�ݺ�ߣshows by User: AgungKurniawan130

�ݺ�ߣshows by User: AgungKurniawan130 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: AgungKurniawan130 / Thu, 10 Jan 2019 12:09:42 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: AgungKurniawan130 Porter's value chain /slideshow/porters-value-chain-127688477/127688477 portersvaluechain-190110120942
To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them.]]>
To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them.]]> Thu, 10 Jan 2019 12:09:42 GMT /slideshow/porters-value-chain-127688477/127688477 AgungKurniawan130@slideshare.net(AgungKurniawan130) Porter's value chain AgungKurniawan130 To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/portersvaluechain-190110120942-thumbnail.jpg?width=120&height=120&fit=bounds" /> To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them.

Porter's value chain from Agung Kurniawan

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0 Porter's five force model /AgungKurniawan130/porters-five-force-model-127688209 portersfiveforcemodel-190110120225
Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).]]>
Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).]]> Thu, 10 Jan 2019 12:02:25 GMT /AgungKurniawan130/porters-five-force-model-127688209 AgungKurniawan130@slideshare.net(AgungKurniawan130) Porter's five force model AgungKurniawan130 Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/portersfiveforcemodel-190110120225-thumbnail.jpg?width=120&height=120&fit=bounds" /> Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).

Porter's five force model from Agung Kurniawan

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0 Net Present Value & Internal Rate of Return /slideshow/net-present-value-internal-rate-of-return/127679734 chapter7npvirr-190110081316
Schiling Chapter Seven : NPV and IRR The two most commonly used forms of discounted cash flow analy- sis for evaluating investment decisions are net present value (NPV) and internal rate of return (IRR).]]>
Schiling Chapter Seven : NPV and IRR The two most commonly used forms of discounted cash flow analy- sis for evaluating investment decisions are net present value (NPV) and internal rate of return (IRR).]]> Thu, 10 Jan 2019 08:13:16 GMT /slideshow/net-present-value-internal-rate-of-return/127679734 AgungKurniawan130@slideshare.net(AgungKurniawan130) Net Present Value & Internal Rate of Return AgungKurniawan130 Schiling Chapter Seven : NPV and IRR The two most commonly used forms of discounted cash flow analy- sis for evaluating investment decisions are net present value (NPV) and internal rate of return (IRR). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/chapter7npvirr-190110081316-thumbnail.jpg?width=120&height=120&fit=bounds" /> Schiling Chapter Seven : NPV and IRR The two most commonly used forms of discounted cash flow analy- sis for evaluating investment decisions are net present value (NPV) and internal rate of return (IRR).

Net Present Value & Internal Rate of Return from Agung Kurniawan

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0 IBM /slideshow/ibm-127679241/127679241 chapter9ibm-190110075721
Chapter Nine : IBM In 1980, IBM was in a hurry to introduce a personal computer. When personal computers first began to emerge at the end of the 1970s,the idea that individuals would want personal computers on their desks seemed ludicrous.]]>
Chapter Nine : IBM In 1980, IBM was in a hurry to introduce a personal computer. When personal computers first began to emerge at the end of the 1970s,the idea that individuals would want personal computers on their desks seemed ludicrous.]]> Thu, 10 Jan 2019 07:57:21 GMT /slideshow/ibm-127679241/127679241 AgungKurniawan130@slideshare.net(AgungKurniawan130) IBM AgungKurniawan130 Chapter Nine : IBM In 1980, IBM was in a hurry to introduce a personal computer. When personal computers first began to emerge at the end of the 1970s,the idea that individuals would want personal computers on their desks seemed ludicrous. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/chapter9ibm-190110075721-thumbnail.jpg?width=120&height=120&fit=bounds" /> Chapter Nine : IBM In 1980, IBM was in a hurry to introduce a personal computer. When personal computers first began to emerge at the end of the 1970s,the idea that individuals would want personal computers on their desks seemed ludicrous.

IBM from Agung Kurniawan

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0 Balanced ScoreCard /slideshow/balanced-scorecard-127678651/127678651 balancedscorecard-190110073635
Schiling Chapter Six : Balance ScoreCard The “balanced score- card,” that they argue can motivate breakthrough improvements in product, process, customer, and market development]]>
Schiling Chapter Six : Balance ScoreCard The “balanced score- card,” that they argue can motivate breakthrough improvements in product, process, customer, and market development]]> Thu, 10 Jan 2019 07:36:35 GMT /slideshow/balanced-scorecard-127678651/127678651 AgungKurniawan130@slideshare.net(AgungKurniawan130) Balanced ScoreCard AgungKurniawan130 Schiling Chapter Six : Balance ScoreCard The “balanced score- card,” that they argue can motivate breakthrough improvements in product, process, customer, and market development <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/balancedscorecard-190110073635-thumbnail.jpg?width=120&height=120&fit=bounds" /> Schiling Chapter Six : Balance ScoreCard The “balanced score- card,” that they argue can motivate breakthrough improvements in product, process, customer, and market development

Balanced ScoreCard from Agung Kurniawan

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0 https://public.slidesharecdn.com/v2/images/profile-picture.png https://cdn.slidesharecdn.com/ss_thumbnails/portersvaluechain-190110120942-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/porters-value-chain-127688477/127688477 Porter's value chain https://cdn.slidesharecdn.com/ss_thumbnails/portersfiveforcemodel-190110120225-thumbnail.jpg?width=320&height=320&fit=bounds AgungKurniawan130/porters-five-force-model-127688209 Porter's five force model https://cdn.slidesharecdn.com/ss_thumbnails/chapter7npvirr-190110081316-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/net-present-value-internal-rate-of-return/127679734 Net Present Value & In...