Looking inside for competitive advantage
Barney, Jay B
The Academy of Management Executive; Nov 1995; 9, 4; ProQuest
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission o
F a i r
D e a l i n g
( S h o r t
E x c e r p t )
Title: Chapter 7
Author: Shapiro, Carl;Varian, Hal R
Course: Intrntnl Corporate Strategy
Course Code: LEC01
Thank you for using the University of Toronto Libraries Syllabus Service. W
-Both coke and pepsi had entered the Indian market but left shortly after as they were unsuccessful.
Pepsi re-entered the market as well as Coke shortly after.
-prior to them re-entering the market, there were no more than four primary producers dominatin
Positive feedback makes the strong get stronger and the weak get weaker, leading to extreme outcomes:
dominance of the market by a single firm or technology. Positive feedback should not be confused with growth
In its simplest terms, Zopas relative customer value proposition is price for a comparable
credit risk, it offers borrowers a cheaper financing rate and lenders a higher investment rate
of return than they can access from leading high-st
This article discuses how Operational Effectiveness (OE) is not the same as Strategy.
It then goes in to explain how OE is different from Strategy. So OE means performing similar
activities better than how rivals perform them. It refers to any number of
What is strategy?
-shared awareness of big picture. If you dont share the awareness then the strategy can fall apart
If you have a strategy, and have a map, who do you
COMPETITIVE FORCES THAT SHAPE STRATEGY
The five forces are competition for profits, customer, suppliers, potential entrants, and substitute
If the forces are intense, as they are in such industries as airlines and hostels, al