Game Theory For Economists
Author: Jurgen Eichberger
Game Theory for Economists introduces economists to the game-theoretic approach of modelling economic behaviour and interaction, focusing on concepts and ideas from the vast field of game-theoretic models which find commonly used applications in economics.
This careful selection of topics allows the reader to concentrate on the parts of the game which are the most relevant for the economist who does not want to become a specialist. Written at a level appropriate for a student or researcher with a solid microeconomic background, the book should provide the reader with skills necessary to formalize economic games and to make them accessible for game theoretic analysis.
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* Is a concise introduction to game theory which provides economists with the techniques and results necessary to follow the literature in economic theory.
* Helps the reader formalize economic problems.
* Concentrates on equilibrium concepts that are most commonly used in economics.
Booknews
Written at a level that is appropriate for students or researchers with a solid microeconomics background, provides readers with the tools necessary to formalize economic problems as games and to read and apply existing results. The material covered is suitable for a one-semester or two-term course in game theory in economics and includes numerous examples and exercises. Annotation c. Book News, Inc., Portland, OR (booknews.com)
Business Models: A Strategic Management Approach
Author: AFUAH
Business Models: A Strategic Management Approach by Allan Afuah represents a new kind of book. Business models are about making money and most firms are in business to make money (a profit). It is therefore no surprise that the phrase "business model" is increasingly finding its way into CEO speech after speech and in business school functional areas from accounting to finance to marketing to strategy. Because strategic management is inherently integrative in nature and increasingly more focused on firm performance, strategy textbooks have come closest to addressing the subject of business models, but only implicitly and partially so.
Business Models: A Strategic Management Approach draws on the latest research in strategic management to explicitly and fully explore business models. It draws on the latest research on to explore which activities a firm performs, how it performs them, and when it performs them to make a profit. It offers an integrated framework for understanding the relationship between the set of activities that a firm chooses to perform, its revenue model, its cost structure, its resources and capabilities, the competitive forces in the firm's industry, and its ability to sustain a competitive advantage even in the face of change. It provides the link between resources, product-market positions and profitsїhow resources and product-market positions are translated into profits. (Existing strategy texts demonstrate correlation between resources or product-market positions and profits, not their translation into profits). Additionally, it explores the relationship between business models and corporate social responsibility as well as the international component to business models. It offers a definition of business models that is deeply rooted in the resource-based and product-market theories of strategy.
Table of Contents:
| Pt. 1 | Positions, activities, resources, industry factors, and cost | 1 |
| Ch. 1 | Introduction and overview | 2 |
| Ch. 2 | Customer value and relative positioning | 18 |
| Ch. 3 | Pricing to optimize revenues | 43 |
| Ch. 4 | Sources of revenues and market targets | 67 |
| Ch. 5 | Connected activities for a profitable business model | 84 |
| Ch. 6 | Resources and capabilities : the roots of business models | 110 |
| Ch. 7 | Executing a business model | 130 |
| Ch. 8 | Innovation, sustainability, and change | 153 |
| Ch. 9 | Analyzing the cost of a business model | 173 |
| Ch. 10 | Analyzing the sources of profitability and competitive advantage in a business model | 190 |
| Ch. 11 | Financing and valuing a business model | 211 |
| Ch. 12 | Business model planning process | 232 |
| Ch. 13 | Corporate social responsibility and governance | 243 |
| Pt. 2 | Cases | 259 |
| Case 1 | Viagra : a hard act to follow | 260 |
| Case 2 | Eclipse : the next big thing in small aircraft | 274 |
| Case 3 | Salton, Inc. and the George Foreman Grill | 291 |
| Case 4 | Satellite Digital Audio Radio Service (SDARS) | 304 |
| Case 5 | Segway : segue to ... | 318 |
| Case 6 | LEGO bionicle : the building blocks to core competency? | 330 |
| Case 7 | KPN mobile and the introduction of i-Mode in Europe | 342 |
| Case 8 | Lipitor : at the heart of Warner-Lambert | 356 |
| Case 9 | eBay : growing the world's largest online trading community | 371 |
| Case 10 | Borders : responding to change | 387 |
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