Porter 5 forces, Generic, Value Chain 1/21/2010
|
|
- April Walton
- 5 years ago
- Views:
Transcription
1 FORCES DRIVING INDUSTRY COMPETITION PORTER S FIVE FORCE ANALYSIS POTENTIAL ENTRANTS Threat of new entrants Bargaining power of suppliers INDUSTRY COMPETITORS SUPPLIERS BUYERS Threat of substitute products or services Rivalry Among Existing Firms Bargaining power of buyers SUBSTITUTES EXAMPLE: GAMETRONICS PORTER S FIVE FORCE ANALYSIS POTENTIAL ENTRANTS Software developers SUPPLIERS Labour, Human Capital, Programmers INDUSTRY COMPETITORS GAMETRONICS (OEM ) Buyers Nintendo & Sega SUBSTITUTES Computer & Web Technological change EXAMPLE: NINTENDO PORTER S FIVE FORCE ANALYSIS POTENTIAL ENTRANTS Sony, Microsoft, Apple Nokia, Motorola?? SUPPLIERS Many Small programmers INDUSTRY COMPETITORS GAMETRONICS (OEM ) Buyers Gamers, Parents, Other? SUBSTITUTES Computer & Web Technological change BUSA 4800 Mgmt Policy 1
2 POTENTIAL ENTRANTS Barriers to Entry: 1. Economies of scale and scope 2. Product Differentiation 3. Capital Requirements 4. Patents and the Learning Curve 5. Access to distribution channels 6. Government Policy SUPPLIERS Supplier power is strong when: Only a few companies supply input Input is unique or switching costs are high No close substitutes Credible threat of forward integration Industry not a significant customer of supplier group BUYERS Are powerful if: A concentrated group or buy in large volume The industry s product is homogeneous The product is a significant ifi % of buyer s cost The product is unimportant to quality of buyer s final good or service The product does not offer buyer cost advantage Threat of backward integration BUSA 4800 Mgmt Policy 2
3 SUBSTITUTES Place ceiling on Prices Are of concern: The greater the price/quality trade-off Produced by industries earning high margins Produced by industries that have high level of competition internally Are constantly changing due to R & D, trends RIVALRY Factors influencing intensity : Many equal sized firms Mature industry or slow growth Homogeneous product Low switching costs Excess capacity Exit Barriers GENERIC STRATEGIES Porter describes strategy as actions that create defendable positions. Defensive: Take Tk market kt structure t as given match its strengths and weaknesses Offensive: alter the competitive environment BUSA 4800 Mgmt Policy 3
4 THREE GENERIC STRATEGIES 1. COST LEADERSHIP 2. DIFFERENTIATION 3. FOCUS OR NICHE STRATEGY COST LEADERSHIP the lowest per-unit (i.e., average) cost in the industry profits will be low but higher than competitors having lowest cost among a few rivals where each firm enjoys pricing power and high profits. Cost leadership is independent of market structure. COST LEADERSHIP Defendable Strategy: It defends the firm against powerful buyers. It defends against powerful suppliers by yproviding flexibility to absorb an increase in input costs Cost leadership provides entry barriers Economies of scale requires entry with substantial capacity to produce, and this means the cost of entry may be prohibitive BUSA 4800 Mgmt Policy 4
5 COST LEADERSHIP Requirements: Large up-front capital investment in new technology Continued capital investment Process innovation Intensive monitoring of labour frequently have an incentive-based pay structure Tight control of overhead. DIFFERENTIATION Approaches to differentiation: Different design Brand image Number of features New technology A differentiation strategy may mean differentiating along 2 or more of these dimensions. DIFFERENTIATION Defendable strategy: Insulates a firm by creating brand loyalty Lowers the price elasticity of demand Creates barriers and reduces substitutes. This leads to higher margins, which reduces the need for a lowcost advantage. Higher margins give the firm room to deal with powerful suppliers. Mitigates buyer power - fewer alternatives. BUSA 4800 Mgmt Policy 5
6 DIFFERENTIATION Requirements: Exclusivity Strong marketing skills. Product innovation as opposed to process innovation. Applied R&D. Customer support. Less emphasis on incentive based pay structure. FOCUS OR NICHE STRATEGY Focus on a buyer group, product segment, or geographical market. The focus or niche strategy is built on serving a particular target (customer, product, or location) very well. A focus strategy means achieving either a low cost advantage or differentiation in a narrow part of the market. STUCK IN THE MIDDLE Failure to develop a strategy in one of these 3 directions Lack the market share, capital, and overhead control to be a cost leader lack the industry wide differentiation necessary to create margins implies low profits Classic examples of this problem are large, international airline companies Depending on capabilities and resources, must gravitate toward either low cost or focus or differentiation BUSA 4800 Mgmt Policy 6
7 RISKS Cost leadership risks: Innovations nullify past inventions and learning Requires continual capital investment Attention to cost can blind firms to changes in product requirements. Cost increases narrow price differentials between competitors Differentiation risks : Cost difference between low cost and differentiating firms becomes too large Buyers trade-off features, service, or image for price. Buyers need for differentiation falls. Imitation decreases perceived differentiation. VALUE CHAIN SUPPORT ACTIVITIES FIRM INFRASTRUCTURE (e.g., Finance, Planning) HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT M. Porter 20 VALUE CHAIN INBOUND OPERATIONS LOGISTICS (Manufacturing) OUTBOUND LOGISTICS MARKETING AFTER-SALE AND SALES SERVICE PRIMARY ACTIVITIES M. Porter 21 BUSA 4800 Mgmt Policy 7
8 VALUE CHAIN SUPPORT ACTIVITIES FIRM INFRASTRUCTURE (e.g., Finance, Planning) HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT INBOUND OPERATIONS LOGISTICS (Manufacturing) PROCUREMENT OUTBOUND LOGISTICS MARKETING AFTER-SALE AND SALES SERVICE M A R G I N PRIMARY ACTIVITIES M. Porter 22 January SUPPLY CHAIN MCDONALD S Inputs Raw Food products Factories Distributors Regional Office Outlets Franchise Corporate 23 BUSA 4800 Mgmt Policy 8
BUSA 4800 Lecture Porter model 1/17/2008
Forces Driving Industry Competition POTENTIAL ENTRANTS Threat of new entrants Bargaining power of suppliers INDUSTRY COMPETITORS SUPPLIERS BUYERS Rivalry Among Existing Firms Bargaining power of buyers
More informationStrategic Formulation
Strategic Formulation Strategic Management (BA 491) Creating and Sustaining Competitive Advantages STRATEGIC MANAGEMENT McGraw-Hill/Irwin Porter s What Is Strategy? Operational effectiveness is not strategy:
More informationBusiness-Level Strategy
1 Chapter 4 Business-Level An integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets PowerPoint
More informationIt is needed some useful definitions since many words related to this topic have different meanings depending on who is the reader:
Strategic Management It is needed some useful definitions since many words related to this topic have different meanings depending on who is the reader: - Strategy: is the plan that integrates an organization
More informationTHE EXTERNAL ENVIRONMENT Chapter 2
THE EXTERNAL ENVIRONMENT Chapter 2 The Broad (or General) Environment Sociocultural Forces The Task Environment Technological Forces Competitors Unions Suppliers Gov t agencies The Organization Owners
More informationParticipants Guide Sustaining Competitive Advantage
Participants Guide Sustaining Competitive Advantage 2011 RAN ONE Americas Basically there are three main ways in which you can compete in the marketplace: On Price By serving a niche market better than
More informationWhat affects our business from the outside? External Environmental Analysis. The External Environment
Chapter 2 The External : Opportunities, Threats, and Industry Competition, and Competitor Analysis What affects our business from the outside? 1 External al Analysis A continuous process which includes
More informationPorter s Five Forces Model of Industry Structure and Competition. Cliff Bowman & Timothy Devinney Managing Competitive Strategy July/August 1997
Porter s Five Forces Model of Industry Structure and Competition Cliff Bowman & Timothy Devinney Managing Competitive Strategy July/August 1997 Porter s Five Forces Model Potential entrants Threat of new
More informationCHAPTER 2 MANAGING INDUSTRY COMPETITION TEST BANK
CHAPTER 2 MANAGING INDUSTRY COMPETITION TEST BANK TRUE/FALSE QUESTIONS 1. Mass markets tend to be characterized by low profit margins. AACSB: BUSPROG: Reflective Thinking; DISC: Creation of Value 2. An
More informationStrategic Use of Information Resources. Managing and Using Information Systems: A Strategic Approach
Strategic Use of Information Resources Managing and Using Information Systems: A Strategic Approach 1 Introduction This presentation enables a manager to understand the link between business strategy and
More informationIT and Competitive Advantages LEARNING OUTCOMES 1/26/2016. January 27, Understand each of the five forces in Porter s Five Forces Model
IT and Competitive Advantages January 27, 2016 LEARNING OUTCOMES Understand each of the five forces in Porter s Five Forces Model Determine kind of IT that help deal with the 5 forces and gain competitive
More informationBusiness Level Strategy and Competitive Positioning
Business Level Strategy and Competitive Positioning Chapter 5 5 1 By now teams should have gone to the course materials webpage and signed up for their Oral Presentation and evaluation 5 2 All men can
More informationCHAPTER 6 Defining the Organization s Strategic Direction
CHAPTER 6 Defining the Organization s Strategic Direction SYNOPSIS OF CHAPTER The chapter begins by highlighting the importance of conducting both internal and external (Porter s Five Forces and Stakeholder)
More informationLeaning Objectives. Jack Baskin School of Engineering ISM50. Chapter 2 Competing with Information Systems. Competitive Strategy (continued)
Jack Baskin School of Engineering ISM50 Chapter 2 Competing with Information Systems Arthur H. Walton Leaning Objectives 1. Understand competitive strategy concepts 2. Understand Porter s value chain 3.
More informationOutline. Information Systems Planning. Mindset for Planning. Paradox of IS Planning. Chapter 4
Outline Information Systems Planning Chapter 4 Introduction Types of planning Why is planning so difficult? The Changing World of Planning Traditional Strategy-Making Today s Sense-and-Respond Approach
More informationChapter 1 Digital Technology Creates New Levers for Growth and improved Performance
Chapter 1 Digital Technology Creates New Levers for Growth and improved Performance Copyright 2010 John Wiley & Sons, Inc. 3-1 Chapter Outline 1. Digital Technology Transforming How Business is Done 2.
More informationTHEME 4: EXTERNAL ANALYSIS (II). PARTICULAR ENVIRONMENT: COMPETITIVE STRUCTURE OF THE INDUSTRY. Alfonso VARGAS SÁNCHEZ
THEME 4: EXTERNAL ANALYSIS (II). PARTICULAR ENVIRONMENT: COMPETITIVE STRUCTURE OF THE INDUSTRY Alfonso VARGAS SÁNCHEZ 1 Strengths & Weaknesses INTERNAL FACTORS Company s own values COMPETITIVE STRATEGY
More informationReal Estate and Construction. Market Segmentation
Real Estate and Construction Market Segmentation What problem are We Trying to Solve - Strategic Level? About the Construction Industry: Characteristics Huge - $4 tr worldwide Local Project Based Unique
More informationEnvironmental Management & Corporate Strategy
Environmental Management & Corporate Strategy Tim Smith ESPM /MGMT 3604-5604 Now I am totally confused Three competing perspectives for today: Government (EPA/State) ill equipped to regulate significant
More informationStrategic Management and Competitive Advantage, 5e (Barney) Chapter 2 Evaluating a Firm's External Environment
Strategic Management and Competitive Advantage, 5e (Barney) Chapter 2 Evaluating a Firm's External Environment 1) A firm's general environment consists of broad trends in the context within which the firm
More informationTopics covered 9/16/2015
Proses Bisnis dan Informasi Suryo Widiantoro, ST, MMSI, M.Com(IS) Topics covered 1. Importance of competitive advantage 2. Porter 5 forces model 3. Strategy for competitive advantage 4. IT in value chain
More informationHenry: Understanding Strategic Management, 3 rd edition Chapter 3: Industry Analysis
Tools and Techniques: How to undertake an analysis of Porter s five forces The five forces framework is undertaken from the perspective of an incumbent organization, i.e. an organization already operating
More informationDragon Gate Investment Partners LLC. Fifth Ave. #3010 New York, NY USA T: +1 (212) F: +1 (212) E:
a BREIFING PAPER aaa Dragon Gate Investment Partners LLC Fifth Ave. #3010 New York, NY 10176 USA T: +1 (212) 499-6809 F: +1 (212) 601-2791 E: info@dgipl.com Yuquan Rd A-12 Yuquan Building 5201 Haidian
More informationThe model originated from Michael E. Porter's 1980 book. "Competitive Strategy: Techniques for Analysing Industries and Competitors.
The model originated from Michael E. Porter's 1980 book "Competitive Strategy: Techniques for Analysing Industries and Competitors." Porter identified five competitive forces that shape every single industry
More information5. BUSINESS LEVEL STRATEGIES
5. BUSINESS LEVEL STRATEGIES Business Level Strategies Cost Leadership Differentiation Focus Best Cost Provider Strategy Focused Low- cost Focused Differentiation Q.No.1. Explain Michael Porter's Five
More informationChapter 3: Environmental and Internal. conducting marketing research (Kotler) Chapter 3: Scanning the market. Analysis (Douglas) Lecture 2
Lecture 2 Chapter 3: Environmental and Internal Analysis (Douglas) Chapter 3: Scanning the market environment, forecasting, demand and conducting marketing research (Kotler) Environmental and Internal
More informationMIS 5402 Spring 2017 Managing Technology & Systems
MIS 5402 Spring 2017 Managing Technology & Systems Session 1-2 IT and Competitive Strategies Min-Seok Pang Management Information Systems Fox School of Business, Temple University minspang@temple.edu Jan.
More informationCHAPTER 7. Strategic Analysis and Choice in Single- or Dominant-Product Businesses: Building Sustainable Competitive Advantages.
1 CHAPTER 7 Strategic Analysis and Choice in Single- or Dominant-Product Businesses: Building Sustainable Competitive Advantages 2 Chapter Topics Evaluating and Choosing Business Strategies: Seeking Sustained
More informationChapter 2. The External Environment. Copyright 2004 South -Western. All rights reserved. 2 2
1 Chapter Chapter 2 The External Environment PowerPoint slides by: R. Dennis Middlemist Colorado State University 2 Copyright 2004 South -Western All rights reserved. The Strategic Management Process 3
More informationDEVELOPING A COMPETITIVE ADVANTAGE
INTERNATIONAL ISSUES DEVELOPING A COMPETITIVE ADVANTAGE Project and Industrial Planning INDUSTRY DEFINITION The arena of competition is described in terms of: Its boundaries, Its rules of the game, and
More informationS. Desa, ISM 80C 04/24/09 The Five Forces Framework and Competitive Strategy
The Five Forces Framework and Competitive Strategy In this framework due to Michael Porter there are two high-level stages in the creation of competitive strategy, each stage corresponding to a high-level
More informationRichter & Company. Using Porter s 5 Forces to Hit the Target. Randy Richter October 24, 2014
Richter & Company Using Porter s 5 Forces to Hit the Target Randy Richter October 24, 2014 Copyright 2014 Richter & Company LLC. All rights reserved. Goal of Every Business Identify external threats and
More informationSession 4. Essentials of Planning
Session 4 Essentials of Planning Basics of Planning Planning is defined as the process of coping with uncertainty by formulating future courses of action to achieve specific results Planning sets the stage
More informationStrategic management. What is strategic management?
What is strategic management? Strategic management The set of managerial decisions and actions that determines the long-run performance of an organisation. Robbins, Bergman, Stagg, Coulter: Management
More informationStrategic Management
CHAPTER NINE Strategic Management DETAILED LECTURE OUTLINE I. Importance of strategic management A. Strategic management consists of the analysis and decisions necessary to formulate and implement strategy
More informationThe Economics of E-commerce and Technology. Industry Analysis
The Economics of E-commerce and Technology Industry Analysis 1 10/2/2012 Industry Profits In Econ 11, Economic Profits = 0 In reality, many industries have much higher profits: 2 10/2/2012 Industry Analysis
More informationPorter s: WebOrganic
Porter s: WebOrganic Alex Zaldastani Ben Lee Taylor Wilson Trip Goff Class 14 Team Post Assignment 6/9/2016 DSV 1) The industry WebOrganic operates in is primarily subsidizing internet, electronics, and
More informationMOBNAS? Achadiat A. Suhadi Solo, 10 Desember 2011
MOBNAS? Achadiat A. Suhadi Solo, 10 Desember 2011 INDONESIA : MARKET OF OPPORTUNITY Indonesia, a very potential market with total population of 228.5 millions people in 2008 58% of the population live
More informationBusiness Analysis for Engineers Prof. S. Vaidhyasubramaniam Adjunct Professor, School of Law SASTRA University-Thanjavur
Business Analysis for Engineers Prof. S. Vaidhyasubramaniam Adjunct Professor, School of Law SASTRA University-Thanjavur Lecture -25 Industry Analysis & Sources of Strategy The next force is that of, the
More informationassessing the competitive environment
assessing the competitive environment Using Porter s Five Forces Model Alan Hargreaves In brief Harvard professor, Michael Porter developed this tool more than 20 years ago as an aid to assessing the likely
More informationPurpose of External Analysis
Environmental Analysis Purpose of External Analysis To understand the external environment as it affects the enterprise 3 levels of analysis: General changes in business environment Changes within the
More informationFive Forces Framework And Zara Case
Five Forces Framework And Zara Case Key points from last class: Organizations can look for sustainable competitive advantage through operational effectiveness or more likely through differentiation Use
More informationINTRODUCTION TO SERVICE STRATEGY
LECTURE - 1 INTRODUCTION TO SERVICE STRATEGY Learning objectives To introduce the competitive environment of services and formulate competitive strategies 2.1 Strategy 2.1.1. What is strategy? Determination
More informationComputer-based information system (CBIS) An information system that uses computer technology to perform some or all of its intended tasks.
Module 1 - Lecture Definitions Computer-based information system (CBIS) An information system that uses computer technology to perform some or all of its intended tasks. Dashboards (or Digital Dashboards)
More informationBUSN6200 Strategy and Competition Final Exam Study Guide Shanghai China Fall II, 2014
1. Know the definition of the Balanced Score Card created by Robert S. Kaplan and David P. Norton in 1992: A strategic assessment tool that can accurately portray a business unit's strategic progress 2.
More informationStrategic Role. Information Systems in the Enterprise. Different Kinds of Information Systems. Kinds of Information Systems
Strategic Role Information Systems in the Enterprise In business, a strategy is a plan designed to help an organization outperform its competitors. Better information gives corporations a competitive advantage
More informationChapter 3: Evaluating a Company s External Environment
Chapter 3: Evaluating a Company s External Environment Screen graphics created by: Jana F. Kuzmicki, Ph.D. Troy University McGraw-Hill/Irwin Copyright 2010 by The McGraw-Hill Companies, Inc. All rights
More informationLesson 7. Managing Strategy
Lesson 7 Managing Strategy Learning Objectives 1. Define strategic management and explain why it s important. 2. Explain what managers do during the six steps of the strategic management process. 3. Describe
More informationChapter Two Country Selection and Entry Strategies. Copyright 2012, SAGE Publications, Inc.
Chapter Two Country Selection and Entry Strategies Learning Objectives 1. What two factors drive market economies, and how are these factors different in command economies? 2. How do Rostow s five stages
More informationSTRATEGIC MANAGEMENT OF HEALTH CARE ORGANIZATIONS 7TH EDITION
STRATEGIC MANAGEMENT OF HEALTH CARE ORGANIZATIONS 7TH EDITION Chapter 3 Service Area Competitor Analysis Chapter 3 Learning Objectives 1. Understand the importance of service area competitor analysis as
More informationThe topic discussed here emphasises upon the transformation of FedEx from an express deliver
Executive Summary The topic discussed here emphasises upon the transformation of FedEx from an express deliver company to a global leader in the logistics and supply chain industry. FedEx have utilised
More informationPorter s Competitive Forces Model One way to understand competitive advantage Five competitive forces shape fate of firm 1. Traditional competitors
제 4-2 장정보기술전략 1 2 Porter s Competitive Forces Model One way to understand competitive advantage Five competitive forces shape fate of firm 1. Traditional competitors Competitors in market space continuously
More information4) In Fisher's strategy model, functional products require efficient supply chains. Answer: TRUE Difficulty: Moderate
Managing Supply Chain and Operations, (Foster et al.) Chapter 2 Supply Chain and Operations Strategy Learning Objective 2-1 1) Operations strategy focuses on allocating resources within the firm to provide
More informationSupplementary Handout- Business Environment. Chapter 01
Supplementary Handout- Business Environment Chapter 01 Sources of competition- The five forces framework By Himashi De Mel: CIMA Passed Finalist Inherent with the notion of strategy is the issue of competitiveness.
More informationChapter 2. Barriers to market entry. Type of competition No of competitors Type of product. Example. Unique - almost no substitutes
Type of competition No of competitors Type of product Barriers to market entry Example Monopoly One Unique - almost no substitutes Very high / usually blocked Eskom Oligopoly Few Homogeneous Major Cellulay
More informationStrategic marketing. decisions, choices, and mistakes. Chapter 4: Lecture 3
Lecture 3 Chapter 4: Strategic marketing decisions, choices, and mistakes Where do we want to be? Strategic Decisions 1. Strategic decisions at corporate level -Developing mission statement, -Directional
More informationTHE HONG KONG INSTITUTE OF CHARTERED SECRETARIES THE INSTITUTE OF CHARTERED SECRETARIES AND ADMINISTRATORS
THE HONG KONG INSTITUTE OF CHARTERED SECRETARIES THE INSTITUTE OF CHARTERED SECRETARIES AND ADMINISTRATORS International Qualifying Scheme Examination STRATEGIC AND OPERATIONS MANAGEMENT PILOT PAPER Marking
More informationBenefits of a Porter s five forces competitive analysis
Benefits of a Porter s five forces competitive analysis 1. You gain awareness of some of the most significant forces that shape your strategy to survive and thrive. 2. Awareness of the five forces allows
More informationCHAPTER SIX STRATEGY FORMULATION: SITUATION ANALYSIS AND BUSINESS STRATEGY
CHAPTER SIX STRATEGY FORMULATION: SITUATION ANALYSIS AND BUSINESS STRATEGY True/False 1. SWOT is an acronym that stands for Strategy, Weaknesses, Opportunities, and Threats. Answer: F (p.138) 2. SWOT analysis
More informationFavorite Business Models...
Favorite Business Models... 30 Slides Powered by www.drawpack.com. All rights reserved. Markets and Structure of Flow Resources Money Resource markets Resources Money Taxes, goods Services, money Manufacturer
More informationIntroduction to Strategic Management
Introduction to Strategic Management Session 4 Business strategy, strategic capabilities and competitive advantage Jens Schmidt I. Why are some companies more successful than others? Operating profit per
More informationPharmaceutical Marketing
Pharmaceutical Marketing COMPETITION PART 2 LECTURE 5 LECTURER: MS.ENAS ABU-QUDAIS Porter five forces Determine the attractiveness of the market New entrants raise the level of competition The power of
More informationTerry College of Business - ECON 4950
Terry College of Business - ECON 4950 Lecture 10: Industry Analysis Primary reference: Besanko et al, Economics of Strategy, Industry Analysis Chapter Using the Tools of Game Theory, Bargaining, Pricing,
More informationManagement Information Systems: Business Driven MIS
Management Information Systems: Business Driven MIS BSAD 141 Dave Novak AGENDA BDIS Chapter 1 1.1. Data, Information, Knowledge and Business Intelligence IT vs. IS 1.2. Systems Thinking How information
More informationPRODUCT / LINE MIX. Understand the product mix and features -- variety, design, packaging, substitutes, product crosselasticities.
PRICING Estimate demand (pricing is largely demand driven) Analyze customer s willingness to pay for company s product / service Target customer segment(s) Price elasticity Price of substitute products
More informationContents. Chapter 1 Strategic Marketing Management An Introduction Chapter 2 Marketing Strategy and Planning 26-52
Contents Part I- Introduction to Strategic Marketing Chapter 1 Strategic Marketing Management An Introduction 3-25 Chapter 2 Marketing Strategy and Planning 26-52 Chapter 3 Business Strategy and Competitive
More informationLecture 4. Marketing 1 October 9, Thank you Chris Halliwell
Lecture 4 Marketing 1 October 9, 2014 Thank you Chris Halliwell The Technology Adoption Model as the Basis for Segment Focus A measure of the rate of adop/on of a cluster of new technologies by a community
More informationFoundations of Strategy: Ch. 4. Ashleigh Wright, Blair Barnhill, Danielle Zamora, Lucas Raney, Marshall Lester, Michael Greene
Foundations of Strategy: Ch. 4 Ashleigh Wright, Blair Barnhill, Danielle Zamora, Lucas Raney, Marshall Lester, Michael Greene Competitive Advantage Two+ firms compete within the same market, one firm possesses
More informationStrategy is the way a business operates in order to achieve its aims and objectives.
Chapter 6 Strategy and implementation Business objectives and strategy Strategy is the way a business operates in order to achieve its aims and objectives. There are two sides to strategy - the first is
More informationManagement Models Slides. Powered by All rights reserved. Product. Price. Promotion. Customer Service. People.
Management Models... 150 Slides Product Promotion Price Customer Service Place People Processes Powered by www.drawpack.com. All rights reserved. Key Words... Break-even Financing Life Cycle Economies
More informationIndustry Analysis. Economics of Strategy. Chapter 10. Besanko, Dranove, Shanley and Schaefer, 3 rd Edition. Slide show prepared by
Economics of Strategy Besanko, Dranove, Shanley and Schaefer, 3 rd Edition Chapter 10 Industry Analysis Slide show prepared by Richard PonArul California State University, Chico John Wiley & Sons, Inc.
More informationMarketing is the management process of predicting, identifying
The role of marketing The greatest pleasure in life is doing what people say you cannot do. Walter Bagehot (1826-1877), British journalist Marketing is the management process of predicting, identifying
More informationUNIVERSITY OF PALESTINE. Final Exam 1 st Semester 2013/2014 Total Grade: 60
Dear students, First of all you should to read carefully through all the exam questions, and then you have to attempt the questions that you think you can answer completely. This exam contains four questions,
More informationBUSINESS PLANNING GUIDE
BUSINESS PLANNING GUIDE Tomorrows Thinking Today CITY OF ABBOTSFORD ECONOMIC DEVELOPMENT Å 604.864.5586 econdev@abbotsford.ca caed.abbotsford.ca @AbbotsfordEcDev Step by Step Components of your Business
More informationExchange is he underlying theory of marketing, and explains why we need to work in order to get the things we want.
Exchange: Def n : Exchange: The act of obtaining a desired object from someone by offering something in return Exchange is he underlying theory of marketing, and explains why we need to work in order to
More informationI. Essentials of Strategic Planning: What Works, What
Agenda and Outline I. Essentials of Strategic Planning: What Works, What Doesn t, and How Can I use my Plan to Drive II. Case Analysis: Strategic Thinking and Execution Porter Airlines III. Competition
More informationINTRODUCTION AND HISTORY OF COMPANY: 1860 s
NESTLE JUICES Executive Summary: Nestle foods was established in 1866. Since then it has continued to provide quality products to its customers with products and packaging innovations. Nestle juices is
More informationCompetitive and Corporate Strategy
Competitive and Corporate Strategy Value Chain Professor Nicolaj Siggelkow Value Chain What creates a certain cost position? How is a product created for which customers are willing to pay a high price?
More informationMarketing Management...
MARKET ATTRACTIVENESS Marketing Management... 100 Slides Strong BUSINESS STRENGHT Medium Weak High Joints Medium Low Hydraulic Pumps Clutches Flexible Diaphragms Aerospace Fittings Fuel Pumps Relief Valves
More informationNPTEL Course. Module-8. Session-16. Industry Analysis II
NPTEL Course Course Title: Security Analysis and Portfolio Management Instructor: Dr. Chandra Sekhar Mishra Module-8 Session-16 Industry Analysis II Outline Industry life cycle Analysis of industry competition
More informationChapter 02 Information Systems in Organizations
Chapter 02 Information Systems in Organizations TRUEFALSE 1. While information systems were once used primarily to automate manual processes, they have transformed the nature of work and the shape of organizations
More informationHome Textiles. Trade Route & Competitive Forces in the European Market
Home Textiles Trade Route & Competitive Forces in the Market The nature of trade in home textiles is set to keep changing in the near future. The market is becoming increasingly globalised, resulting in
More informationInternational Marketing Management. Part4
International Marketing Management Part4 Deciding Which Markets to Enter Macro environmental analysis 1 Sources: Preliminary screening - desk research - personal knowledge&experience Macro Environmental
More informationWEEK 2: VISION, MISSION & VALUES + ENVIRONMENTAL ANALYSIS I types of environment TYPE 1: General Environment... 3
TABLE OF CONTENTS WEEK 2: VISION, MISSION & VALUES + ENVIRONMENTAL ANALYSIS I... 3 2 types of environment... 3 TYPE 1: General Environment... 3 TYPE 2: Competitive Environment... 3 Vision, Mission and
More informationAAA Marketing Plan Training. Welcome Day 1
AAA Marketing Plan Training Welcome Day 1 Charles Gitau August 2016 Kigali workshop Introduction participants Please introduce yourself in 1 minute: Name Company name Sector Reason why you are here Expectations
More informationChapter 2 The External Environment. 1. Individual organizations typically have only a marginal impact on the broad environment.
TRUE/FALSE QUESTIONS Chapter 2 The External Environment 1. Individual organizations typically have only a marginal impact on the broad environment. 2. The broad environment consists of sociocultural forces,
More informationCourse Schedule. MOB game instructions and information on the course web after this lecture! Slide 1
Course Schedule Date 14.03.2006 16.03.2006 21.03.2006 23.03.2006 28.03.2006 30.03.2006 04.04.2006 06.04.2006 11.04.2006 13.04.2006 18.04.2006 20.04.2006 25.04.2005 27.04.2006 Topic Course introduction.
More informationINFORMATION TECHNOLOGY FINANCE 824 SIM CLASS WINTER Weston Conway Daniel Kujawa Ronald Jewsikow Maria Malguarnera Steven Muszynski
INFORMATION TECHNOLOGY FINANCE 824 SIM CLASS WINTER 2010 Weston Conway Daniel Kujawa Ronald Jewsikow Maria Malguarnera Steven Muszynski Agenda Overview Business Analysis Economic Analysis Financial Analysis
More informationPorter s Five Forces Model Strategy framework
Porter s Five Forces Model Strategy framework by Martin on August 18, 2014 The five forces model was developed by Michael E. Porter to help companies assess the nature of an industry s competitiveness
More informationExcuse me, but who are you?
Excuse me, but who are you? Research on strategic interaction, incentives and organizational economics Incentives for innovation exhibit tolerance for failure and rewards for longterm success (e.g., long
More informationMemorandum. Executive Summary
Memorandum To: Wendell Weeks, Chief Executive Officer, Corning Incorporated Peter Volanakis, Chief Operating Officer, Corning Incorporated Joe Miller, Chief Technology Officer, Corning Incorporated From:
More informationANALYZING THE COMPETITIVE ADVANTAGE
INTRODUCTION ANALYZING THE COMPETITIVE ADVANTAGE 2 fundamental strategic choices : o what business strategy? o what business model should a company, business unit or other organisation adopt in its market?
More informationCompetition and Strategies (Courcoubetis&Weber: Chapter 6.4)
Competition and Strategies (Courcoubetis&Weber: Chapter 6.4) Slide 1 Generic Business Strategies Michael Porter (1980) suggested three generic strategies in positioning products or services. Cost leadership
More informationSTRATEGIES FOR MATURE AND DECLINING MARKETS
STRATEGIES FOR MATURE AND DECLINING MARKETS MKTG902 Summer 10 Harmancioglu 1 Transition From Market Growth to Maturity to Decline The Transition or Shake out Stage of the Generalized PLC Product categ
More informationChapter Outline. The importance of strategic management
Chapter 8 Strategic Management Chapter Outline The importance of strategic management Explain why strategic management is important Discuss what studies of the effectiveness of strategic management have
More informationThe Strategic Management Frameworks. Arnoldo Hax Alfred P. Sloan Professor of Management
The Strategic Management Frameworks Arnoldo Hax Alfred P. Sloan Professor of Management The Frameworks for Competitive Positioning Porter Resource-Based View of the Firm The Delta Model Porter s s Framework
More informationTopic 2 Revision Notes
Topic 2 Revision Notes The Environment: The industrial organisations (I/O) Paradigm: Is a theory based around the belief that organisations either succeed or fail depending upon their fit with their industry
More information