LEADER 03945nam 2200733 a 450 001 9910531896403321 005 20121128164759.0 010 $a1-283-89509-9 010 $a1-60649-380-9 024 7 $a10.4128/9781606493809 035 $a(CKB)2670000000299726 035 $a(EBL)1048428 035 $a(OCoLC)823378951 035 $a(SSID)ssj0000818484 035 $a(PQKBManifestationID)12343261 035 $a(PQKBTitleCode)TC0000818484 035 $a(PQKBWorkID)10841868 035 $a(PQKB)11746833 035 $a(OCoLC)819661955 035 $a(CaBNVSL)swl00401692 035 $a(MiAaPQ)EBC1048428 035 $a(Au-PeEL)EBL1048428 035 $a(CaPaEBR)ebr10629388 035 $a(CaONFJC)MIL420759 035 $a(EXLCZ)992670000000299726 100 $a20121128d2012 fy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aHow strong is your firm's competitive advantage?$b[electronic resource] /$fDaniel Marburger 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 (156 p.) 225 1 $aEconomics collection,$x2163-7628 300 $aPart of: 2012 digital library. 311 $a1-60649-379-5 320 $aIncludes bibliographical references (p. 131-136) and index. 327 $aPart I. If you could choose any price, what would it be? Fundamentals for the single price firm -- 1. Economics and the business manager: what is economics all about? -- 2. The shareholders want their profits, and they want them now: short-run profit maximization for the firm -- Part II. What does five forces model say about your firm? -- 3. Warning: cheaper substitutes are hazardous to your profits -- 4. We could make more money if our competitors would just go away -- 5. Is my supplier holding five aces? The bargaining power of suppliers -- 6. When the buyer holds six aces: the bargaining power of buyers -- 7. How to keep firms from beating each other up -- Appendix I. How strong is your firm's competitive advantage? Summary of factors and strategies -- Appendix II. Relevant published case studies -- References -- Index. 330 3 $aPerhaps the most confounding characteristic of the competitive marketplace is that everyone wants a piece of the action. If a firm successfully enters a new market, creates a new product, or designs new innovations for an existing product, it's just a matter of time before competitors follow suit. And the influx of competition inevitably places downward pressure on both price and profitability. But the speed at which competitors invade one's market is not the same in all industries; some are more resistant to the forces of competition than others. In 1979, Harvard economist Michael Porter theorized his Five Forces Model (updated in 2008). The Five Forces Model identifies the characteristics that can help insulate a firm from competitive forces. For the firm that seeks to put together a business plan, or for the firm that is considering opportunities for diversification, an understanding of the Five Forces Model is essential. 410 0$a2012 digital library. 410 0$aEconomics collection.$x2163-7628 606 $aCompetition 606 $aMarket share 608 $aElectronic books. 610 $aPorter's Five Forces 610 $abargaining power 610 $amarket power 610 $amarket barriers 610 $aproduct differentiation 610 $aproduct substitution 610 $aswitching costs 615 0$aCompetition. 615 0$aMarket share. 676 $a338.6048 700 $aMarburger$b Daniel R$0902114 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910531896403321 996 $aHow strong is your firm's competitive advantage$92639731 997 $aUNINA