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Chapter 2:  Strategy Analysis
The Importance of Strategy Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object]
Key Concepts in Chapter 2 ,[object Object],[object Object],[object Object],[object Object]
The Importance of Industry-Level Analysis ,[object Object],[object Object],[object Object]
Industry Structure and Profitability
Competitive Force 1:  Rivalry Among Existing Firms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rivalry Among Existing Firms, continued ,[object Object],[object Object],[object Object],[object Object]
Competitive Force 2: Threat of New Entrants ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitive Force 3:  Threat of Substitute Products ,[object Object],[object Object]
Competitive Force 4: Bargaining Power of Buyers ,[object Object],[object Object],[object Object],[object Object]
Competitive Force 5: Bargaining Power of Suppliers ,[object Object],[object Object]
Applying Industry Analysis to the European Airline Industry  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitive Strategy Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategies  for Creating Competitive Advantage
Achieving and Sustaining  Competitive Advantage ,[object Object],[object Object],[object Object],[object Object]
Applying Competitive Strategy Analysis to the IKEA group ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Corporate Strategy Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object]
Concluding Comments ,[object Object],[object Object]

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