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	<title><![CDATA[quick mba.com Resources | BNET]]></title>
	<link><![CDATA[http://resources.bnet.com/topic/quick+mba.com.html]]></link>
	<description><![CDATA[White papers, case studies, business articles, and blog posts relating to quick mba.com]]></description>
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		<title><![CDATA[Product Positioning]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=63189]]></link>
		<description><![CDATA[The article explains how positioning is used as a communication tool to reach target customers in a crowded marketplace. It explains that while positioning begins with a product, the concept really is about positioning that product in the mind of the customer. This approach is needed because consumer are bombarded...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/positioning.html"><![CDATA[Positioning]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/branding.html"><![CDATA[Branding]]></category>
		<category domain="http://resources.bnet.com/topic/marketing.html"><![CDATA[Marketing]]></category>
	</item>
	<item>
		<title><![CDATA[The Business Model]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=68218]]></link>
		<description><![CDATA[To extract value from an innovation, a start-up or any firm for that matter needs an appropriate business model. Business models convert new technology to economic value. For some start-ups, familiar business models cannot be applied, so a new model must be devised.Given the complexities of products, markets, and the...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/innovation.html"><![CDATA[Innovation]]></category>
		<category domain="http://resources.bnet.com/topic/business+model.html"><![CDATA[Business Model]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/strategy.html"><![CDATA[Strategy]]></category>
		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
	</item>
	<item>
		<title><![CDATA[The Business Vision and Company Mission Statement]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72011]]></link>
		<description><![CDATA[While a business must continually adapt to its competitive environment, there are certain core ideals that remain relatively steady and provide guidance in the process of strategic decision-making. These unchanging ideals form the business vision and are expressed in the company mission statement. The mission statement communicates the firm's core...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/mission+statement.html"><![CDATA[Mission Statement]]></category>
		<category domain="http://resources.bnet.com/topic/ideology.html"><![CDATA[Ideology]]></category>
		<category domain="http://resources.bnet.com/topic/vision.html"><![CDATA[Vision]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/strategy.html"><![CDATA[Strategy]]></category>
		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
	</item>
	<item>
		<title><![CDATA[SWOT Analysis]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72013]]></link>
		<description><![CDATA[A scan of the internal and external environment is an important part of the strategic planning process. Environmental factors internal to the firm usually can be classified as strengths or weaknesses, and those external to the firm can be classified as opportunities or threats. Such an analysis of the strategic...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/environment.html"><![CDATA[Environment]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/swot+analysis.html"><![CDATA[Swot analysis]]></category>
		<category domain="http://resources.bnet.com/topic/marketing+research.html"><![CDATA[Marketing Research]]></category>
		<category domain="http://resources.bnet.com/topic/marketing.html"><![CDATA[Marketing]]></category>
	</item>
	<item>
		<title><![CDATA[Porter's Five Forces]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72015]]></link>
		<description><![CDATA[It has been observed that the model of pure competition implies that risk-adjusted rates of return should be constant across firms and industries. However, numerous economic studies have affirmed that different industries can sustain different levels of profitability; part of this difference is explained by industry structure. Michael Porter provided...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/force.html"><![CDATA[Force]]></category>
		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
		<category domain="http://resources.bnet.com/topic/porter+five+forces.html"><![CDATA[Porter Five Forces]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/strategy.html"><![CDATA[Strategy]]></category>
	</item>
	<item>
		<title><![CDATA[Porter's Generic Strategies]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72017]]></link>
		<description><![CDATA[It is true that if the primary determinant of a firm's profitability is the attractiveness of the industry in which it operates, an important secondary determinant is its position within that industry. Even though an industry may have below-average profitability, a firm that is optimally positioned can generate superior returns....]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
		<category domain="http://resources.bnet.com/topic/michael+porter.html"><![CDATA[Michael Porter]]></category>
		<category domain="http://resources.bnet.com/topic/porter+five+forces.html"><![CDATA[Porter Five Forces]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/strategy.html"><![CDATA[Strategy]]></category>
	</item>
	<item>
		<title><![CDATA[Vertical Integration]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72018]]></link>
		<description><![CDATA[The degree to which a firm owns its upstream suppliers and its downstream buyers is referred to as vertical integration because it can have a significant impact on a business unit's position in its industry with respect to cost, differentiation, and other strategic issues, the vertical scope of the firm...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/integration.html"><![CDATA[Integration]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/cost+aspect.html"><![CDATA[Cost Aspect]]></category>
	</item>
	<item>
		<title><![CDATA[GE/Mckinsey Matrix]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72020]]></link>
		<description><![CDATA[In consulting engagements with General Electric in the 1970's, McKinsey & Company developed a nine-cell portfolio matrix as a tool for screening GE's large portfolio of strategic business units SBU. This business screen became known as the GE/McKinsey Matrix and has been explained through diagram. The GE / McKinsey matrix...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/ge%252fmckinsey+matrix.html"><![CDATA[GE/McKinsey Matrix]]></category>
		<category domain="http://resources.bnet.com/topic/general+electric+co..html"><![CDATA[General Electric Co.]]></category>
		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
		<category domain="http://resources.bnet.com/topic/matrix.html"><![CDATA[Matrix]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/strategy.html"><![CDATA[Strategy]]></category>
		<category domain="http://rss.financialcontent.com/stocksymbol">GE</category>
		<category domain="tickers">GE</category>
	</item>
	<item>
		<title><![CDATA[Core Competencies]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72025]]></link>
		<description><![CDATA[Core competencies lead to the development of core products. Core products are not directly sold to end-users; rather, they are used to build a larger number of end-user products. The business units of the corporation each tap into the relatively few core products to develop a larger number of end...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/core+competency.html"><![CDATA[Core Competency]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/core+product.html"><![CDATA[Core Product]]></category>
		<category domain="http://resources.bnet.com/topic/strategy.html"><![CDATA[Strategy]]></category>
		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
	</item>
	<item>
		<title><![CDATA[Global Strategic Management]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72026]]></link>
		<description><![CDATA[During the last half of the twentieth century, many barriers to international trade fell and a wave of firms began pursuing global strategies to gain a competitive advantage. However, some industries benefit more from globalization than do others, and some nations have a comparative advantage over other nations in certain...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/advantage.html"><![CDATA[Advantage]]></category>
		<category domain="http://resources.bnet.com/topic/competitive+advantage.html"><![CDATA[Competitive Advantage]]></category>
		<category domain="http://resources.bnet.com/topic/global+strategic+management.html"><![CDATA[Global Strategic Management]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/strategy.html"><![CDATA[Strategy]]></category>
		<category domain="http://resources.bnet.com/topic/globalization.html"><![CDATA[Globalization]]></category>
		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
	</item>
	<item>
		<title><![CDATA[Porter's Diamond of National Advantage]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72027]]></link>
		<description><![CDATA[Classical theories of international trade propose that comparative advantage resides in the factor endowments that a country may be fortunate enough to inherit. Factor endowments include land, natural resources, labor, and the size of the local population.  Michael E. Porter argued that a nation could create new advanced factor...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/diamond.html"><![CDATA[Diamond]]></category>
		<category domain="http://resources.bnet.com/topic/endowment.html"><![CDATA[Endowment]]></category>
		<category domain="http://resources.bnet.com/topic/porter+five+forces.html"><![CDATA[Porter Five Forces]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/strategy.html"><![CDATA[Strategy]]></category>
		<category domain="http://resources.bnet.com/topic/government.html"><![CDATA[Government]]></category>
		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
	</item>
	<item>
		<title><![CDATA[Foreign Market Entry Modes]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=72028]]></link>
		<description><![CDATA[The decision of how to enter a foreign market can have a significant impact on the results. Expansion into foreign markets can be achieved via the following four mechanisms: exporting, licensing, joint venture and direct investment. All these four factors play a very crucial role and helps tremendously in entering...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 01 Jan 2003 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/market.html"><![CDATA[Market]]></category>
		<category domain="http://resources.bnet.com/topic/quick+mba.com.html"><![CDATA[Quick MBA.com]]></category>
		<category domain="http://resources.bnet.com/topic/investment.html"><![CDATA[Investment]]></category>
		<category domain="http://resources.bnet.com/topic/finance.html"><![CDATA[Finance]]></category>
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