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The hypothesis was formulated by the economist Michael Porter in an article in 1991. [ 1 ] The hypothesis suggests that strict environmental regulation triggers the discovery and introduction of cleaner technologies and environmental improvements, the innovation effect , making production processes and products more efficient. [ 2 ]
Marketing strategy refers to efforts undertaken by an organization to increase its sales and achieve competitive advantage. [1] In other words, it is the method of advertising a company's products to the public through an established plan through the meticulous planning and organization of ideas, data, and information.
[1] [2] The model is an extension of the Porter's five forces model proposed by Michael Porter in his 1979 article published in the Harvard Business Review "How Competitive Forces Shape Strategy". The sixth force was proposed in the mid-1990s. [3]
Michael Porter wrote in 1980 that formulation of competitive strategy includes consideration of four key elements: Company strengths and weaknesses; Personal values of the key implementers (i.e., management and the board); Industry opportunities and threats; Broader societal expectations. [8]
Written by Michael E. Porter, a leading authority on competitive strategy and head of the Institute for Strategy and Competitiveness at Harvard Business School, and Mark R. Kramer, of the Kennedy School at Harvard University and co-founder of FSG, [3] the article provides insights and relevant examples of companies that have developed deep ...
The Strategy Paradox is a business strategy book by author Michael E. Raynor, who is the Distinguished Fellow with Deloitte Research. The Strategy Paradox was published in 2007 by Currency/Doubleday. It was named a top ten book of 2007 by BusinessWeek, and a top five strategy book of 2007 by Strategy+Business.
During the 1990s, the resource-based view (also known as the resource-advantage theory) of the firm became the dominant paradigm in strategic planning.RBV can be seen as a reaction against the positioning school and its somewhat prescriptive approach which focused managerial attention on external considerations, notably industry structure.
The concept was introduced in 2006 by Michael Porter and Elizabeth Olmsted Teisberg, though implementation efforts on aspects of value-based care began long before them in the 1990s. [ 2 ] [ 3 ] With patient value as the overarching goal, VBHC emphasizes systematic measurement of outcomes and costs, restructuring provider organizations, and ...