Industry StudiesRoutledge, 2019 M07 23 - 412 páginas Featuring new chapters on casino gambling and the nursing home industry, and updated throughout, the new edition of this highly readable text analyzes well-defined industries from commodities and manufacturing to distribution and services, showing how firms compete with one another. Each study gives appropriate attention to government policies that have influenced competitive conditions in the industry, and the material is presented without the use of calculus so that anyone with some background in economic principles can benefit from it. The book provides balance in regard to the mix of industries dealt with, and also in the varying perspectives of the contributors. |
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... Percentage of Domestic Scheduled Passenger Miles Flown by Largest Four and Eight Firms 6.3 Domestic Competition at the ... Percent of GDP 10.5 HMO Penetration by State, 2000 13.1 Unit Sales by Platform 13.2 Products by Platform 13.3 Old ...
... Percentage of Domestic Scheduled Passenger Miles Flown by Largest Four and Eight Firms 6.3 Domestic Competition at the ... Percent of GDP 10.5 HMO Penetration by State, 2000 13.1 Unit Sales by Platform 13.2 Products by Platform 13.3 Old ...
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... percent of output, about half the level found in the 1950s. Because commodities can be characterized as relatively ... percent in the 1950s to less than 20 percent in the 1990s. In terms of employment, the relative importance of the ...
... percent of output, about half the level found in the 1950s. Because commodities can be characterized as relatively ... percent in the 1950s to less than 20 percent in the 1990s. In terms of employment, the relative importance of the ...
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... percent. But at each subsequent tenyear interval, U.S. companies accounted for an ever smaller share of total sales, falling to 66 percent by 2000.1 GM by itself has lost 18 percentage points of market share and is now scarcely larger ...
... percent. But at each subsequent tenyear interval, U.S. companies accounted for an ever smaller share of total sales, falling to 66 percent by 2000.1 GM by itself has lost 18 percentage points of market share and is now scarcely larger ...
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... percent, and its profit rate on stockholders' equity averaged nearly 20 percent, twice the norm for all manufacturing companies. Ford's market share was on the order of 25 percent and its rate of return about 15 percent. There were ...
... percent, and its profit rate on stockholders' equity averaged nearly 20 percent, twice the norm for all manufacturing companies. Ford's market share was on the order of 25 percent and its rate of return about 15 percent. There were ...
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... percentage points. The corresponding numbers for GM and Ford were 6 percent and 4 percent, respectively. Second, despite the companies' preference for large cars, during the 1970s many consumers switched to small cars. The U.S. auto ...
... percentage points. The corresponding numbers for GM and Ford were 6 percent and 4 percent, respectively. Second, despite the companies' preference for large cars, during the 1970s many consumers switched to small cars. The U.S. auto ...
Contenido
Differentiating a Commodity | |
The Critical Role of Innovation | |
Decline and Renewal | |
DISTRIBUTION AND SERVICES | |
Competing with Other Forms of Entertainment | |
Generating Controversy | |
Designing Products to Reduce Costs | |
Competition Distribution and Efficiencies | |
Rising Costs and Added Forms of Service | |
Competition and Network Access | |
About the Editor and Contributors | |
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advertising airline American Anheuser-Busch antitrust approval AT&T average barriers to entry beer benefits brands brewers broiler broiler industry cars casinos changes chicken companies compete competition concentration consumers costs customers declined demand deregulation distribution distributors drugs economic effect efficient electricity entrants example exhibitors fares Federal Federal Communications Commission FERC firms growth hardware health insurance important incentives increased industry's innovative installed base Japanese Journal largest major managed managed care manufacturing market power market share Medicaid Medicare mergers microcomputer Microsoft million minimills National network externalities nursing home operating passenger patent percent pharmaceutical plants poultry premium problem problem gambling processors product differentiation profits purchase rates RBOCs reduce regulation regulatory retail banking revenues route strategy structure switching Table telecommunications theaters transmission Tyson Foods U.S. Steel United utilities vertical integration