| dc.contributor.author | Frangos, Frixos | swe |
| dc.date.accessioned | 2002-12-07 | swe |
| dc.date.accessioned | 2007-01-17T03:23:12Z | |
| dc.date.available | 2007-01-17T03:23:12Z | |
| dc.date.issued | 2002 | swe |
| dc.identifier.issn | 1403-851X | swe |
| dc.identifier.uri | http://hdl.handle.net/2077/2441 | |
| dc.description.abstract | Industries reflect changes in the environment they evolve with the rest of the society, or cease to exist as they become obsolete. That is why companies have
to reinvent themselves, in order to keep their pace with evolution and development. Strategy facilitates the process of reinvention it determines the direction and focus an organization will eventually follow in order to assume
its desired new shape. This thesis is examining the strategic direction of SKF Japan through Porter's five competitive forces and his framework for
competitors' analysis. Other key topics covered in this analysis are bearing industry in Japan, SKF's main competitors, and the history and current position
of SKF Japan. | swe |
| dc.format.extent | 72 pages | swe |
| dc.format.extent | 473317 bytes | |
| dc.format.mimetype | application/pdf | |
| dc.language.iso | en | swe |
| dc.relation.ispartofseries | Masters Thesis, nr 2001:29 | swe |
| dc.subject | Strategic Management | swe |
| dc.subject | Michael E. Porter | swe |
| dc.subject | SKF | swe |
| dc.subject | Japanese Market | swe |
| dc.title | A Strategic Direction for SKF in Japan | swe |
| dc.setspec.uppsok | SocialBehaviourLaw | swe |
| dc.type.uppsok | D | swe |
| dc.contributor.department | Göteborgs universitet/Graduate Business School | swe |
| dc.type.degree | Student essay | swe |
| dc.gup.origin | Göteborg University. School of Business, Economics and Law | swe |
| dc.gup.epcid | 1638 | swe |
