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Enterprise crafted a unique value proposition to meet these needs: reasonably priced, convenient, home-city rentals. Compared with Hertz and Avis, Enterprise has chosen to serve a different need at a different relative price.
Joan Magretta • Understanding Michael Porter: The Essential Guide to Competition and Strategy
choice of project types influences significantly, as we shall see, the economic and…
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David H. Maister • Managing The Professional Service Firm
There frankly is a hell of a lot of value in the game theory and economics literature.
W. Brian Arthur • Complexity Economics: Proceedings of the Santa Fe Institute's 2019 Fall Symposium
However, Lee Kuan Yew believed that the crux of the challenge was that Singapore was a terrible place to do business.
Richard Rumelt • The Crux: How Leaders Become Strategists
Tie recognition to company goals and strategies.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“No one can make any money in our business. Every single company has too much capacity. Every time a project comes up for bid, someone needs it desperately and offers suicidal prices. Sometimes it’s us, sometimes it’s a competitor . Even though four suppliers make up 80 % of the global market in our business, no one makes any money.”
Hermann Simon • Confessions of the Pricing Man: How Price Affects Everything
Because of the widespread instability, it’s not enough for a business to be the market leader or the most profitable company. Rather the stake is to take the vast majority of the market[254], at (almost) any cost. Those who generate superior increasing returns to scale can crush competition and realize a sizable return on investment over the long
... See moreNicolas Colin • Hedge: A Greater Safety Net for the Entrepreneurial Age
“What gets measured gets managed.” –Peter Drucker Considered “the founder of modern management,” author of The Effective
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
above, good management was the most powerful reason they failed to stay atop their industries. Precisely became these firms listened to their customers, invested aggressively in new technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically
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