agenda -- Appendices -- Notes -- References -- Index. 330 3 $aDo you manage to your business model? The purpose of this book is to provide the reader with the insights to strategically manage from a business model perspective. What does that mean? It means that managers have to first think rigorously about their value proposition, their current or future competencies, and their revenue streams and cost structure before developing, adopting, or modifying their strategies. What is the difference between a business model and a strategy? A business model is how a company operates and a strategy is how a company competes. When the basis of competition changes because a new model disrupts the economics in the industry (e.g., publishing and book retailing) it requires an adjustment in business models before any new strategy can work. This book adds a business model level to the traditional strategic management process to be more consistent with current "real-world" practices in strategic thinking and analysis. It takes the reader deeper into the intricacies of what constitutes a business model and how current strategy is derived from it. It is based on the premise that effective strategies cannot be formulated without understanding the fundamental elements of a business model. 410 0$a2012 digital library. 410 0$aStrategic management collection.$x2150-9646 606 $aIndustrial management 606 $aStrategic planning 608 $aElectronic books. 610 $abusiness models 610 $acapabilities and competencies 610 $acompetitive advantage 610 $arevenue streams 610 $astrategic direction 610 $astrategy 610 $avalue creation for the business model-centric organization 610 $avalue proposition 610 $abusiness model innovation 610 $abusiness model agenda 615 0$aIndustrial management. 615 0$aStrategic planning. 676 $a658.4012 700 $aNewth$b Francine$0865793 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910462730303321 996 $aBusiness models and strategic management$91932126 997 $aUNINA LEADER 00732nam a2200229 i 4500 001 991004363731107536 005 20250130110822.0 008 250130s1970 fr er 001 0 fre d 040 $aBibl. Dip.le Aggr. Studi Umanistici - Sez. Filosofia$bita$cSocioculturale Scs 041 0 $afre 082 04$a149.96$223 100 1 $aMillet, Louis$0185931 245 13$aLe structuralisme /$cLuis Millet et Madeleine Varin D'Ainvelle 260 $aParis :$bEditions universitaires,$c1970 300 $a135 p. ;$c20 cm 490 1 $aPsychothèque ;$v5 650 4$aStrutturalismo 700 1 $aVarin D'Ainville, Madeleine 830 0$aPsychothèque ;$v5 912 $a991004363731107536 996 $aStructuralisme$94311022 997 $aUNISALENTO