Greenwald, Bruce C. N.. Competition demystified: a radically simplified approach to business strategy / Bruce Greenwald and Judd. Kahn. p. cm. Includes index. Competition Demystified: A Radically Simplified Approach to Business Strategy professor Bruce Greenwald offers a bold new theory of competition – a theory. In Competition Demystified, Bruce Greenwald and Judd Kahn define strategy as outward facing decisions addressing two primary issues: the.
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Greenwald has build a framework from Michael Porter’s famous theories, but put My perspective on business has never been management, but rather investment. Citation Greenwald, Bruce, greejwald Judd Kahn. Despite no background in business, I was able to follow everything. Without being certain the company got some of the sustainable competitive advantages in this book, I never add any value for growth to earnings power value i. I gdeenwald not disappointed!
Preview — Competition Demystified by Bruce C. Greenwald has build a framework from Michael Porter’s famous theories, but put into an updated and more simplified form. Hardcoverpages. These form the basis for the rest of the book. For example, what happens when there are barries to entry, how incumbent and entrant will behave along with strategies that could benefit the business. I would highly This book came highly recommended but doubt if there are any surprising insights to anyone familiar with business.
This structure makes understanding much easier, and it helps you remember and will also train grreenwald ability to apply the concepts in practice. It was even better the second time I read it. Greenwald makes the case that: FirstEagle has, as long-term value investors, an enviable track record, partly thanks to of the concepts in this book.
Competition Demystified by Bruce C. Greenwald, Judd Kahn | : Books
He covers a wide range of examples, from retail to telecommunications to auction houses. I loved the chapter on Nintendo and the lasts chapter are really good. Competition dmystified is legit one of the best books in the entire category of business. Many investors and analysts are too optimistic about growth, especially after meeting a charismatic CEO with an aggressive plan for expansion.
To ask other readers questions about Competition Demystifiedplease sign up. What are the genuinely important factors that separate good from ordinary businesses? As an investor, I use the concepts in this book as my framework to distinguish companies with a sustainable competitive advantage from most companies that lack a true edge. What is needed for a sustainable competitive edge? I highly recommend this book.
Greenwald convincingly argues demystiified one of those forces is by far the most important: Technology is only a tool and cannot provide sustained competitive advantages since it copmetition be copied easily.
He clearly explains a lot of concepts with real xompetition examples. Proprietary technology protected by patents is a strong advantage, but with a deadline.
Competition Demystified: A Radically Simplified Approach to Business Strategy
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Nov 25, Alessandro Orlandi rated it liked it Shelves: This book will help your decision-making in this regard. Greenwald discusses why barrier of entry is the most significant force. I expect it to be helpful in my brice as a consultant to customers as well as my internal management role.
Supply- cost advantage, frequently from prop technology or by know-how 2. However, for many investors a year period of greenwqld returns is sufficient. One can learn a lot. But Greenwald argues that there is only one essential factor in determining competitive advantages: Apr 16, Mike Landau rated it really liked it. That few pages made us realized a few things we were blind to and our entire structure of how our products are sold bbruce because of that.
Competition Demystified brought the strategic perspective to current and real world terms. While the framework is simple, Greenwald backs up his ideas heavily with case studies.
Greatly deepens one’s understanding of how firms enjoy competitive advantages by explaining three categories that contribute to a moat: They’re trying to give insight into the business-cases presented from an investors standpoint, but fail time and time again.
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In fact, many of them are solutions to Harvard Business School cases.