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(揭开竞争的面纱)COMPETITION DEMYSTIFIED

(揭开竞争的面纱)COMPETITION DEMYSTIFIED

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作者: Bruce Greenwald 著

出版社: Oversea Publishing House

出版时间: 2005-12

版次: 1

ISBN: 9781591840572

定价: 67.00

装帧: 精装

开本: 其他

纸张: 胶版纸

页数: 399页

分类: 外文古旧书>英文书>管理

4人买过

Since 1980, Michael Porter’s classic Competitive Strategy has provided the methodology that most big companies use for strategic analysis. But now, distinguished Columbia Business School professor Bruce Greenwald offers a bold new theory of competition—a theory that is far simpler than Porter’s and much easier for strategic planners to apply in the real world.

  Porter identified a complex five-force model for studying competition in any market. But Greenwald argues that there is only one essential factor in determining competitive advantages: how easy it is for competitors to enter or expand in a given market. If a company can erect strong barriers to entry—through customer captivity, lower production costs, or economies of scale—it can manage these advantages, anticipate competitors’ moves, or achieve stability through bargaining and cooperation.

  Greenwald draws on game theory to explain what you should do if barriers to entry are strong, weak, or nonexistent. He covers a wide range of examples, from retail to telecommunications to auction houses. And his lessons can be applied whether your business is dominated by a single huge player, a handful of roughly equal players, or no one at all.

  Competition Demystified will give executives and strategic planners an indispensable new way to exploit competitive advantage and achieve exceptional profits. It is destined to become a management classic. REFACE

1  STRATEGY, MARKETS, AND COMPETITION

2　COMPETITIVE ADVANTAGES I

　Supply and Demand

3　COMPETITIVE  ADVANTAGES  II

　Economies of Scale and Strategy

4  ASSESSING  COMPETITIVE  ADVANTAGES

5　BIG WHERE IT COUNTS

　Wal-Mart, Coors, and Local Economies of Scale

6　NICHE ADVANTAGES AND THE  DILEMMA  OF GROWTH

　Compaq and Apple in the Personal Computer Industry

7　PRODUCTION  ADVANTAGES  LOST

　Compact Discs, Data Switches, and Toasters

8　GAMES  COMPANIES  PLAY

　A Structured Approach to Competitive Strategy

　　Part I: The Prisoner's Dilemma Game

9　UNCIVIL  COLA WARS

　Coke and Pepsi Confront the Prisoner's Dilemma

10 INTO THE HENHOUSE

  Fox Becomes a Network

11 GAMES COMPANIES PLAY

  A Structured Approach to Competitive Strategy

　 Part Ih Entry/Preemption Games

12  FEAR OF NOT FLYING

　Kiwi Enters the Airline Industry

13 NO INSTANT GRATIFICATION

　Kodak Takes On Polaroid

14 COOPERATION WITHOUT INCARCERATION

　Bigger Pies, Fairly Divided

1S COOPERATION

　The Dos and Don'ts

16 VALUATION FROM A STRATEGIC PERSPECTIVE

　Improving Investment Decisions

17  CORPORATE DEVELOPMENT AND STRATEGY

  Mergers and Acquisitions, New Ventures, and Brand Extensions

18 THE LEVEL PLAYING FIELD

　Flourishing in a Competitive Environment

APPENDIX

Methods for Measuring Return on Resources or Investments

NOTES

INDEX
内容简介:
Since 1980, Michael Porter’s classic Competitive Strategy has provided the methodology that most big companies use for strategic analysis. But now, distinguished Columbia Business School professor Bruce Greenwald offers a bold new theory of competition—a theory that is far simpler than Porter’s and much easier for strategic planners to apply in the real world.

  Porter identified a complex five-force model for studying competition in any market. But Greenwald argues that there is only one essential factor in determining competitive advantages: how easy it is for competitors to enter or expand in a given market. If a company can erect strong barriers to entry—through customer captivity, lower production costs, or economies of scale—it can manage these advantages, anticipate competitors’ moves, or achieve stability through bargaining and cooperation.

  Greenwald draws on game theory to explain what you should do if barriers to entry are strong, weak, or nonexistent. He covers a wide range of examples, from retail to telecommunications to auction houses. And his lessons can be applied whether your business is dominated by a single huge player, a handful of roughly equal players, or no one at all.

  Competition Demystified will give executives and strategic planners an indispensable new way to exploit competitive advantage and achieve exceptional profits. It is destined to become a management classic.
目录:
REFACE

1  STRATEGY, MARKETS, AND COMPETITION

2　COMPETITIVE ADVANTAGES I

　Supply and Demand

3　COMPETITIVE  ADVANTAGES  II

　Economies of Scale and Strategy

4  ASSESSING  COMPETITIVE  ADVANTAGES

5　BIG WHERE IT COUNTS

　Wal-Mart, Coors, and Local Economies of Scale

6　NICHE ADVANTAGES AND THE  DILEMMA  OF GROWTH

　Compaq and Apple in the Personal Computer Industry

7　PRODUCTION  ADVANTAGES  LOST

　Compact Discs, Data Switches, and Toasters

8　GAMES  COMPANIES  PLAY

　A Structured Approach to Competitive Strategy

　　Part I: The Prisoner's Dilemma Game

9　UNCIVIL  COLA WARS

　Coke and Pepsi Confront the Prisoner's Dilemma

10 INTO THE HENHOUSE

  Fox Becomes a Network

11 GAMES COMPANIES PLAY

  A Structured Approach to Competitive Strategy

　 Part Ih Entry/Preemption Games

12  FEAR OF NOT FLYING

　Kiwi Enters the Airline Industry

13 NO INSTANT GRATIFICATION

　Kodak Takes On Polaroid

14 COOPERATION WITHOUT INCARCERATION

　Bigger Pies, Fairly Divided

1S COOPERATION

　The Dos and Don'ts

16 VALUATION FROM A STRATEGIC PERSPECTIVE

　Improving Investment Decisions

17  CORPORATE DEVELOPMENT AND STRATEGY

  Mergers and Acquisitions, New Ventures, and Brand Extensions

18 THE LEVEL PLAYING FIELD

　Flourishing in a Competitive Environment

APPENDIX

Methods for Measuring Return on Resources or Investments

NOTES

INDEX

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