In an effort to identify attractive investment cases, this … Expand. While many scholars have examined the business group affiliation—performance relationship, very few have examined the role that industry and diversification related versus unrelated strategy plays … Expand. View 1 excerpt, cites background. Corporate diversification is one of the fundamental strategic alternatives available to organizations to sustain growth and search for greater profits.
Companies whose products are threatened by the … Expand. A study of corporate diversification and restructuring activities in the s and s using multiple measures. Highly Influenced. View 9 excerpts, cites results and background. View 11 excerpts, cites background, methods and results. This paper elucidates the underlying economics of the resource-based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance.
Towards an economic theory of the multiproduct firm. This paper outlines a theory of the multiproduct firm. Important building blocks include excess capacity and its creation, market imperfections, and the peculiarities of organizational knowledge, … Expand. Diversification strategy and profitability. So a person looking to buy a quality electric car, will go to Tesla as a first option.
If these four forces are really strong, then the rivalry automatically becomes really strong as well. Then the market becomes unattractive. It is also important to consider that every industry differs on the basis of the following points-. Industry profits vary. For example, Airlines have low profits whereas soft drink industries are a high profit industry. This mostly depends on the demand and the revenue.
Again, cafes are low profit industries, even though some rake in a high revenues whereas, pharmaceuticals are always high profit industries. All the forces act together to determine the overall nature of competition in the industry and in some industries, some of the forces will be much more significant than the other. If new entrants move into an industry they will gain market share and rivalry will intensify.
The position of existing firms is stronger if there are barriers to entering the market. If barriers to entry are low, then the threat of new entrants will be high and vice versa. Download the External Analysis whitepaper to learn how to start. Some of the forces may be strong, increasing competition and decreasing profit potential, while other forces may be weak, decreasing competition and increasing profit potential.
The results may be conflicting and the interpretation depends on the particular business and the particular industry.
However, for the sake of simplicity, there is an overall attractive industry structure and an overall unattractive industry structure. The threat of new entrants is low. The bargaining power of suppliers is weak. Then the bargaining power of buyers is weak. The threat of substitute products is low. Finally, the intensity of rivalry among industry competitors is low. Complementary products or services are unavailable. Trade intermediaries. The international marketing plan.
The corporate level. The business level. Marketing objectives. The functional level. Distribution and logistics. The budget. Evaluating results. The international marketing environment. Business norms. Religious beliefs. Political stability. Monetary circumstances. Trading blocs and agreements. The technological environment. The economic environment.
The competitive environment. Operations management Learning objectives. What is operations management? One of three strategic functions. Strategic versus tactical operations decisions. Operations management provides competitive advantage!
Operations decisions. Inventory decisions. Capacity decisions. Quality decisions. Scheduling decisions. Process decisions. Technology decisions. Location decisions.
Special topic: Total Quality Management. Quality costs. Quality awards and standards. Special topic: supply chain management. Bullwhip effect. Causes of the bullwhip effect. Counteracting the bullwhip effect.
Other factors affecting supply chain management. Supplier selection. Special topic: just-in-time and lean systems. JIT manufacturing principles. Inventory reduction to expose waste. Demand-pull production system. Quick setups to reduce lot sizes. Uniform plant loading. Flexible resources. Total Quality Management.
Employee empowerment. Securing and managing external relationships Learning objectives. Introduction to external relationships. Trends in management. Trust: the foundation for a successful relationship. Marketing exchanges and partnerships.
Two basic relationship types. Functional relationship. Relational partnership. Strategic partnership. Choosing the right relationship. Foundations of successful relationships. Phases of relationship development.
Skills for building positive relationships. Strategies for external relationships. Potential external relationship obstacles. Financial and managerial accounting; financing your organization Learning objectives. Why an accounting system is important. Basic types of accounts. Chart of accounts. Basic financial statements. A short history of accounting and double entry bookkeeping. Types of ledgers. Advanced reports and analyses. Cash flow forecasts.
Working capital analyses. Profitability analyses e. Budgets, forecasts, and alternative scenarios. Sources of financing for your organization. Leveraging with information technology Learning objectives. IS tools for the start-up organization. The technology sub-system. The process sub-system. Relationships between the four components. Some practical advice for start-ups. Moving forward with information systems.
Acquiring a suite of commonly-used programs. When to think about using database management software. Creating a Web presence. Know what your customers want.
Give your customer a positive experience. Know the basics. Using information technology competitively. Competitive advantage. Porter and competitive advantage. Identify your information systems needs.
Have the IS department set priorities.
0コメント