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Barnes And Noble Nook User Manual Pdf Download
Please try again.Please try again.Please try again. Please try your request again later. The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. But while everyone in business may know Porter’s name, many managers misunderstand and misuse his concepts. Understanding Michael Porter sets the record straight, providing the first concise, accessible summary of Porter’s revolutionary thinking. Written with Porter’s full cooperation by Joan Magretta, his former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter’s ideas.Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. This is a distillation, but it never feels sparse, with ample time for the reader to learn a concept and sufficient reinforcement of the ideas as you are guided through the Porter oeuvre.She was a Bain partner and strategy editor of the Harvard Business Review. Full content visible, double tap to read brief content. Videos Help others learn more about this product by uploading a video. Upload video To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzes reviews to verify trustworthiness. Please try again later. Grouchy Smurf 5.0 out of 5 stars As a professor of strategy who has been teaching Porter's ideas to executives and students for more than 10 years, I enjoyed the book, even though I have read Porter's books and articles themselves. The book can be thought of as a more detailed yet accessible versions of two of his seminal articles, The Five Forces That Shape Competitive Strategy and What is Strategy.
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If you have not read any of Porter's work before, this book is probably the best vehicle to get introduced to his ideas, and you will gain valuable insights. Even if you have read the above articles however, the book will still be useful, because Ms. Magretta updates the examples, integrates material from other works by Porter and makes the material more accessible without watering it down. The last chapter on Continuity is quite fresh for example. The case study examples have been updated, which was important for me. The discussion of how the desire to grow detracts from strategy is especially insightful and eye-opening. Finally, Ms. Magretta presents a list of additional readings case studies for those who are interested in pursuing the material further. In short, there is enough material to satisfy even avid readers of Porter's ideas. One could of course point to some weaknesses as well. The strategy field has advanced quite a lot since Porter's ideas have been presented, and a full understanding of his concepts and views requires relating them to alternative views of strategy. For example, his 1996 article, What is Strategy, was written partly as a defense of his views vis-a-vis some of the alternative views. Furthermore, Porter's ideas are controversial and not universally accepted. Finally, one could argue that examples were picked conveniently to support Porter's views. However, these are more critiques of Professor Porter's views, rather than of the book itself. One word of caution: Porter's ideas are wide-ranging. He has written about diverse topics such as competitive advantage of nations, clusters and global strategy and health care. Those are not in this book. This book focuses on his ideas on the field of business strategy, which is where he made his biggest mark. The book will be most relevant and useful for practicing managers, especially senior managers or those who are part of the strategy formation process in their organizations.
However, the general reader can also gain valuable insights. As someone who teaches and studies business strategy, I highly recommend this book.I have been teaching strategic thinking at the Wharton School of Business as a guest lecturer for more than 15 years and I found this book truly valuable.Magretta summarizes Porter's work into an easy and clear book to read. I have researched on Porter's concepts but found this book to have the most material on his theories.I’ve taken other strategy and organizational development courses that taught some of these concepts. This is any easy read that ties together complex concepts in an easy to understand method. I enjoyed this book. I was challenged to think analytically from different perspectives, which I enjoyed.I must say I could not put it down. For those of us who need an overview of a subject before we dive into the Porter books themselves, this is a great read. For those readers just looking for a summary of Porter's books, this works equally as well. I think this book did Michael Porter the biggest favor of all - it allowed non economics or business majors to understand the importance of strategy. I liked it so much I wrote a blog about it to all my clients. Congratulations to the author.The author did a great job distilling the core concepts and making them immediately applicable. Something to learn on every page. The examples are dated, but still understandable. I loved it.Micheal Porter defines strategy as a ways to balance your companies DNA to become the most profitable in your chosen market (as measured by return on invested capital). I wanted to get a better understanding of Michael Porter's views on strategy and so I bought Joan Magretta's book to read on a recent business trip. Though I needed to read the book twice in order to get a full understanding, the read was worth it.
I read this one and it kept my attention, hit the core of Porter’s frameworks and used a lot of supplemental material from Porter to fill in gaps. Had a nice flow and writing style is good. Porter’s work stands the test of time for business strategy. If you want a good distillation of Porter’s timeless principles it’s worth’s a read.Since then, he has become the established view and other experts have tried to make their names by misrepresenting his work and arguing against these misrepresentations. What's covered in the book will be taught in every business school and it certainly was in my MBA studies although, by then, I'd read the original books. This book summarises his main ideas in a very easy to read format that avoids much of the detail that made the original books a chore for all but the most interested or dedicated. It helps to answer the big question of why consistent profit performance varies across industries and within industries. His five forces model explains how some industries find their profits competed away by companies they buy from or sell to, by substitute products that achieve the same goals, by new entrants who appear at the first sign of excess profits or by competitive rivalry that forces down prices and forces up costs to serve. His work on competitive advantage through the value chain analyses how firms can achieve cost advantages or differentiation so that profitability between companies within an industry varies from the strongest to the weakest. It also includes a 20 plus page interview between the author and Michael Porter. There is no substitute for going back to his original works that still stand up remarkably well except for outdated examples. However those books are demanding to read and this makes the ideas much more approachable. It's an excellent summary for an MBA student or a senior manager in a good sized business who gets involved in strategic planning sessions.
It's also a good refresher for anyone who has formally studied strategy. I'm less ready to endorse it for entrepreneurs and small business owners. If that's you, then I think you need both a wider context and a deeper understanding of what's involved in finding a niche and differentiating the business from competitors. One option is to go and hire an expert but I'd like to be able to point you towards a book first so that you can properly engage in any debate. At the moment, I can't think of one which is frustrating. About my book reviews - I aim to be a tough reviewer because the main cost of a book is not the money to buy it but the time needed to read it and absorb the key messages. 4 stars means this is a good to very good book. Paul Simister, a business coach who helps business owners who are stuck, get unstuck.It describes and evidences what he meant, and didn't mean. Key contributions include the review of the five forces model, and Porter's five criteria for good strategy. There is also a transcript of an interview in which Porter reflection his own work and answers questions on how it should be applied in different circumstances. The book concludes with a useful glossary of some of the key terms and concepts underpinning Porter's work.This leads to a number of misconceptions about porters work, chief among these is the misconception of it being a static analysis framework. Joan Magretta aims to correct these misconceptions in a easily digestible mannerThis book is highly recommended before you start reading On Competition, Competitiveness of Nation etc. It's a really good and helpful book. Thank you Joan!Page 1 of 1 Start over Page 1 of 1 Previous page Next page. See quantity pricing The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter's frameworks are the foundation.
Written with Porter's full cooperation by Joan Magretta, his former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter's ideas. Magretta uses her wide business experience to translate Porter's powerful insights into practice and to correct the most common misconceptions about them--for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers. Eminently readable, this book will enable every manager in your organization to grasp Porter's ideas--and swiftly deploy them to drive your company's success. Harvard Business Publishing is an affiliate of Harvard Business School. Groups Discussions Quotes Ask the Author The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. Understanding Michael Porter sets The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. Written with Porter’s full cooperation by Joan Magretta, his former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter’s ideas. Magretta uses her wide business experience to translate Porter’s powerful insights into practice and to correct the most common misconceptions about them—for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers.
Eminently readable, this book will enable every manager in your organization to grasp Porter’s ideas—and swiftly deploy them to drive your company’s success. To see what your friends thought of this book,You can start with On Competition, Updated and Expanded Edition, a dense masterwork. Or you can capture the essence of three decades of research in this essential guide to competition and strategy. Written by a long-time collaborator at the Harvard Business School, Understanding Michael Porter is divided into two parts: What You can start with On Competition, Updated and Expanded Edition, a dense masterwork. Written by a long-time collaborator at the Harvard Business School, Understanding Michael Porter is divided into two parts: What is Competition.After all, if there were no competition, there would be no need for strategy. Competitive advantage is not about trouncing rivals, it's about creating superior value. It means that compared with rivals, you operate at a lower cost, command a premium price, or both. These are the only ways one company can outperform another. Competitive advantage is about superior performance. Strategy means deliberately choosing a different set of activities to deliver a unique mix of value. Understanding Michael Porter is my early candidate for Best Business Book of 2012. It is that high in terms of substance Porter's view is that success comes from finding your unique value proposition and delivering that well. You don't have to be the biggest.Porter's view is that success comes from finding your unique value proposition and delivering that well. You don't have to be the biggest. There is a lot of depth and very helpful nuance in what, despite being loaded with content, is actually a relatively short book from a page-count perspective. For me, this counts as a classic, meaning something that I'll get value out of every time I read it. In a dynamic modern world how businesses are actually gaining competitive advantages.
While rare, it is possible and Porter points the way. This audiobook or book is the broad brush overview of Porters work. If you are interested in business strategy I would call it a must read. If not. Pass. I am almost certain that I am selling it short. Joan Margretta's job of summarizing, deferring, and simplifying has given me a renewed interest in finishing the original Porter. If you take into account that she roamed the grounds when the seminal work was being derived you will appreciate it more. I am almost certain that I am selling it short. If you take into account that she roamed the grounds when the seminal work was being derived you will appreciate it more. The essence of strategy is choosing what not to do.” Required reading! Although, after reading his works, you have a good idea on how to improve efficiency, you don't have a crystallized idea on how to think about a strategy. His books although well-written are more like a collection of wisdom born from an extensive experience of a management consultant, than a general theory on how to position a business (it probably wasn't his goal anyway- his mission was to make people productive). Michael Porte Although, after reading his works, you have a good idea on how to improve efficiency, you don't have a crystallized idea on how to think about a strategy. Michael Porter does exactly what Peter Drucker has missed. I think and underlying question that Michael Porter poses is how to make a company productive (profitable). Porter's works are normative and abstract. There is no question whether something is moral or not, whether an individual is better off or worse-off. His theory is not limited to a particular industry. It reads more like a Euclid's geometry rather than a prose. To tell the truth, I have stopped reading original Michael Porter's book on competition at about 20. I did that for 2 reasons: the tone was very dry and sentences were very long.
If this book wasn't available, I would not be able to fully appreciate the power of Michael's ideas. Thank you, Joan Magretta. Key points in no particular order: Be unique rather than the best It is not enough to differentiate a product, the set of activities (value-chain) must be difficult to copy The essence of strategy is knowing what to overlook It is a mistake to think of strategy only from marketing perspective. Internal considerations are as important A complex business system to produce a certain kind of value uniquely The worst thing is not to have a strategy at all You need to be consistent with your strategy. Don't try to do everything You need a very broad sense of what customers and needs will be important in the next 5-10 years A competitive advantage is achieved not by having a single best attribute, but by having an interconnected set of activities delivering unique value The core of a strategy is a value proposition and a tailored value chain Great strategies are like complex systems in which all of the parts fit together seamlessly Having a unique value chain greatly reduces chances of imitation When deciding on what to outsource. General activities- those that cannot be meaningfully tailored to a company's position. Outsource only generic activities It is a mistake to choose the same core competencies as everyone else has Activity map- a diagram showing value propositions and its relationships with activities which produce them. This is why there are membership programs in place- to reduce switching costs The ultimate goal is profit Understand who captures most of the value The real objective is not to beat rivals, it is to earn profits Business is not war or a competition. It is more life performing arts.
Each singer is unique and successful in his own way There is no evidence that industry leaders are the most profitable Companies only have to be big enough The best hotel for one customer is not the best for another Compete on different dimension Structure of the industry (5 forces).A very good book to revisit these frameworks and understand how all these fit together. Porter's frameworks and concepts are also often misunderstood despite being popular. A reading of this book could serve to clear some of the misconceptions and prevent missteps when applying these frameworks a A very good book to revisit these frameworks and understand how all these fit together. A reading of this book could serve to clear some of the misconceptions and prevent missteps when applying these frameworks and concepts. Starting with identifying the right mind-set for competition, the concept that being best and getting the largest market share does not guarantee success is emphasized throughout the book. This book does not overwhelm the reader with complicated charts and graphs, choosing instead to use simple terminology and interesting company examples. Starting with identifying the right mind-set for competition, the concept that being best and getting the largest market share does not guarantee success is emphasized throughout the book. This book does not overwhelm the reader with complicated charts and graphs, choosing instead to use simple terminology and interesting company examples. Not just for understanding business strategy, but for understanding decision-making in general. Worst audio-book narrator ever. Imagine Steve Erkel reading a not-funny book to you. Not just for understanding business strategy, but for understanding decision-making in general. Imagine Steve Erkel reading a not-funny book to you. The value chain. Five forces. Industry structure. Differentiation. Relative cost.
If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. Written with Porter’ The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. Magretta uses her wide business experience to translate Porter’s powerful insights into practice and to correct the most common misconceptions about them—for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers. Joan Magretta's synopsis (if I can call it that) of his thought process and definitions in her book has made me realise the value of Porter's works. Every idea becomes greater and clearer when supplicated with an illustration (or better still, a validated example), and that is what this book does. This book is for someone who wants bite sized pieces of Porter to quickly chew on while still gaining Joan Magretta's synopsis (if I can call it that) of his thought process and definitions in her book has made me realise the value of Porter's works. This book is for someone who wants bite sized pieces of Porter to quickly chew on while still gaining flavour. I can assure you, once you read Magretta's book, the next impulse would be to order Porter's books or wipe the dust off them. I know I did. Look forward to reading his timeless wisdom. As such, the simple idea of being exposed to decades of Michael Porter’s work in such a short book was a source of excitement by itself. This book didn’t fail to deliver and I really enjoyed reading it. It felt like some sort of good introduction on the subject, and at the same time that it could be read again to better understand it.
Exemples of strategies by IKEA, Rent a Car, Southwest Airlines, etc.As such, the simple idea of being exposed to decades of Michael Porter’s work in such a short book was a source of excitement by itself. Exemples of strategies by IKEA, Rent a Car, Southwest Airlines, etc.Then follows by exploring the concept of strategy as a response to competition. Porter’s work attempts to bridge the gap between the models of economic theory and the case studies of business practice. Well worth a read for anyone wanting an introduction to business Then follows by exploring the concept of strategy as a response to competition. Well worth a read for anyone wanting an introduction to business strategy. (However you can also choose to watch a 1 hour lecture by Porter on YouTube which I felt broadly covers most of the key points from this book) This book excellently captures the ideas that he has talked about in various papers over the years. The best part of the book is the lucid style of writing where Joan builds on the ideas of Porter one after the other such that each new concept reinforces the earlier topics. The book is replete with examples and popular misconceptions about Porters ideas. I would suggest the book to anyone who need a good overvie This book excellently captures the ideas that he has talked about in various papers over the years. I would suggest the book to anyone who need a good overview on Porter's ideas and is running a little short on time. I have both Porter’s key books on my shelf and never read them completely through. I read this one and it kept my attention, hit the core of Porter’s frameworks and used a lot of supplemental material from Porter to fill in gaps. If you want a good distillation of Porter’s timeless principles it’s worth’s a read. I find the second part of the book very interesting for anyone who wants to know about the five rules (requirements) of a great strategy. Make sure you read the author's interview of Mr.
Porter at the end of the book. Very fascinating. I find the second part of the book very interesting for anyone who wants to know about the five rules (requirements) of a great strategy. Very fascinating. I enjoyed this as it was well summarised and had all the important bits about Porter’s work on competition. I recommend it to anyone who would shape strategy in companies of any size, managers and entrepreneurs. Highly recommended especially to those who find it fun to think about strategy. I picked up this book as I consider strategy a weakness and I want to be better at it - I'd say this book gave a kickstart to that journey. Very enjoyable read. Highly recommended especially to those who find it fun to think about strategy. I picked up this book as I consider strategy a weakness and I want to be better at it - I'd say this book gave a kickstart to that journey. Certainly recommended if you didn't get these basics in school. Doesn't really apply to today's VC funded hyper-growth model for companies, at least not those who are not actually trying to be profitable and viable in the long-term. Certainly recommended if you didn't get these basics in school. Doesn't really apply to today's VC funded hyper-growth model for companies, at least not those who are not actually trying to be profitable and viable in the long-term. There's a method to his theory that forces you to question just what it means to compete and strategise. And no. it's not about being the best. There's a method to his theory that forces you to question just what it means to compete and strategise. And no. it's not about being the best. Most relevant is that you shouldn’t strive generically to ”be the best”, but rather you should find a specific set of things you do better than competitors. It’s about competitive advantage and being clear about who your customer is. It left me marked as it talks about differentiation, I loved it.
This could be a valuable tools for those without the diligence to pour through Porter's tomes. \n \n A common misconception is that the Five Forces can tell you about a company's competitive position.A common misconception is that the Five Forces can tell you about a company's competitive position.There are no discussion topics on this book yet.We've got you covered with the buzziest new releases of the day.Competing to be unique thrives on innovation.” Which needs are you going to meet. What relative price will provide acceptable value for customers and acceptable profitability for the company?”. But while everyone in business may know Porter's name, many managers misunderstand and misuse his concepts. Understanding Michael Porter sets the record straight, providing the first concise, accessible summary of Porter's revolutionary thinking. A lifecycle perspective in the Scandinavian software industry J. Friis, Rainer Lueg, R. Mayanja, Simon Tind Salling, Kasper Aalund Moller Sorensen Computer Science 2017 6 PDF View 2 excerpts, cites background and methods Save Alert Research Feed Does differentiation strategy model matter. Valerie P Denney Business 2018 Save Alert Research Feed Evaluating the Growth and Evolution of Facility Management in Innovating Integrating and Aligning Business Strategies to Achieve a Competitive Advantage Povendran Naidoo, M. S. Bayat Business 2020 PDF View 1 excerpt, cites background Save Alert Research Feed A CRITICAL ANALYSIS OF INTERNAL AND EXTERNAL ENVIRONMENT OF APPLE INC U. A. Khan, Mohammd Noor Alam, S. Alam Business 2015 6 Save Alert Research Feed. 1 2 3 4 5. Related Papers Abstract 83 Citations Related Papers Stay Connected With Semantic Scholar Sign Up About Semantic Scholar Semantic Scholar is a free, AI-powered research tool for scientific literature, based at the Allen Institute for AI.
But, to extend my metaphor, if you really want to digest these critically important ideas, you have to be willing to chew on them before you swallow. Strategy is not fast food, and neither is Porter. The goal of strategy is to earn superior returns on the resources you deploy, and that is best measured by return on invested capital. Strategy is a path, not a fixed point. An effective strategy is dynamic. One of the important lessons about strategy is that if you’re pursuing a different positioning, then different metrics will be relevant. And if you force everybody to show progress on the same metrics, you encourage convergence and undermine strategic uniqueness. The essence of strategy is to create your own path. A business model highlights the relationship between your revenues and your costs. Strategy goes an important step further. It looks at relative prices and relative costs, and their sustainability. That is, how your revenues and costs stack up against your rivals’. The most common error of all is that competitive success comes from “being the best.” This mind-set is highly intuitive. It is also self-destructive, leading to a zero-sum race to the bottom. Only by competing to be unique can an organization achieve sustained, superior performance. Porter’s prescription: aim to be unique, not best. Creating value, not beating rivals, is at the heart of competition. Competitive advantage is commonly understood as the weapon you use to trounce rivals. For Porter, it’s fundamentally about creating value, and about doing so differently from rivals. Competitive advantage lies in the activities, in choosing to perform activities differently or to perform different activities from rivals. Where does superior performance come from. Porter’s answer can be divided into two parts. The first part is attributable to the structure of the industry in which competition takes place.
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