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In this pathbreaking book, Michael E. Porter unravels the rules that govern competition and turns them into powerful analytical tools to help management interpret market signals and forecast the direction of industry development.
An examination of how America can strengthen its approach to China by building on its existing advantages “This book is essential reading for anyone interested in understanding how the United States can renew its advantages in its competition with China.”—Ambassador Susan E. Rice, former U.S. National Security Advisor “Ryan Hass has provided an indispensable and timely contribution to understanding our critical path forward with China.”—Jon M. Huntsman, former U.S. Ambassador to China and Russia Ryan Hass charts a path forward in America’s relationship and rivalry with China, a path rooted in the relative advantages America already possesses. Hass argues that while competition will remain the defining trait of the relationship, both countries will continue to be impacted—for good or ill—by their capacity to coordinate on common challenges that neither can solve on its own, such as pandemic disease, global economic development, climate change, and nuclear nonproliferation. Hass makes the case that the United States will have greater success in outpacing China economically and outshining it in questions of governance if it focuses more on improving its condition at home than on trying to impede Chinese initiatives. He argues that the task at hand is not to stand in China’s way and, in the process, turn a rising power into an enemy but to renew America’s advantages in its competition with China.
In this book, author Svein Olaf Thorbjørnsen probes the question: What is at stake for human beings in a society dominated by competition, particularly economic competition? Is competition endemic to human nature? Does it preserve the dignity and intrinsic value of the human being? Does it secure better living conditions? In a way, the answer to these queries is a simple “yes.” It can allow for superior satisfaction of fundamental needs; legitimate self-love and self-realization; and encourage positive feelings upon mastering a skill. At the same time, however, competition can also contribute to a strong materialistic self-interest and support classicism, social ranking, and elitism: other human beings become only means to a personal success, thus jeopardizing fellowship and collaboration. In a hyper-competitive environment, some of the same positive human values mentioned above—self-love, self-realisation, individuality, and freedom—can be viewed to pose a threat to the realisation of one’s potential and to one’s true humanity. These competing, contradictory aspects of competition are presented and discussed from perspectives across varying disciplines, from social anthropology and economics to history, ethics, philosophy and theology.
Ralph Gomory and William Baumol adapt classical trade models to the modern world economy. In this book Ralph Gomory and William Baumol adapt classical trade models to the modern world economy. Trade today is dominated by manufactured goods, rapidly moving technology, and huge firms that benefit from economies of scale. This is very different from the largely agricultural world in which the classical theories originated. Gomory and Baumol show that the new and significant conflicts resulting from international trade are inherent in modern economies.Today improvement in one country's productive capabilities is often attainable only at the expense of another country's general welfare. The authors describe why and when this is so and why, in a modern free-trade environment, a country might have a vital stake in the competitive strength of its industries.
The U.S. today faces the most complex and challenging security environment in recent memory— even as it deals with growing constraints on its ability to respond to threats. Its most consequential challenge is the rise of China, which increasingly has the capability to deny the U.S. access to areas of vital national interest and to undermine alliances that have underpinned regional stability for over half a century. Thus, the time is right for the U.S. to adopt a long-term strategy for dealing with China; one that includes but is not limited to military means, and that fully includes U.S. allies in the region. This book uses the theory and practice of peacetime great-power strategic competition to derive recommendations for just such a strategy. After examining the theory of peacetime strategic competition, it assesses the U.S.-China military balance in depth, considers the role of America's allies in the region, and explores strategies that the U.S could adopt to improve its strategic position relative to China over the long term.
THE ART OF SMART . . . how not to get blindsided by the competition Your key competitor has a cost advantage and you can’t for the life of you figure out why or how. • A new technology or competitor is on the horizon that will completely upset the applecart in your business as Google is now doing in advertising and Wal-Mart has done in retailing. • You think a key competitor may drastically drop prices or perhaps roll out a significant new product. What can you do to ascertain what their major moves will be? Competitive intelligence, the ability to see through or stay ahead of your competition, is the unspoken, hidden key to success. It is the means to knowing a customer’s strategic thinking, a rival’s cost structure when making a bid, or a competitor’s new product plans. Much as in a game of chess, you must think many moves ahead of your rivals—exactly the advantage competitive intelligence can give you. Leonard Fuld provides the tools to cut through the smoke screens and rumors that distort reality and shows: • How to avoid becoming your own worst enemy by removing blinders that can hide a competitor’s threatening moves • How to see your competitor’s vulnerability and take advantage of the easily exploitable opportunities it presents • How to run a war game to anticipate a rival’s pricing moves, new product introduction, or distribution strategy, and even to avoid being surprised by new entrants who play by different rules altogether For more than twenty-five years, Leonard Fuld has been developing groundbreaking ways for managers to stay two steps ahead of the competition, providing effective ways of finding out about pricing, new product rollouts, strategic alliances, outsourcing, and cost of operations. In The Secret Language of Competitive Intelligence he shows how to take data that is widely avail-able to everyone, think critically about it, and convert it into highly refined intelligence that leads to effective market-based decisions. Table of Contents DISRUPTIONS, DISTORTIONS, RUMORS, AND SMOKE SCREENS: Page 1 Just Another Day in the Office Chapter 1 THE ART OF SMART: Page19 How Intelligence Insight Helps Win the Game of Risk and Reward Chapter 2 REALITY BITES: Page 45 Remove the Blinders Chapter 3 WILL GOOGLE BEAT MICROSOFT?: Page 69 Using War Games to See Three Moves Ahead Chapter 4 MAKE ME INTO A PEPPERONI: Page 119 Seeing the Trees to Understand the Forest Chapter 5 EARLY WARNING: Page 135 Getting Intelligence on Competitors That May Not Exist in a World That Has Not Arrived Chapter 6 THE INTERNET HOUSE OF MIRRORS: Page 165 Seeing Through the Confusion to Gather Intelligence Gems Chapter 7 COMPETITIVE FOG: Page 211 How Rothschild, Buffett, Walton, Dell, and Branson Saw Clearly and Others Did Not Chapter 8 DAY TO DAY: Page 237 Integrating Intelligence with Your Work Chapter 9 THE BIG UNANSWERED QUESTIONS: Page269 Notes 285 Acknowledgments 293 Index 297 From the Hardcover edition.
Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement.
For the past two decades, Michael Porter's work has towered over the field of competitive strategy. On Competition, Updated and Expanded Edition brings together more than a dozen of Porter's landmark articles from the Harvard Business Review. Five are new to this edition, including the 2008 update to his classic "The Five Competitive Forces That Shape Strategy," as well as new work on health care, philanthropy, corporate social responsibility, and CEO leadership. This collection captures Porter's unique ability to bridge theory and practice. Each of the articles has not only shaped thinking, but also redefined the work of practitioners in its respective field. In an insightful new introduction, Porter relates each article to the whole of his thinking about competition and value creation, and traces how that thinking has deepened over time. This collection is organized by topic, allowing the reader easy access to the wide range of Porter's work. Parts I and II present the frameworks for which Porter is best known--frameworks that address how companies, as well as nations and regions, gain and sustain competitive advantage. Part III shows how strategic thinking can address society's most pressing challenges, from environmental sustainability to improving health-care delivery. Part IV explores how both nonprofits and corporations can create value for society more effectively by applying strategy principles to philanthropy. Part V explores the link between strategy and leadership.
"a provocative new book" — The New York Times AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value. Now with a new preface that explores how the coronavirus crisis compelled organizations such as Massachusetts General Hospital, Verizon, and IKEA to transform themselves with remarkable speed, Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning—to drive ever more accurate, complex, and sophisticated predictions. When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani: Present a framework for rethinking business and operating models Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models Explain the opportunities and risks created by digital firms Describe the new challenges and responsibilities for the leaders of both digital and traditional firms Packed with examples—including many from the most powerful and innovative global, AI-driven competitors—and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.