Printable page generated Monday, 6 May 2024, 11:23 PM
Use 'Print preview' to check the number of pages and printer settings.
Print functionality varies between browsers.
Use 'Print preview' to check the number of pages and printer settings.
Print functionality varies between browsers.
Unless otherwise stated, copyright © 2024 The Open University, all rights reserved.
Printable page generated Monday, 6 May 2024, 11:23 PM
Printable page generated Monday, 6 May 2024, 11:23 PM
References and acknowledgements
References and acknowledgements
References
Aguilera, Francis J.,1967, STEEPLE analysis, Scanning the Business Environment, Macmillan, New York.
Bergen, Mark; Peteraf, Margaret A., 2002, Competitor Identification and Competitor Analysis: A Broad-Based Managerial Approach, Managerial and Decision Economics, 23: 157–169, Wiley, Hoboken, USA.
Osterwalder, Alexander, and Yves Pigneur, 2010, Business Model Generation: A Handbook For Visionaries, Game Changers, And Challengers, Wiley, Hoboken, USA.
Pareto, Vilfredo, 1896, Pareto Principle, University of Lausanne.
Porter, Michael E., 1979, Five Forces Framework, Harvard Business Review, Harvard University.
Acknowledgements
This course was written by Liz Moody of the Faculty of Business and Law, The Open University Business School, and is published with a creative commons licence by The Open University.
Course image: © pannawat muangmoon / 123 Royalty Free
Figure 3: Bergen, M. and Peteraf, M. A. (2002) Competitor identification and competitor analysis: a broad-based managerial approach. Manage. Decis. Econ., 23: 157-169. © John Wiley & Sons