Class Lectures
Strategic Competiveness
Strategic competitiveness is achieved when a company successfully formulates and implements a value-creating strategy. A company's ability to sustain strategic competitiveness—also called competitive advantage—depends on whether or not other companies are able to imitate or duplicate the strategy. The period of time for which a company holds its competitive edge is determined by the speed with which competitors are able to duplicate the leader's value-creating strategy.
What this means is that businesses cannot afford to become complacent. Another company can enter the market with a bigger, better, and cheaper imitation and take over the market, and soon, the new entrant will gain competitive advantage.
When George Zimmer, the CEO of Men's Wearhouse Inc., first started his retail chain in 1973, his goal was to offer men's suits at prices that the average businessman could afford. He wanted to create an alternative to the stuffy department stores and men's boutique stores where prices were high and the atmosphere often uncomfortable. His main strategy was to situate Men's Wearhouse stores in outdoor shopping plazas away from high-rent neighborhoods rather than in malls. Zimmer continues to look for ways to cut expenses, as evidenced by the decision to move the manufacturing of a line of clothing from Italy to Korea. This move enabled him to sell suits for between $250 and $300, which is approximately half the price at specialty stores. Zimmer was not one for complacency. He continued to broaden his clientele and is known to be an
out-of-the-box thinker. Zimmer decided to expand his line to include bridal wear, and started tuxedo rentals in 1999, where anticipated sales in 2004 are $80 million up from $51.5 million the previous year. Zimmer created an empire with overall sales in 2003 totalling $1.4 billion (Eng, 2010).
The ability to create competitive advantage is vital to a company's ability to earn above-average returns. Above-average returns are returns in excess of what investors expected to earn from other investments with a similar amount of risk. Men's Wearhouse Inc. continues to be an example of competitive advantage. As of November 2004, the company's profits jumped 48%. The company's stock, which was trading at approximately $30.50, rose up 22% per year to date, out-performing the 6% increase of Standard and Poor's index of 25 apparel retailers (Pfeffer, 1997).
Without competitive advantage, an investor can at most expect an average return. Companies that return anything below an average return often face the risk of failure. This is particularly true in a global economy where the threat of competition is high.
According to Porter (1992), a leading authority on strategic competition and a professor at Harvard Business School, there are two basic types of competitive advantage:
Cost advantage
Differentiation advantage
These advantages are achieved when a company can deliver the same benefits as.
This document discusses competitive rivalry and competitive dynamics. It defines key terms like competitors, competitive rivalry, competitive behavior, and competitive dynamics. It presents a model of competitive rivalry that shows how firms are interdependent and affect each other through competitive actions and responses. It discusses competitor analysis, market commonality, resource similarity, and the drivers of competitive behavior. It also addresses the likelihood of attack and response between competitors, considering factors like first-mover benefits, organizational size, and quality.
Strategic management and competitive dynamics Hamzah Rehail
This document provides an overview of strategic management and competitive dynamics. It discusses the strategic management process, which includes strategy formulation, implementation, and evaluation. Key aspects of strategy formulation are analyzing external opportunities/threats and internal strengths/weaknesses, developing long-term objectives and strategies. Porter's Five Forces model is also summarized. The document then discusses competitive dynamics, including analyzing competitors, drivers of competitive actions, strategic vs. tactical moves, first and second movers, and how organizational size, reputation, and market cycles impact competitive behaviors.
This document provides an overview of a corporate strategy syllabus chapter on competitive rivalry and competitive dynamics. It defines key terms like competitors, competitive behavior, and competitive dynamics. It discusses factors that affect a competitor's likelihood of taking actions or responding to actions. The opening case examines Google's competition in search and other markets from companies like Bing, Yahoo, Amazon and Facebook. It also analyzes competitive behaviors Google takes to build advantages over rivals. The document outlines different types of competitive behaviors firms may exhibit, like conflict, competition, co-existence and cooperation.
Presentation design
by Charlie Cook
Chapter 5
Competitive Rivalry and Competitive Dynamics
Part 2 Strategic Actions: Strategy Formulation
5–1
1
Studying this chapter should provide you with
the strategic management knowledge needed to:
Learning Objectives
Define competitors, competitive rivalry, competitive behavior, and competitive dynamics.
Describe market commonality and resource similarity as the building blocks of a competitor analysis.
Explain awareness, motivation, and ability as drivers of competitive behavior.
Discuss factors affecting the likelihood a competitor will take competitive actions.
Describe factors affecting the likelihood a competitor will respond to actions taken by its competitors.
Explain competitive dynamics in slow-cycle, in fast-cycle, and in standard-cycle markets.
5–2
2
Where are we in the strategic management process?
5–3
Applications
Ch5 Ex2 First mover advantage of smartphone makers
Learning objectives 4, 5, 6
factors affecting the likelihood a competitor will take competitive actions.
factors affecting the likelihood a competitor will respond to actions taken by its competitors.
competitive dynamics in slow-cycle, in fast-cycle, and in standard-cycle markets
Case Chipotle
Learning objectives 2, 3, 4, 5, 6
Especially, market commonality, resource similarity (LO2), action and response to action (LO4&5)
Video (optional): Inside Chipotle (Bloomberg)
5–4
Prepare for Case Chipotle
5–5
Discussion questions:
General questions from CaseGuideline posted on BB
Case-specific questions in Assignment#7 and as below
1. What business level strategy is Chipotle using in its main business segment? Cost leadership, differentiation, focused, or integrated?
2. Based on internal analysis, what is Chipotle’s core competency, if any? Do you think the business level strategy identified in Q1 fits Chipotle’s core competency?
3. Based on external analysis, how would you describe the competitive dynamics of the fast casual segment in the restaurant industry (higher price than fast service restaurants but lower price than full service restaurants), is it fast-cycle, slow-cycle, or standard-cycle market? What’s the typical strategy for market leaders in such a market (think of the speed of launching new products, brand name, market share, etc.)? What about fast service and full service segments? Do market leaders use different strategies in these segments?
4. Compare Chipotle and its major competitors (Taco Bell, Qdoba, Panera Bread, etc.), how would you describe their market commonality (in scope and in dependence/importance, customer in different age and income groups, international and domestic/US) and resource similarity (both tangible and intangible)?
5. Based on your analysis of the industry and competitors in Q3 and Q4, what do you recommend Chipotle to do to respond to the attack from its competitors, for example, when Taco Bell introduced menu items (steak burrito and burrito bowl) similar to Chipotle.
This document summarizes key concepts around developing competitive advantage from the textbook "Principles of Marketing" by Philip Kotler and Gary Armstrong. It discusses the importance of competitor analysis, identifying different competitive strategies like cost leadership, differentiation, and focus. It also outlines different competitive positions such as market leader, challenger, follower, and nicher. The document emphasizes the need to balance customer and competitor orientations to become a truly market-centered organization.
There are a multitude of risks and issues for corporations and.docxssusera34210
There are a multitude of risks and issues for corporations and industries
operating in the international environment. No doubt, issues such as
inferior quality of products manufactured by companies that engage in
outsourced production, or the use of chemicals in the manufacturing
process of edible products imported back to the U.S., which our regulatory
system considers toxic and which are regulated against within our own
borders. These types of issues can result in a tremendous impact to a
corporation's bottom line, from the financial impact to sales to brand
damage that diminishes their reputation in the marketplace.
Why does a company need to grow?
Suppose you started a company using an innovative product idea you
designed and your corporation was the first one to market and sell this
exciting new product in your home country. Sales immediately took off and
your company found itself growing and branching out in cities all across
your nation. Soon, competitors followed your leadership position, chasing
your market and successfully absorbing some of your sales. In order for
your firm to remain the leader, or to even continue to survive, you would
need to develop strategies that allowed your firm to continue to grow its
market share. If you failed to maintain your market position, over time you
could lose enough of your customer base so as to become unable to
financially continue to stay in business. Not only would you close your
doors, but your employees would lose their jobs.
Corporations spend a large amount of time developing strategies that allow
them to remain competitive in the marketplace, earning profits and re-
investing them into the business in order to grow. When a firm reaches a
saturation point in its home market, one strategy it can deploy to remain
profitable is to move into the global marketplace. The key to remaining
competitive is to constantly, and continually, innovate. For global firms,
innovation is exponentially more challenging.
Profit and Loss - What are they and how do
they impact global strategies?
In order to develop sound global strategies, it is critical to understand
profitability. Simply put, profitability means the degree to which a
corporation has been successful at earning revenues and managing
expenses. The difference between its revenue and its expenses is called
the net profit and the ratio of net profit to revenue is called a net profit
margin. Net profits and net margins are tracked and monitored carefully by
a firm's finance department, along with all other financial data Net margins
reflect how much of each dollar earned by the company has been
translated into profits and is determined by dividing the net profit by
revenue.
While some industries operate on very low, or thin, margins, others operate
on much higher margins. Understanding a firm's finances and industry
profitability norms, assists financial experts in assessing the health of the
firm, a ...
The document discusses various frameworks for conducting a situation analysis for advertising planning, including the 5Cs analysis, SWOT analysis, Porter's 5 forces model, AIDA model, DAGMAR model, and hierarchy of effects model. It explains how to use these models to analyze the company, competitors, customers, collaborators, climate/environment, and to identify strengths, weaknesses, opportunities, threats. It also discusses how to define advertising objectives and target audiences, and the importance of brand personality in positioning strategy. The planning process involves situation analysis, objective setting, targeting, strategy development, implementation, and evaluation.
This document discusses competitive rivalry and competitive dynamics. It defines key terms like competitors, competitive rivalry, competitive behavior, and competitive dynamics. It presents a model of competitive rivalry that shows how firms are interdependent and affect each other through competitive actions and responses. It discusses competitor analysis, market commonality, resource similarity, and the drivers of competitive behavior. It also addresses the likelihood of attack and response between competitors, considering factors like first-mover benefits, organizational size, and quality.
Strategic management and competitive dynamics Hamzah Rehail
This document provides an overview of strategic management and competitive dynamics. It discusses the strategic management process, which includes strategy formulation, implementation, and evaluation. Key aspects of strategy formulation are analyzing external opportunities/threats and internal strengths/weaknesses, developing long-term objectives and strategies. Porter's Five Forces model is also summarized. The document then discusses competitive dynamics, including analyzing competitors, drivers of competitive actions, strategic vs. tactical moves, first and second movers, and how organizational size, reputation, and market cycles impact competitive behaviors.
This document provides an overview of a corporate strategy syllabus chapter on competitive rivalry and competitive dynamics. It defines key terms like competitors, competitive behavior, and competitive dynamics. It discusses factors that affect a competitor's likelihood of taking actions or responding to actions. The opening case examines Google's competition in search and other markets from companies like Bing, Yahoo, Amazon and Facebook. It also analyzes competitive behaviors Google takes to build advantages over rivals. The document outlines different types of competitive behaviors firms may exhibit, like conflict, competition, co-existence and cooperation.
Presentation design
by Charlie Cook
Chapter 5
Competitive Rivalry and Competitive Dynamics
Part 2 Strategic Actions: Strategy Formulation
5–1
1
Studying this chapter should provide you with
the strategic management knowledge needed to:
Learning Objectives
Define competitors, competitive rivalry, competitive behavior, and competitive dynamics.
Describe market commonality and resource similarity as the building blocks of a competitor analysis.
Explain awareness, motivation, and ability as drivers of competitive behavior.
Discuss factors affecting the likelihood a competitor will take competitive actions.
Describe factors affecting the likelihood a competitor will respond to actions taken by its competitors.
Explain competitive dynamics in slow-cycle, in fast-cycle, and in standard-cycle markets.
5–2
2
Where are we in the strategic management process?
5–3
Applications
Ch5 Ex2 First mover advantage of smartphone makers
Learning objectives 4, 5, 6
factors affecting the likelihood a competitor will take competitive actions.
factors affecting the likelihood a competitor will respond to actions taken by its competitors.
competitive dynamics in slow-cycle, in fast-cycle, and in standard-cycle markets
Case Chipotle
Learning objectives 2, 3, 4, 5, 6
Especially, market commonality, resource similarity (LO2), action and response to action (LO4&5)
Video (optional): Inside Chipotle (Bloomberg)
5–4
Prepare for Case Chipotle
5–5
Discussion questions:
General questions from CaseGuideline posted on BB
Case-specific questions in Assignment#7 and as below
1. What business level strategy is Chipotle using in its main business segment? Cost leadership, differentiation, focused, or integrated?
2. Based on internal analysis, what is Chipotle’s core competency, if any? Do you think the business level strategy identified in Q1 fits Chipotle’s core competency?
3. Based on external analysis, how would you describe the competitive dynamics of the fast casual segment in the restaurant industry (higher price than fast service restaurants but lower price than full service restaurants), is it fast-cycle, slow-cycle, or standard-cycle market? What’s the typical strategy for market leaders in such a market (think of the speed of launching new products, brand name, market share, etc.)? What about fast service and full service segments? Do market leaders use different strategies in these segments?
4. Compare Chipotle and its major competitors (Taco Bell, Qdoba, Panera Bread, etc.), how would you describe their market commonality (in scope and in dependence/importance, customer in different age and income groups, international and domestic/US) and resource similarity (both tangible and intangible)?
5. Based on your analysis of the industry and competitors in Q3 and Q4, what do you recommend Chipotle to do to respond to the attack from its competitors, for example, when Taco Bell introduced menu items (steak burrito and burrito bowl) similar to Chipotle.
This document summarizes key concepts around developing competitive advantage from the textbook "Principles of Marketing" by Philip Kotler and Gary Armstrong. It discusses the importance of competitor analysis, identifying different competitive strategies like cost leadership, differentiation, and focus. It also outlines different competitive positions such as market leader, challenger, follower, and nicher. The document emphasizes the need to balance customer and competitor orientations to become a truly market-centered organization.
There are a multitude of risks and issues for corporations and.docxssusera34210
There are a multitude of risks and issues for corporations and industries
operating in the international environment. No doubt, issues such as
inferior quality of products manufactured by companies that engage in
outsourced production, or the use of chemicals in the manufacturing
process of edible products imported back to the U.S., which our regulatory
system considers toxic and which are regulated against within our own
borders. These types of issues can result in a tremendous impact to a
corporation's bottom line, from the financial impact to sales to brand
damage that diminishes their reputation in the marketplace.
Why does a company need to grow?
Suppose you started a company using an innovative product idea you
designed and your corporation was the first one to market and sell this
exciting new product in your home country. Sales immediately took off and
your company found itself growing and branching out in cities all across
your nation. Soon, competitors followed your leadership position, chasing
your market and successfully absorbing some of your sales. In order for
your firm to remain the leader, or to even continue to survive, you would
need to develop strategies that allowed your firm to continue to grow its
market share. If you failed to maintain your market position, over time you
could lose enough of your customer base so as to become unable to
financially continue to stay in business. Not only would you close your
doors, but your employees would lose their jobs.
Corporations spend a large amount of time developing strategies that allow
them to remain competitive in the marketplace, earning profits and re-
investing them into the business in order to grow. When a firm reaches a
saturation point in its home market, one strategy it can deploy to remain
profitable is to move into the global marketplace. The key to remaining
competitive is to constantly, and continually, innovate. For global firms,
innovation is exponentially more challenging.
Profit and Loss - What are they and how do
they impact global strategies?
In order to develop sound global strategies, it is critical to understand
profitability. Simply put, profitability means the degree to which a
corporation has been successful at earning revenues and managing
expenses. The difference between its revenue and its expenses is called
the net profit and the ratio of net profit to revenue is called a net profit
margin. Net profits and net margins are tracked and monitored carefully by
a firm's finance department, along with all other financial data Net margins
reflect how much of each dollar earned by the company has been
translated into profits and is determined by dividing the net profit by
revenue.
While some industries operate on very low, or thin, margins, others operate
on much higher margins. Understanding a firm's finances and industry
profitability norms, assists financial experts in assessing the health of the
firm, a ...
The document discusses various frameworks for conducting a situation analysis for advertising planning, including the 5Cs analysis, SWOT analysis, Porter's 5 forces model, AIDA model, DAGMAR model, and hierarchy of effects model. It explains how to use these models to analyze the company, competitors, customers, collaborators, climate/environment, and to identify strengths, weaknesses, opportunities, threats. It also discusses how to define advertising objectives and target audiences, and the importance of brand personality in positioning strategy. The planning process involves situation analysis, objective setting, targeting, strategy development, implementation, and evaluation.
The document discusses the concept of hypercompetition, which refers to an environment characterized by intense and rapid competitive moves. Under hypercompetition, companies must continuously generate new advantages and undermine competitors' advantages to succeed. The document outlines a strategy for hypercompetition that involves having a vision for disruption, building capabilities for disruption like speed and surprise, and using tactics for disruption such as shifting rules of competition, using signals, and executing simultaneous or sequential strategic thrusts.
The document discusses competitive dynamics and competitor analysis. It provides a comprehensive model of global competitive dynamics that considers industry-based, resource-based, and institutional-based perspectives. Industry-based perspectives focus on factors that enable collusion between firms, such as concentration, product homogeneity, and entry barriers. Resource-based perspectives examine how a firm's valuable and rare resources can provide competitive advantages. Institutional perspectives look at how formal institutions like antitrust policies govern competition domestically and internationally through rules around pricing, dumping, and export cartels.
Porter's generic strategies framework outlines three types of competitive advantage - cost leadership, differentiation, and focus. Firms can pursue one of these advantages across a broad or narrow scope. Competitive advantage is created through value chain activities that are difficult for competitors to imitate. It is sustained through durable sources of advantage, multiple distinct sources, and continuous upgrading. Alternatively, the core competence framework emphasizes developing dynamic capabilities rather than positioning within an industry. Core competencies allow firms to enter new markets and are sustained through continuous investment. Both frameworks provide guidance for analyzing competitive advantage but must be tailored to a specific company's challenges.
Mid term (apple inc keeping the ‘i’ in innovation)Christian Tobing
This document is a case study on Apple Inc. and keeping innovation at the core of its business strategy. It discusses Apple's strategic management process, including analyzing external opportunities and threats, formulating strategies, and implementing actions to achieve competitiveness and above-average returns. The case examines how Apple continues innovating through new products and technologies to maintain its competitive advantage.
This document discusses Porter's Five Forces framework for analyzing industry competition and outlines the key forces: competitive rivalry, bargaining power of suppliers, bargaining power of customers, threat of new entrants, and threat of substitute products. It then provides an example analysis of the athletic footwear and apparel industry using Under Armour, examining how each of the five forces applies. Finally, it introduces PESTEL analysis, outlining the political, economic, social, technological, environmental, and legal factors that shape the business environment.
Buyers are more likely to be powerful relative to the firms from w.docxhumphrieskalyn
Buyers are more likely to be powerful relative to the firms from which they purchase goods and services if:
Select one:
the good or service purchased by the buyers represents a negligible percentage of the buyer's costs.
there are relatively few firms supplying the industry compared to the number of buyers.
the industry's goods or services are standardized or undifferentiated.
the good or service is of significant importance to the quality or price of the buyer's offerings.
buyers face high switching costs in changing vendors.
New entrants are more likely to join an industry if:
Select one:
existing competitors lack economies of scale.
access to distribution channels is limited.
capital requirements to enter the industry are high.
differentiation among existing competitors is high.
expected retaliation from existing competitors is high.
A coffee chain was losing its customers to its competitors, and wanted to increase its sales. Therefore it started offering complimentary pastries with every cup of coffee, to outwit its competitors. Soon, the company registered an increase in its sales. This is an example of a strategic:
Select one:
position
pattern
perspective
plan
ploy
Which of the following refers to a political risk?
Select one:
The potential for a nation's property rights protections and currency exchange rates to harm a firm's operations within a country
The potential for a country's economic policies to harm a firm's operations within a country
The potential for a company's operations in a country to struggle due to differences in language, customs, norms and customer preferences
The potential that an operation might fail due to power struggles and politics within an organization
The potential for government upheaval or interference with business to harm an operation within a country
Car manufacturers such as Lamborghini compete in the small super car category. These cars offer more than just transportation. They are known for their styling and state of art technology. Which of the following is an advantage for such a company?
Select one:
Its area of operation cannot be made to disappear or be taken over by larger competitors.
It can charge very high prices.
It depends on its ability to reduce the price to drive competition out of the market.
It does not face damaging attacks from larger firms.
It growth is never stymied irrespective of the fact that it serves a niche market.
Myshirts.com, a company that manufactures shirts, buys large consignments of dressing material from a supplier. The supplier charges them less than what Myshirts.com would have had to pay if it had purchased the material from different sources. As a consequence, the cost of manufacturing each shirt at Myshirts.com is lower than at other manufacturers. This is an example of economies of:
Select one:
scale
scope
brand
demand
integration
Which of the following statements holds true for internal business process measures as a part of the balanced scorecard?
Sele ...
This document provides an overview of competitor analysis. It defines key terms like competition, competitor, and competitor analysis. It discusses identifying competitors and evaluating them by looking at their objectives, strategies, strengths, weaknesses, market share, and classification as strong/weak and close/distant competitors. The document also covers designing competitive strategies based on a company's role as a market leader, challenger, follower, or nicher. It provides details on strategies for market leaders to expand demand, defend market share, and expand market share. Strategies for market challengers are also discussed.
In this lesson you learned the three fundamental elements of strategic management. You learned that a company must understand it strategic position relative to its competitors in order to determine its strategic choices before turning its strategy into action.
This document provides an overview of several marketing analysis models and tools used to evaluate a company's marketing efforts, including:
1. The marketing process consists of four stages: analysis, planning, implementation, and control. Analysis involves gathering qualitative and quantitative data about products and markets.
2. SWOT analysis and PESTLE analysis are tools used to evaluate a company's internal strengths and weaknesses and external opportunities and threats. The analyses involve identifying factors to prioritize for developing objectives and strategies.
3. Porter's Five Forces model evaluates competitive rivalry, supplier power, buyer power, threat of substitution, and threat of new entry in an industry.
4. Ansoff's Opportunity Matrix outlines four growth strategies
524 COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE .docxalinainglis
524
COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE
Prunea Ana Daniela
Universitatea din Oradea, Facultatea de Stiinte Economice
[email protected]
Abstract: Rapid changes in market characteristics and the technological innovations are
common and faster challenges, resulting in products, processes and technologies. The
competitive advantage is volatile, difficult to obtain and more difficult to maintain and
strengthened with consumers who through their individual choices polarization confirms
the recognition performance and award competitive advantages, thus causing the
competitive ranking of companies present in a particular market. The competitive
advantage lies in the focus of the performance of companies in competitive markets and
innovation is a source for obtaining and consolidating it. Companies will need to
demonstrate the capacity to adapt to changes in the business environment so as to
maintain the helded positions. This paper treats this aspect behavior that companies
should adopt to get on the account of innovation a sustainable competitive advantage. I
started of the work in the elaboration from the theory of developed by Michael Porter in
his book "Competitive Advantage: Creating and Sustaining Superior Performance" we
applied methods listed thus trying to point out possible ways of creating competitive
advantage by companies. We have presented the sources of competitive advantage and
the factors on which depends its creation. Walking theoretical research revealed how lack
of competitive advantage leads to a lack of competitiveness of companies and the benefits
that arise with the creation of this type of asset. Among the most important benefits is to
increase performances. Once the competitive advantage is achieved, it must be
maintained and updated market conditions and the methods that can be created a
sustainable competitive advantage represent the answers to many of the companies
questions are fighting for survival in an environment of fierce competition. The
implementation of methods for obtaining competitive advantages, but also exist dangers,
that every company should know them once they develop a strategy for obtaining a
competitive advantage. The purpose of this paper is to present the importance of having
competitive advantage; the ways in which it ppoate obtain and hazards that may arise
with its implementation by companies.
Key words: competitive advantage; companies; competition; strategies
JEL classification: A1, D6
1. Introduction
The concept of competitive advantage in the literature has been introduced by M. Porter
in an attempt to identify objectives. In his book "Competitive Advantage: Creating and
Sustaining Superior Performance," Porter says the goal of all businesses is getting a
competitive advantage in relations with competitors on the market. This advantage can
be achieved by two ways, ie selling products at a lower price, or their differentiati.
524 COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE .docxtroutmanboris
524
COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE
Prunea Ana Daniela
Universitatea din Oradea, Facultatea de Stiinte Economice
[email protected]
Abstract: Rapid changes in market characteristics and the technological innovations are
common and faster challenges, resulting in products, processes and technologies. The
competitive advantage is volatile, difficult to obtain and more difficult to maintain and
strengthened with consumers who through their individual choices polarization confirms
the recognition performance and award competitive advantages, thus causing the
competitive ranking of companies present in a particular market. The competitive
advantage lies in the focus of the performance of companies in competitive markets and
innovation is a source for obtaining and consolidating it. Companies will need to
demonstrate the capacity to adapt to changes in the business environment so as to
maintain the helded positions. This paper treats this aspect behavior that companies
should adopt to get on the account of innovation a sustainable competitive advantage. I
started of the work in the elaboration from the theory of developed by Michael Porter in
his book "Competitive Advantage: Creating and Sustaining Superior Performance" we
applied methods listed thus trying to point out possible ways of creating competitive
advantage by companies. We have presented the sources of competitive advantage and
the factors on which depends its creation. Walking theoretical research revealed how lack
of competitive advantage leads to a lack of competitiveness of companies and the benefits
that arise with the creation of this type of asset. Among the most important benefits is to
increase performances. Once the competitive advantage is achieved, it must be
maintained and updated market conditions and the methods that can be created a
sustainable competitive advantage represent the answers to many of the companies
questions are fighting for survival in an environment of fierce competition. The
implementation of methods for obtaining competitive advantages, but also exist dangers,
that every company should know them once they develop a strategy for obtaining a
competitive advantage. The purpose of this paper is to present the importance of having
competitive advantage; the ways in which it ppoate obtain and hazards that may arise
with its implementation by companies.
Key words: competitive advantage; companies; competition; strategies
JEL classification: A1, D6
1. Introduction
The concept of competitive advantage in the literature has been introduced by M. Porter
in an attempt to identify objectives. In his book "Competitive Advantage: Creating and
Sustaining Superior Performance," Porter says the goal of all businesses is getting a
competitive advantage in relations with competitors on the market. This advantage can
be achieved by two ways, ie selling products at a lower price, or their differentiati.
Defining the organization's strategic direction RohanaDaulay
This document discusses tools for assessing a firm's strategic position, including Porter's five forces model. The five forces are: 1) the degree of rivalry among existing competitors, 2) the threat of new entrants, 3) the bargaining power of suppliers, 4) the bargaining power of buyers, and 5) the threat of substitute products. Each force is influenced by various factors such as the number and size of competitors, entry barriers, reliance on suppliers or customers, and availability of substitutes. Analyzing these five competitive forces helps identify opportunities and threats in a firm's external environment.
This document discusses Porter's five forces model of competitive strategy. It provides details on each of the five competitive forces: the threat of new entry, competitive rivalry, threat of substitution, bargaining power of suppliers, and bargaining power of customers. It explains how these forces shape industry competition and profitability. The document also discusses Michael Porter's development of the five forces framework and how it can be used to analyze industries and improve a firm's competitive position.
150 word minimum for each paper.. give your feedback(your opinion)MatthewTennant613
150 word minimum for each paper.. give your feedback(your opinion) on each paper. Should be two separate 150 word feedbacks.
PAPER#1 Shan
In today's world, Strategic Management is becoming more intensified. Businesses can no longer depend on reducing prices and improving the quality of their products. (Mandych, Mykytas, Ustik, Zaika, & Zaika, 2021, pg.22). The world around us is becoming more internet-driven, and we are relying on how fast things are accomplished. Businesses have to respond faster with their decisions. Management is becoming more challenged to produce results and conclusions rapidly.
Businesses that have a better approach tend to have the upper hand. Strategic Management must analyze the business's external environments to seize all advantages that can help them determine their threats and opportunities. These strategies can make or break a business. This approach is where the business will determine the company's visions and directions. The system will help determine the goals and objectives they will follow, allowing them to maintain that competitive edge. The process assessments involve planning, monitoring, and analysis. These processes are ongoing. Investigation analysis ensures that the business environment is supported by monitoring the strengths and weaknesses along with the objectives. The business must execute its strategies and control them by adjusting them when needed. This is maintained by developing strategic strategies that align with the external environment's opportunities and threats with their internal strengths and weaknesses. This analysis relates to Porter's Five Forces Model by allowing the company to have the upper hand to increase their competitive advantages with successful thought-out strategies. This analysis relates to Porter's Five Forces Model by enabling the company to have the upper hand to improve its competitive advantages with a successful thought-out plan.
In 1979, Porter transformed the field of strategies with the Five Forces Model (Ryall, 2013, pg.83). The relationship between Strategic Management and Porter's Five Forces Model is that the model allows for aiding managers in evaluating threats that could hurt the business. This guidance will enable companies to plan and neutralize the problem before they occur (Rice,2022, pg.130). The model allows businesses to structure their organization that will enable them to protect their future returns and perform above standard returns. The model can provide businesses with some insight into profit-seeking opportunities, which they could potentially overlook if they failed to have a process before events happen. The surrounding environment is going to be vital in delivering results. Strategic planning is crucial before implantation. Strategies have been used for many things throughout history. The processes used can help determine how successful or unsuccessful the company is or becomes.
References
Mandych, O., Mykytas, A., Ustik, ...
150 word minimum for each paper.. give your feedback(your opinion)AnastaciaShadelb
150 word minimum for each paper.. give your feedback(your opinion) on each paper. Should be two separate 150 word feedbacks.
PAPER#1 Shan
In today's world, Strategic Management is becoming more intensified. Businesses can no longer depend on reducing prices and improving the quality of their products. (Mandych, Mykytas, Ustik, Zaika, & Zaika, 2021, pg.22). The world around us is becoming more internet-driven, and we are relying on how fast things are accomplished. Businesses have to respond faster with their decisions. Management is becoming more challenged to produce results and conclusions rapidly.
Businesses that have a better approach tend to have the upper hand. Strategic Management must analyze the business's external environments to seize all advantages that can help them determine their threats and opportunities. These strategies can make or break a business. This approach is where the business will determine the company's visions and directions. The system will help determine the goals and objectives they will follow, allowing them to maintain that competitive edge. The process assessments involve planning, monitoring, and analysis. These processes are ongoing. Investigation analysis ensures that the business environment is supported by monitoring the strengths and weaknesses along with the objectives. The business must execute its strategies and control them by adjusting them when needed. This is maintained by developing strategic strategies that align with the external environment's opportunities and threats with their internal strengths and weaknesses. This analysis relates to Porter's Five Forces Model by allowing the company to have the upper hand to increase their competitive advantages with successful thought-out strategies. This analysis relates to Porter's Five Forces Model by enabling the company to have the upper hand to improve its competitive advantages with a successful thought-out plan.
In 1979, Porter transformed the field of strategies with the Five Forces Model (Ryall, 2013, pg.83). The relationship between Strategic Management and Porter's Five Forces Model is that the model allows for aiding managers in evaluating threats that could hurt the business. This guidance will enable companies to plan and neutralize the problem before they occur (Rice,2022, pg.130). The model allows businesses to structure their organization that will enable them to protect their future returns and perform above standard returns. The model can provide businesses with some insight into profit-seeking opportunities, which they could potentially overlook if they failed to have a process before events happen. The surrounding environment is going to be vital in delivering results. Strategic planning is crucial before implantation. Strategies have been used for many things throughout history. The processes used can help determine how successful or unsuccessful the company is or becomes.
References
Mandych, O., Mykytas, A., Ustik, ...
What does success look like in your industry how do you get topLeul Girma
What does success look like in YOUR industry? How do you get top?
Success is one of the most controversial issues today
Also the concept of industry has become more complex than ever before. Some companies still find it difficult to identify which industry they are in, No matter if you are in one or several industries, you will enjoy this topic.
This video will bring you the most useful tools to analyze your business internal and external environment , then guide you to moving ahead dramatically .After watching this video you will able to know how to lead your business significantly moving forward.
We will discuss deeply how to identify your success factors, in this session will get clear understanding
about industry nature and characteristics very well. Because when you know about the particular city’s road traffic, drivers behavior ,exceptional rule and regulations you will drive greatly. It is very similar with business world
based on industry and company facts we will evaluate your business current position , if is that great you will maintain to being more strong. other ways it motivate you to do something significant action in your business, that could be a milestone to moving ahead dramatically.
The document discusses competitive rivalry and competitive dynamics. It provides definitions of key terms like competitors, competitive rivalry, and competitive behavior. It explains that competitive dynamics refers to the total set of actions and responses taken by all firms competing in a market. Competitive rivalry influences a firm's ability to gain and sustain competitive advantages. The document also discusses factors that drive competitive behavior, like awareness, motivation, and ability, and factors that influence the likelihood of attack and response in competitive dynamics.
Marketing represents the boundary between the marketplace and the company, and knowledge of current & emerging happenings in the marketplace is extremely important in any strategic planning exercise.
The document discusses Michael Porter's model of five competitive forces that shape industry competition: rivalry among existing competitors, threat of new entrants, threat of substitute products, bargaining power of customers, and bargaining power of suppliers. It states that a company must develop strategies to counter these forces in order to survive and succeed in the long run. Specifically, it outlines five basic competitive strategies a business can use: cost leadership, differentiation, innovation, growth strategies, and alliance strategies.
This document discusses conducting a competitive analysis of other businesses in the same industry. It recommends calling competitors to ask questions as a potential customer and request their marketing materials. It also suggests calling competitors in other areas to get unbiased advice. Additionally, the document outlines conducting field analysis by asking potential customers about familiar competitors to identify opportunities. The overall goal is to understand competitors' strengths, weaknesses, costs and public image to help strategize your own business approach.
1. Discuss Blockchains potential application in compensation system.docxmonicafrancis71118
1. Discuss Blockchain's potential application in compensation systems (base wages, incentives, rewards).
2. How can a token economy affect employee compensation?
3. Based on your readings, do worldwide executives believe Blockchain has the potential to radical change the future of organizations?
.
1. Describe the characteristics of the aging process. Explain how so.docxmonicafrancis71118
1. Describe the characteristics of the aging process. Explain how some of the characteristics may lead to elder abuse (memory issues, vulnerability, etc.). Discuss the types of consideration a nurse must be mindful of while performing a health assessment on a geriatric patient as compared to a middle-aged adult.
2.
End-of-life care becomes an issue at some point for elderly clients. Even with the emergence of palliative care programs and hospice programs, most elderly people do not die in their own home as is their preference. What are the reasons for this trend? Discuss what you can do as a nurse to support your clients regarding end-of-life care in accordance with their wishes. Support your response with evidence-based literature.
.
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The document discusses the concept of hypercompetition, which refers to an environment characterized by intense and rapid competitive moves. Under hypercompetition, companies must continuously generate new advantages and undermine competitors' advantages to succeed. The document outlines a strategy for hypercompetition that involves having a vision for disruption, building capabilities for disruption like speed and surprise, and using tactics for disruption such as shifting rules of competition, using signals, and executing simultaneous or sequential strategic thrusts.
The document discusses competitive dynamics and competitor analysis. It provides a comprehensive model of global competitive dynamics that considers industry-based, resource-based, and institutional-based perspectives. Industry-based perspectives focus on factors that enable collusion between firms, such as concentration, product homogeneity, and entry barriers. Resource-based perspectives examine how a firm's valuable and rare resources can provide competitive advantages. Institutional perspectives look at how formal institutions like antitrust policies govern competition domestically and internationally through rules around pricing, dumping, and export cartels.
Porter's generic strategies framework outlines three types of competitive advantage - cost leadership, differentiation, and focus. Firms can pursue one of these advantages across a broad or narrow scope. Competitive advantage is created through value chain activities that are difficult for competitors to imitate. It is sustained through durable sources of advantage, multiple distinct sources, and continuous upgrading. Alternatively, the core competence framework emphasizes developing dynamic capabilities rather than positioning within an industry. Core competencies allow firms to enter new markets and are sustained through continuous investment. Both frameworks provide guidance for analyzing competitive advantage but must be tailored to a specific company's challenges.
Mid term (apple inc keeping the ‘i’ in innovation)Christian Tobing
This document is a case study on Apple Inc. and keeping innovation at the core of its business strategy. It discusses Apple's strategic management process, including analyzing external opportunities and threats, formulating strategies, and implementing actions to achieve competitiveness and above-average returns. The case examines how Apple continues innovating through new products and technologies to maintain its competitive advantage.
This document discusses Porter's Five Forces framework for analyzing industry competition and outlines the key forces: competitive rivalry, bargaining power of suppliers, bargaining power of customers, threat of new entrants, and threat of substitute products. It then provides an example analysis of the athletic footwear and apparel industry using Under Armour, examining how each of the five forces applies. Finally, it introduces PESTEL analysis, outlining the political, economic, social, technological, environmental, and legal factors that shape the business environment.
Buyers are more likely to be powerful relative to the firms from w.docxhumphrieskalyn
Buyers are more likely to be powerful relative to the firms from which they purchase goods and services if:
Select one:
the good or service purchased by the buyers represents a negligible percentage of the buyer's costs.
there are relatively few firms supplying the industry compared to the number of buyers.
the industry's goods or services are standardized or undifferentiated.
the good or service is of significant importance to the quality or price of the buyer's offerings.
buyers face high switching costs in changing vendors.
New entrants are more likely to join an industry if:
Select one:
existing competitors lack economies of scale.
access to distribution channels is limited.
capital requirements to enter the industry are high.
differentiation among existing competitors is high.
expected retaliation from existing competitors is high.
A coffee chain was losing its customers to its competitors, and wanted to increase its sales. Therefore it started offering complimentary pastries with every cup of coffee, to outwit its competitors. Soon, the company registered an increase in its sales. This is an example of a strategic:
Select one:
position
pattern
perspective
plan
ploy
Which of the following refers to a political risk?
Select one:
The potential for a nation's property rights protections and currency exchange rates to harm a firm's operations within a country
The potential for a country's economic policies to harm a firm's operations within a country
The potential for a company's operations in a country to struggle due to differences in language, customs, norms and customer preferences
The potential that an operation might fail due to power struggles and politics within an organization
The potential for government upheaval or interference with business to harm an operation within a country
Car manufacturers such as Lamborghini compete in the small super car category. These cars offer more than just transportation. They are known for their styling and state of art technology. Which of the following is an advantage for such a company?
Select one:
Its area of operation cannot be made to disappear or be taken over by larger competitors.
It can charge very high prices.
It depends on its ability to reduce the price to drive competition out of the market.
It does not face damaging attacks from larger firms.
It growth is never stymied irrespective of the fact that it serves a niche market.
Myshirts.com, a company that manufactures shirts, buys large consignments of dressing material from a supplier. The supplier charges them less than what Myshirts.com would have had to pay if it had purchased the material from different sources. As a consequence, the cost of manufacturing each shirt at Myshirts.com is lower than at other manufacturers. This is an example of economies of:
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scale
scope
brand
demand
integration
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This document provides an overview of competitor analysis. It defines key terms like competition, competitor, and competitor analysis. It discusses identifying competitors and evaluating them by looking at their objectives, strategies, strengths, weaknesses, market share, and classification as strong/weak and close/distant competitors. The document also covers designing competitive strategies based on a company's role as a market leader, challenger, follower, or nicher. It provides details on strategies for market leaders to expand demand, defend market share, and expand market share. Strategies for market challengers are also discussed.
In this lesson you learned the three fundamental elements of strategic management. You learned that a company must understand it strategic position relative to its competitors in order to determine its strategic choices before turning its strategy into action.
This document provides an overview of several marketing analysis models and tools used to evaluate a company's marketing efforts, including:
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2. SWOT analysis and PESTLE analysis are tools used to evaluate a company's internal strengths and weaknesses and external opportunities and threats. The analyses involve identifying factors to prioritize for developing objectives and strategies.
3. Porter's Five Forces model evaluates competitive rivalry, supplier power, buyer power, threat of substitution, and threat of new entry in an industry.
4. Ansoff's Opportunity Matrix outlines four growth strategies
524 COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE .docxalinainglis
524
COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE
Prunea Ana Daniela
Universitatea din Oradea, Facultatea de Stiinte Economice
[email protected]
Abstract: Rapid changes in market characteristics and the technological innovations are
common and faster challenges, resulting in products, processes and technologies. The
competitive advantage is volatile, difficult to obtain and more difficult to maintain and
strengthened with consumers who through their individual choices polarization confirms
the recognition performance and award competitive advantages, thus causing the
competitive ranking of companies present in a particular market. The competitive
advantage lies in the focus of the performance of companies in competitive markets and
innovation is a source for obtaining and consolidating it. Companies will need to
demonstrate the capacity to adapt to changes in the business environment so as to
maintain the helded positions. This paper treats this aspect behavior that companies
should adopt to get on the account of innovation a sustainable competitive advantage. I
started of the work in the elaboration from the theory of developed by Michael Porter in
his book "Competitive Advantage: Creating and Sustaining Superior Performance" we
applied methods listed thus trying to point out possible ways of creating competitive
advantage by companies. We have presented the sources of competitive advantage and
the factors on which depends its creation. Walking theoretical research revealed how lack
of competitive advantage leads to a lack of competitiveness of companies and the benefits
that arise with the creation of this type of asset. Among the most important benefits is to
increase performances. Once the competitive advantage is achieved, it must be
maintained and updated market conditions and the methods that can be created a
sustainable competitive advantage represent the answers to many of the companies
questions are fighting for survival in an environment of fierce competition. The
implementation of methods for obtaining competitive advantages, but also exist dangers,
that every company should know them once they develop a strategy for obtaining a
competitive advantage. The purpose of this paper is to present the importance of having
competitive advantage; the ways in which it ppoate obtain and hazards that may arise
with its implementation by companies.
Key words: competitive advantage; companies; competition; strategies
JEL classification: A1, D6
1. Introduction
The concept of competitive advantage in the literature has been introduced by M. Porter
in an attempt to identify objectives. In his book "Competitive Advantage: Creating and
Sustaining Superior Performance," Porter says the goal of all businesses is getting a
competitive advantage in relations with competitors on the market. This advantage can
be achieved by two ways, ie selling products at a lower price, or their differentiati.
524 COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE .docxtroutmanboris
524
COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE
Prunea Ana Daniela
Universitatea din Oradea, Facultatea de Stiinte Economice
[email protected]
Abstract: Rapid changes in market characteristics and the technological innovations are
common and faster challenges, resulting in products, processes and technologies. The
competitive advantage is volatile, difficult to obtain and more difficult to maintain and
strengthened with consumers who through their individual choices polarization confirms
the recognition performance and award competitive advantages, thus causing the
competitive ranking of companies present in a particular market. The competitive
advantage lies in the focus of the performance of companies in competitive markets and
innovation is a source for obtaining and consolidating it. Companies will need to
demonstrate the capacity to adapt to changes in the business environment so as to
maintain the helded positions. This paper treats this aspect behavior that companies
should adopt to get on the account of innovation a sustainable competitive advantage. I
started of the work in the elaboration from the theory of developed by Michael Porter in
his book "Competitive Advantage: Creating and Sustaining Superior Performance" we
applied methods listed thus trying to point out possible ways of creating competitive
advantage by companies. We have presented the sources of competitive advantage and
the factors on which depends its creation. Walking theoretical research revealed how lack
of competitive advantage leads to a lack of competitiveness of companies and the benefits
that arise with the creation of this type of asset. Among the most important benefits is to
increase performances. Once the competitive advantage is achieved, it must be
maintained and updated market conditions and the methods that can be created a
sustainable competitive advantage represent the answers to many of the companies
questions are fighting for survival in an environment of fierce competition. The
implementation of methods for obtaining competitive advantages, but also exist dangers,
that every company should know them once they develop a strategy for obtaining a
competitive advantage. The purpose of this paper is to present the importance of having
competitive advantage; the ways in which it ppoate obtain and hazards that may arise
with its implementation by companies.
Key words: competitive advantage; companies; competition; strategies
JEL classification: A1, D6
1. Introduction
The concept of competitive advantage in the literature has been introduced by M. Porter
in an attempt to identify objectives. In his book "Competitive Advantage: Creating and
Sustaining Superior Performance," Porter says the goal of all businesses is getting a
competitive advantage in relations with competitors on the market. This advantage can
be achieved by two ways, ie selling products at a lower price, or their differentiati.
Defining the organization's strategic direction RohanaDaulay
This document discusses tools for assessing a firm's strategic position, including Porter's five forces model. The five forces are: 1) the degree of rivalry among existing competitors, 2) the threat of new entrants, 3) the bargaining power of suppliers, 4) the bargaining power of buyers, and 5) the threat of substitute products. Each force is influenced by various factors such as the number and size of competitors, entry barriers, reliance on suppliers or customers, and availability of substitutes. Analyzing these five competitive forces helps identify opportunities and threats in a firm's external environment.
This document discusses Porter's five forces model of competitive strategy. It provides details on each of the five competitive forces: the threat of new entry, competitive rivalry, threat of substitution, bargaining power of suppliers, and bargaining power of customers. It explains how these forces shape industry competition and profitability. The document also discusses Michael Porter's development of the five forces framework and how it can be used to analyze industries and improve a firm's competitive position.
150 word minimum for each paper.. give your feedback(your opinion)MatthewTennant613
150 word minimum for each paper.. give your feedback(your opinion) on each paper. Should be two separate 150 word feedbacks.
PAPER#1 Shan
In today's world, Strategic Management is becoming more intensified. Businesses can no longer depend on reducing prices and improving the quality of their products. (Mandych, Mykytas, Ustik, Zaika, & Zaika, 2021, pg.22). The world around us is becoming more internet-driven, and we are relying on how fast things are accomplished. Businesses have to respond faster with their decisions. Management is becoming more challenged to produce results and conclusions rapidly.
Businesses that have a better approach tend to have the upper hand. Strategic Management must analyze the business's external environments to seize all advantages that can help them determine their threats and opportunities. These strategies can make or break a business. This approach is where the business will determine the company's visions and directions. The system will help determine the goals and objectives they will follow, allowing them to maintain that competitive edge. The process assessments involve planning, monitoring, and analysis. These processes are ongoing. Investigation analysis ensures that the business environment is supported by monitoring the strengths and weaknesses along with the objectives. The business must execute its strategies and control them by adjusting them when needed. This is maintained by developing strategic strategies that align with the external environment's opportunities and threats with their internal strengths and weaknesses. This analysis relates to Porter's Five Forces Model by allowing the company to have the upper hand to increase their competitive advantages with successful thought-out strategies. This analysis relates to Porter's Five Forces Model by enabling the company to have the upper hand to improve its competitive advantages with a successful thought-out plan.
In 1979, Porter transformed the field of strategies with the Five Forces Model (Ryall, 2013, pg.83). The relationship between Strategic Management and Porter's Five Forces Model is that the model allows for aiding managers in evaluating threats that could hurt the business. This guidance will enable companies to plan and neutralize the problem before they occur (Rice,2022, pg.130). The model allows businesses to structure their organization that will enable them to protect their future returns and perform above standard returns. The model can provide businesses with some insight into profit-seeking opportunities, which they could potentially overlook if they failed to have a process before events happen. The surrounding environment is going to be vital in delivering results. Strategic planning is crucial before implantation. Strategies have been used for many things throughout history. The processes used can help determine how successful or unsuccessful the company is or becomes.
References
Mandych, O., Mykytas, A., Ustik, ...
150 word minimum for each paper.. give your feedback(your opinion)AnastaciaShadelb
150 word minimum for each paper.. give your feedback(your opinion) on each paper. Should be two separate 150 word feedbacks.
PAPER#1 Shan
In today's world, Strategic Management is becoming more intensified. Businesses can no longer depend on reducing prices and improving the quality of their products. (Mandych, Mykytas, Ustik, Zaika, & Zaika, 2021, pg.22). The world around us is becoming more internet-driven, and we are relying on how fast things are accomplished. Businesses have to respond faster with their decisions. Management is becoming more challenged to produce results and conclusions rapidly.
Businesses that have a better approach tend to have the upper hand. Strategic Management must analyze the business's external environments to seize all advantages that can help them determine their threats and opportunities. These strategies can make or break a business. This approach is where the business will determine the company's visions and directions. The system will help determine the goals and objectives they will follow, allowing them to maintain that competitive edge. The process assessments involve planning, monitoring, and analysis. These processes are ongoing. Investigation analysis ensures that the business environment is supported by monitoring the strengths and weaknesses along with the objectives. The business must execute its strategies and control them by adjusting them when needed. This is maintained by developing strategic strategies that align with the external environment's opportunities and threats with their internal strengths and weaknesses. This analysis relates to Porter's Five Forces Model by allowing the company to have the upper hand to increase their competitive advantages with successful thought-out strategies. This analysis relates to Porter's Five Forces Model by enabling the company to have the upper hand to improve its competitive advantages with a successful thought-out plan.
In 1979, Porter transformed the field of strategies with the Five Forces Model (Ryall, 2013, pg.83). The relationship between Strategic Management and Porter's Five Forces Model is that the model allows for aiding managers in evaluating threats that could hurt the business. This guidance will enable companies to plan and neutralize the problem before they occur (Rice,2022, pg.130). The model allows businesses to structure their organization that will enable them to protect their future returns and perform above standard returns. The model can provide businesses with some insight into profit-seeking opportunities, which they could potentially overlook if they failed to have a process before events happen. The surrounding environment is going to be vital in delivering results. Strategic planning is crucial before implantation. Strategies have been used for many things throughout history. The processes used can help determine how successful or unsuccessful the company is or becomes.
References
Mandych, O., Mykytas, A., Ustik, ...
What does success look like in your industry how do you get topLeul Girma
What does success look like in YOUR industry? How do you get top?
Success is one of the most controversial issues today
Also the concept of industry has become more complex than ever before. Some companies still find it difficult to identify which industry they are in, No matter if you are in one or several industries, you will enjoy this topic.
This video will bring you the most useful tools to analyze your business internal and external environment , then guide you to moving ahead dramatically .After watching this video you will able to know how to lead your business significantly moving forward.
We will discuss deeply how to identify your success factors, in this session will get clear understanding
about industry nature and characteristics very well. Because when you know about the particular city’s road traffic, drivers behavior ,exceptional rule and regulations you will drive greatly. It is very similar with business world
based on industry and company facts we will evaluate your business current position , if is that great you will maintain to being more strong. other ways it motivate you to do something significant action in your business, that could be a milestone to moving ahead dramatically.
The document discusses competitive rivalry and competitive dynamics. It provides definitions of key terms like competitors, competitive rivalry, and competitive behavior. It explains that competitive dynamics refers to the total set of actions and responses taken by all firms competing in a market. Competitive rivalry influences a firm's ability to gain and sustain competitive advantages. The document also discusses factors that drive competitive behavior, like awareness, motivation, and ability, and factors that influence the likelihood of attack and response in competitive dynamics.
Marketing represents the boundary between the marketplace and the company, and knowledge of current & emerging happenings in the marketplace is extremely important in any strategic planning exercise.
The document discusses Michael Porter's model of five competitive forces that shape industry competition: rivalry among existing competitors, threat of new entrants, threat of substitute products, bargaining power of customers, and bargaining power of suppliers. It states that a company must develop strategies to counter these forces in order to survive and succeed in the long run. Specifically, it outlines five basic competitive strategies a business can use: cost leadership, differentiation, innovation, growth strategies, and alliance strategies.
This document discusses conducting a competitive analysis of other businesses in the same industry. It recommends calling competitors to ask questions as a potential customer and request their marketing materials. It also suggests calling competitors in other areas to get unbiased advice. Additionally, the document outlines conducting field analysis by asking potential customers about familiar competitors to identify opportunities. The overall goal is to understand competitors' strengths, weaknesses, costs and public image to help strategize your own business approach.
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1. Dis. 7
Should we continue to collect data on race and ethnicity?
Topic
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3. List and describe in your own words the characteristics of skeletal muscle (aka the abilities that a skeletal muscle has).
4. Muscle Tissue
: Describe the appearance of the three types of muscle tissue.
a. Skeletal muscle:
b. Cardiac muscle:
c. Smooth muscle:
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Sarcolemma
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Endomysium
Epimysium
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c. Sternocleidomastoid
d. Temporalis
e. Occipitofrontalis
f. Erector spinae
g. Scalenes
h. External/internal intercostalis
i. Rectus abdominis
j. External/internal oblique
k. Transverse abdominis
l. Rhomboids
m. Serratus anterior
n. Pectoralis major and minor
o. Teres major and minor
p. Latissimius Dorsi
q. Infraspinatus
r. Suprasinatus
s. Subscapularis
t. Deltoid
u. Triceps brachii
v. Biceps brachii
w. Brachialis
x. Brachioradialis
y. Wrist and finger flexors
z. Wrist and finger extensors
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bb. Tensor fasciae latae
cc. Gluteus maximus
dd. Gluteus medius
ee. Quadriceps
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gg. Sartorius
hh. Adductor longus
ii. Gracilis
jj. Tibialis anterior
kk. Gastrocnemius
ll. Soleus
mm. Peroneals
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2. What are your thoughts on using the readiness assessment tool for addictive behaviors?
What is the stage of readiness in each of these areas for Brian and/or Alyssa?
Need for change
Commitment to change
Self-awareness
Environmental awareness
Personal closeness
Identify a possible next step in the process for the individual you selected that you feel will assist them in their readiness for change.
Be sure to rate each of the readiness assessment areas. Your next steps should be appropriate to the data you discuss in the readiness assessment.
see attachment:
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1. Case 3-4 Franklin Industries’ Whistleblowing (a GVV Case)
Natalie got the call she had been waiting for over six long months. Her complaint to the human resources department of Franklin Industries had been dismissed. It was HR’s conclusion that she was not retaliated against for reporting an alleged embezzlement by the Accounting Department manager. In fact, HR ruled there was no embezzlement at all. Natalie had been demoted from assistant manager of the department to staff supervisor seven months ago after informing Stuart Masters, the controller, earlier in 2015, about the embezzlement. Her blood started to boil as she thought about all the pain and agony she’d experienced these past six months without any level of satisfaction for her troubles.
Natalie Garson is a CPA who works for Franklin Industries, a publicly owned company and manufacturer of trusses and other structural components for home builders throughout the United States. Six months ago she filed a complaint with HR after discussing a sensitive matter with her best friend and coworker, Roger Harris. Natalie trusted Harris, who had six years of experience at Franklin. The essence of the discussion was that Natalie was informed by the accounting staff of what appeared to be unusual transactions between Denny King, the department manager, and an outside company no one had never heard of before. The staff had uncovered over $5 million in payments, authorized by King, to Vic Construction. No one could find any documentation about Vic, so the staff dug deeper and discovered that the owner of Vic Construction was Victoria King. Further examination determined that Victoria King and Denny King were siblings.
Once Natalie was convinced there was more to the situation than meets the eye, she informed the internal auditors, who investigated and found that Vic Construction made a $5 million electronic transfer to a separate business owned by Denny King. One thing lead to another, and it was determined by the internal auditors that King had funneled $5 million to Vic Construction, which, at a later date, transferred the money back to King. It was a $5 million embezzlement from Franklin Industries.
Natalie met with Roger Harris that night and told him about the HR decision that went against her. She was concerned whether the internal auditors would act now in light of that decision She knew the culture at Franklin was “don’t rock the boat.” That didn’t matter to her. She was always true to her values and not afraid to act when a wrongdoing had occurred. She felt particularly motivated in this case—it was personal. She felt the need to be vindicated. She hoped Roger would be supportive.
As it turned out, Roger cautioned Natalie about taking the matter any further. He had worked for Franklin a lot longer than Natalie and knew the board of directors consisted mostly of insider directors. The CEO of Franklin was also the chair of Page 181the board. It was well known in the company that whatev.
1. Cryptography is used to protect confidential data in many areas. .docxmonicafrancis71118
1. Cryptography is used to protect confidential data in many areas. Chose one type of cryptography attack and briefly explain how it works (examples include: ciphertext-only attack, known-plain-test attack, chosen-plaintext, chosen-ciphertext attack, timing attack, rubber hose attack, adaptive attack).
2. Select one type of cryptography or encryption and explain it in detail. Include the benefits as well as the limitations of this type of encryption. Your summary should be 2-3 paragraphs in length and uploaded as a TEXT DOCUMENT
.
1. Compare and contrast steganography and cryptography.2. Why st.docxmonicafrancis71118
1. Compare and contrast steganography and cryptography.
2. Why steganography and how does it work? List examples of suitable carriers of steganographic payloads.
3. Experiment with the tool – Steganography Online (http://stylesuxx.github.io/steganography/) to get a feel of how the steganographic tool works.
4. In steganalysis, which methods are used to detect steganography?
Briefly describe how cryptography is applied in ATM, SSL, digital signatures, hashes and drive encryption.
.
1. Date September 13, 2017 – September 15, 2017 2. Curr.docxmonicafrancis71118
1. Date: September 13, 2017 – September
15, 2017
2. Current Exchange Rate ($ / rupee):
1/64.16
3. During the past week (or since your last entry), what has been the major economic or
business news relating to
India? http://www.thehindu.com/business/Industry/economy-suffers-as-firms-tackle-
debt/article19677814.ece
In India this year, there are a fair amount of firms and businesses that are having issues paying off
interest on their loans. On top of this, fewer loans are happening and the state’s GDP growth rate has
lowered this year. The article lists several factors, one of which is pretty simple; interest rates are high
at the moment. This article on business interested me because this is an issue that is relatable to every
modernized country on Earth, how to pay off debt when you aren’t making enough this year to cover
costs? You can’t, so the unpaid portions add up. I didn’t feel like there was a strong bias in this article,
but I’m also not accustomed to the Indian financial market or its businesses. How is this story relevant
to my understanding of India? It lets me take an inside look at the current economy and how they might
be fairing in comparison. It also shows that business and banking policies are not that different on some
levels.
4. During the past week (or since your last entry), what has been the major political
news in India? http://www.thehindu.com/news/national/andhra-pradesh/patronising-congress-
again-a-historic-necessity/article19679153.ece
First, why do I consider this major political news in India? The discussions and accusations being talked
about in the article are serious and can definitely effect votes for the mentioned political parties, which
in turn can change or add new laws, regulations, taxes, and etc. The title seemed incredibly familiar to
what we always see in American newspapers about our politics. I felt that the author, or maybe the
newspaper, might actually lean more towards the BJP and TDP’s opposing forces. Other than that, there
were tons of biased quotes from both parties. So, why do I think this topic is relevant to my
understanding of India? Simply put, just as with business and banking, there is this kind of familiarity in
a way. This article lets me get an inside view on the current parties and the accusations being made,
showing me that politics is a somewhat universal language, one part attack ads, one part confusion, and
one part progress.
5. What new information have you found related to religion in
India?http://www.thehindu.com/society/faith/tendencies-of-
prakriti/article19656107.ece
We talked a lot about how the culture of India and the religions of it can definitely be intertwined. This
short article tells of the three ‘gunas’, which I didn’t know much about if anything really. As far as biases
go, you could say that the article is biased to what it is teaching about this religious aspect, but honestly,
it feels more informative. Why is thi.
1. compare and contrast predictive analytics with prescriptive and d.docxmonicafrancis71118
1. compare and contrast predictive analytics with prescriptive and descriptive analytics. Use examples. (250 words and two references no plagiarism)
2. Discuss the process that generates the power of AI and discuss the differences between machine learning and deep learning.(250 words and two references no plagiarism)
.
1. Creating and maintaining relationships between home and schoo.docxmonicafrancis71118
1. Creating and maintaining relationships between home and school are pivotal to the overall success of our ELL students. Discuss some ways you might cultivate these partnerships throughout the school year.
2. There is research supporting the theory that students who are literate in their home language are more likely to be literate in their second or subsequent language. Thinking of this, what are the potential effects of home language on the development of English and classroom learning?
.
1. Compare and contrast Strategic and Tactical Analysis and its .docxmonicafrancis71118
1. Compare and contrast Strategic and Tactical Analysis and its application to street crimes such as robbery and property crimes such as burglary. In your opinion is one more suited in addressing criminal behavior?
Strategic analysis involves the analysis over the long-term, whereas tactical analysis involves analysis in a more direct manner. Each has analysis scheme has their uses in addressing criminal behavior. To use an example with drug activity strategic analysis would be better suited to understanding who could be the future customers of drug dealers, where are possible locations that could facilitate such deals, and helping law-enforcement and community leaders come up with measures to combat drug sales. However, the tactical analysis would focus more on finding out where the current supply of drugs is coming in from, who the leader(s) is(are), and cracking down on local dealers. While there is overlap between the two, I believe that tactical analysis is the best when addressing criminal behavior, because of the more immediate results that it provides.
2. What is CPTED? Please elaborate on how CPTED may be an effective means to reduce a criminals Modus operandi? Provide an example.
CPTED is an acronym that stands for crime prevention through environmental design which is “The proper design and effective use of the built environment can lead to a reduction in the fear and incidence of crime, and an improvement in the quality of life” (Cozens, Saville, & Hillier, 2005). This means that CPTED is all of the passive defenses that the environment provides law-abiding citizens against criminally minded individuals. These defenses can be broken down into six different aspects that work together to create CPTED they are: territoriality, surveillance, access control, target hardening, image/maintenance, and active support (Cozens, Saville, & Hillier, 2005). All of these aspects work together to decrease crime in the area.
respond to this discussion question in 250 words
.
1. Coalition ProposalVaccination Policy for Infectious Disease P.docxmonicafrancis71118
1. Coalition Proposal
Vaccination Policy for Infectious Disease Prevention and Control
Scope of the Problem
Vaccines have done an excellent job at preventing many diseases, some of which can be deadly if not prevented. When bacteria or viruses enter the body, they immediately begin to attack and multiply, which then causes an infection. The immune system will then fight off the infection and establish antibodies, which will help recognize and fight off the same disease in the future. For this very reason, it has been important for children to be vaccinated at an early age so that they may establish those antibodies their bodies need. Vaccines act as the disease so that the body may produce antibodies, but the good thing is that it won’t cause an infection (CDC, 2017).
There are current policies that mandate vaccinations in the U.S., for example, all children are required to be up to date on their vaccines before beginning school. The problem is that there are many loopholes and exceptions to the rule, whether it’s due to religious reasons or other medical issues. Because of this, there are still many children and adults who have yet to be fully compliant with vaccine requirements
Some important statistics to note (Johns Hopkins Medicine):
· CDC estimated 2,700 new cases of hepatitis A in the U.S.
· It is estimated that in 2011, 19,000 new cases of hepatitis B and 17,000 cases of hepatitis C occurred.
· In 2012, nearly 10,000 new cases of tuberculosis were reported.
· Approximately 36,000 people per year die from influenza and pneumonia.
· 50,000 new cases of HIV infection occur annually.
· In 2012, new cases of STD’s were reported, including HPV, Chlamydia, Gonorrhea, HIV, and Syphilis.
Who is affected by this problem? Identify.
Children are mainly affected by this problem due to parents’ hesitancy for vaccinations. Although law mandates for children to be vaccinated for school enrollment, parents have the option to use exemptions to avoid having their children vaccinated. Currently, medical exemptions are allowed for medical reasons in all states, and it is estimated that one to three percent of children are excused from vaccinations because of these exemptions. Parents have continued to use reasons to avoid vaccinations, for example, the belief that the decline in vaccine-preventable diseases is due to improved health care, hygiene, and sanitation (Ventola, C. L., 2016).
Health disparities among Blacks, Hispanics, and Whites have played a huge role in terms of vaccination coverage. Studies have shown that health insurance has a direct impact on the vaccination coverage in adults, therefore, low-income families who can’t afford health insurance will most likely not get the vaccines they need. With that being said, uninsured prevalence was higher among non-Hispanic blacks (19.5%) and Hispanics (30.1%) compared with non-Hispanic whites (11.1%) (Lu, P., et al, 2015).
What has been written on the issue and policy options?
There ha.
1. Company Description and Backgrounda. Weight Watchers was cr.docxmonicafrancis71118
1. Company Description and Background
a. Weight Watchers was created by Jean Nindetch in 1963 when she began to invite her friends and neighbors so that they can discuss their weight loss issues and how they could lose weight successfully. The basic concept of WW plan consisted of two components: the WW program and group support. Comprised of a food plan and an activity plan. WW eliminated counting calories by introducing a point system.
b. Targeted women 25 to 55
c. 2017 about 1 million members who attended 32,000 WW meetings around the world organized by more then 9,000 leaders who had successful lost weight using WW.
d. Record high revenue 2011 $1.8 billion, in 2012 a slight reduction occurred but beat all pre-2011 numbers, in 2013 is when business began take a turn for the worse.
e. December 2015, WW launched a SmartPoints system which was a scale for food management. It was introduced to work along with a new weight management program called “Beyond the Scale.” Even thought doctors and nutrition’s approved the program, then-CEO David Kirchhoff felt it wasn’t enough because the programs didn’t take into account social, environmental and behavioral factors that led members to fail at their weight loss journey. Shortly after in August 2013, CEO Kirchhoff resigned in order to “pursue other opportunities” which left WW struggling to adjust their business strategy in the Internet Age.
2. Problems Posed In The Case
a. CEO Jim Chambers resigned in September 2016 afterward a tumultuous year with stock prices dropping 54% that year alone and seven straight quarters of declining sales.
b. Next generation diet programs and online apps like MyFitnessPal and FitBit were providing the same services for free of charge. CEO Chambers admitted that “consumers have changed and that WW hadn’t kept the pace.”
c. As obesity levels increased worldwide, the market for weight loss products was growing exponentially, however, WW had to increase customer value and seek new target segments to fend off competitors from traditional rivalry’s like Nutrisystem, Slim Fast, Medifast, Jenny Craig and the Biggest Loser.
d. Emergence of fad diets
e. Decreased effectiveness of marketing and advertising programs
f. The need for developing new and innovative products and services that could be delivered online or via mobile apps
g. WW International faced stock price volatility because of rival weight management options such as the over-the-counter weight-loss drug Alli launched by GlaxoSmithKline in June 2006 and the development of Allergan’s Lap-Band device.
h. Worldwide Health Organization estimated 2.3 billion people to be overweight by 2015 and more than 700 million obese.
i. The development of effective weight-management methods i.e. pharmaceuticals, surgical options such as the Lap-Band.
3. Financial Analysis
a. In 2017, revenue was 1.3 billion and in 2018 revenue was up by 5.77% at 1.5 billion.
4. Strategic Options
a. During the dot-com era they creat.
1. Come up with TWO movie ideas -- as in for TWO screenplays that .docxmonicafrancis71118
1. Come up with TWO movie ideas -- as in for TWO screenplays that you'd be interested in writing.
You will eventually choose ONE screenplay to live with for the duration of this course. You will distill each idea into a single sentence. We call this a LOGLINE.
A good logline: 1. Must include your PROTAGONIST. 2. Must be under 50 words. 3. Must contain the word "BUT" ("but" signifies conflict).
After you write the logline. Tell us about your PROTAGONIST. What is her/his most pressing DESIRE? What are some of the potential OBSTACLES that can get in the way?
TRY TO KEEP IT SIMPLE!
Here's an example:
MOVIE IDEA #1
WORKING TITLE: "COLLATERAL"
LOGLINE: A cab driver dreams of starting his own limo company, BUT when a hitman gets into his cab, our hero must figure out how to survive the night.
PROTAGONIST: Max (Cab Driver)
DESIRE: To stop Vincent (the Hitman)
POTENTIAL OBSTACLES: The HITMAN who never fails. THE COPS who think Max is the hitman. THE GANGSTERS who want the hitman dead. MAX’s own timid and hesitant nature.
2.What is the INCITING INCIDENT in your two film ideas? What is the 1stACT BREAK?
Example:
MOVIE TITLE: COLLATERAL
INCITING INCIDENT: Vincent gets into Max’s cab, makes Max an offer
1STACT BREAK: Body drops on Max’s cab; Reveal Vincent is a Hitman
(To discover your inciting incident possibly contemplate what the worst thing that could happen to your particular character would be)
Interview questions
1. Do you have a specific reason why you wanted to become a physical therapist?
2. Why do think it’s a good idea to be a physical therapist?
3. What did you get your bachelor degree on?
4. Were you in any kind of program for PT?
5. What kind of opportunities were there for you after getting your bachelor degree?
6. What were some of the difficulties you faced when you were looking for jobs?
7. What are some things I should know before I continue?
8. What are some jobs that I can apply to, to get experience with what a want to pursue?
9. How long did it take you to finish school and start your job?
10. What are some skills a person should have that wants to do DPT?
Unal 2
Seyma Unal
English 101 Z02N
Ms. Claytor
24 June 2019
Isabella Mia Interview as a Physical Therapist
Isabella Mia is a physical therapist who is working in the US as a therapist for the last 10 years. I have selected her for the interview because the physical therapist is a tough job and it is important to consider a person who has worked in it for a long time to get the right insights. She is a very dedicated person towards her work and this the reason behind her success in this field. I met her for this interview on a coffee shop and following is the information that I got from her.
Seyma Unal : Do you have a specific reason why you wanted to become a physical therapist?
Isabella Mia : I believe that this is a very rewarding career. I always wanted to do something that can ease other people and in this profession, we have contact with customers .
1. Choose a case for the paper that interests you. Most choose a .docxmonicafrancis71118
1. Choose a case for the paper that interests you. Most choose a case that they experienced on the job (e.g., company merger, reorganization, adoption of innovation or new procedure). If you have never experienced anything remotely like this, then you could choose a case in your community that interested you (e.g., political issues like taxes, land acquisition, school boards). If none of those apply then you can choose a case that is personal to you (e.g., getting a raise, selling something to a client or customer). If you have never worked, then choose a case you may experienced as an intern or student. I am pretty liberal about the kind of case that you choose.
2. Choose a case that involved a failed change attempt or proposes a change that has never been attempted. DO NOT CHOOSE A CASE THAT WAS SUCCESSFUL. The outline is hard to use when describing successful change attempts.
3. Write the paper as an expanded outline. That means writing paragraphs under the lower level headings. By using the outline as headings, you won’t leave something out.
4. With regard to length, some overwrite Section I. I think they get into describing the problem and go on a tirade. Although cathartic, it eats space. Section II should be relatively brief and the shortest of the three sections. Section III is where you should be writing a lot. That is where you are showing me that you can use the course content to propose an effective change.
5. Remember that you will be sending the paper to me as an attachment. I will grade it and make comments in the file. I will return it to you at the SAME address from which I received it. IF FOR SOME REASON, YOU DON’T WANT ANYONE TO SEE THE PAPER, USE YOUR STUDENT EMAIL ADDRESS. DO NOT USE YOUR WORK ADDRESS.
6. I will erase all papers at the end of the term. I never share papers with others.
Below I will give you some insights into the outline.
SUGGESTED OUTLINE FOR CHANGE MANAGEMENT PAPERS
I. Statement of problem area. In this section, describe the change attempt and the key players.
A. Background of change attempt.
1. Nature of change (What is being proposed?).
In this section, provide an overview of the change including a brief history.
2. Issues (Why is it being proposed?).
If you are writing about a failed change, indicate why it was proposed and how it failed. If you are writing about a proposed change, then describe the problem it is intended to resolve.
3. Change Agent(s). This section is focused on the people who proposed or will propose the change. If there are only a few change agents, you can describe what each on is like. If you are there many, then describe their general characteristics.
4.
A. Personality. What are they like? If you want, you can refer to the personalities I mention in the handout on integrative bargaining.
B. Power. What kind of power do the change agents have and how much? Is their power formal (e.g., authority) and/or or informal (e.g., expertise, chari.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Class LecturesStrategic CompetivenessStrategic competitiveness.docx
1. Class Lectures
Strategic Competiveness
Strategic competitiveness is achieved when a company
successfully formulates and implements a value-creating
strategy. A company's ability to sustain strategic
competitiveness—also called competitive advantage—depends
on whether or not other companies are able to imitate or
duplicate the strategy. The period of time for which a company
holds its competitive edge is determined by the speed with
which competitors are able to duplicate the leader's value-
creating strategy.
What this means is that businesses cannot afford to become
complacent. Another company can enter the market with a
bigger, better, and cheaper imitation and take over the market,
and soon, the new entrant will gain competitive advantage.
When George Zimmer, the CEO of Men's Wearhouse Inc., first
started his retail chain in 1973, his goal was to offer men's suits
at prices that the average businessman could afford. He wanted
to create an alternative to the stuffy department stores and
men's boutique stores where prices were high and the
atmosphere often uncomfortable. His main strategy was to
situate Men's Wearhouse stores in outdoor shopping plazas
away from high-rent neighborhoods rather than in malls.
Zimmer continues to look for ways to cut expenses, as
evidenced by the decision to move the manufacturing of a line
of clothing from Italy to Korea. This move enabled him to sell
suits for between $250 and $300, which is approximately half
the price at specialty stores. Zimmer was not one for
complacency. He continued to broaden his clientele and is
known to be an
out-of-the-box thinker. Zimmer decided to expand his line to
include bridal wear, and started tuxedo rentals in 1999, where
anticipated sales in 2004 are $80 million up from $51.5 million
the previous year. Zimmer created an empire with overall sales
2. in 2003 totalling $1.4 billion (Eng, 2010).
The ability to create competitive advantage is vital to a
company's ability to earn above-average returns. Above-average
returns are returns in excess of what investors expected to earn
from other investments with a similar amount of risk. Men's
Wearhouse Inc. continues to be an example of competitive
advantage. As of November 2004, the company's profits jumped
48%. The company's stock, which was trading at approximately
$30.50, rose up 22% per year to date, out-performing the 6%
increase of Standard and Poor's index of 25 apparel retailers
(Pfeffer, 1997).
Without competitive advantage, an investor can at most expect
an average return. Companies that return anything below an
average return often face the risk of failure. This is particularly
true in a global economy where the threat of competition is
high.
According to Porter (1992), a leading authority on strategic
competition and a professor at Harvard Business School, there
are two basic types of competitive advantage:
Cost advantage
Differentiation advantage
These advantages are achieved when a company can deliver the
same benefits as its competitors but at lower prices or when a
company can deliver benefits that exceed those of their
competitors.
Wal-Mart is a case in point. Wal-Mart succeeded in developing
competitive advantage over time by delivering goods and
services at lower costs and in greater volume than most of its
competitors. Regardless of its employment practices or other
issues that recently came to light, Wal-Mart continues to be the
world's largest business. The company continues to grow and its
superstores, which offer fresh produce, deli counters, bakeries,
and butcheries, are located across the United States. The reason
for the company's success is, in large part, due to its ability to
deliver what the consumer wants, in a timely and cost effective
manner, and doing it better than its competitors.
3. Reference:
SUO. (2014). MGT4070: strategic management: Week 2:
strategic competiveness. Retrieved
from http://myeclassonline.com
Competitive Rivalry and Dynamics
Competitors engage in competitive rivalry to gain an
advantageous market position through competitive behavior—
competitive actions and competitiveresponses—which results in
competitive dynamics.
A firm's strategies are dynamic in nature and the actions taken
by a firm elicit responses from competitors, which, in turn,
typically result in responses from the firm that took the initial
action. While attempting to achieve and sustain competitive
advantage, the repetitive process of action and reaction may
result in lower prices, more product choices, and greater value
to customers.
Competitive rivalry affects all types of strategies—corporate,
international, and acquisition—and its primary effect is on
business-level strategies. The action and reaction process shows
that firms are mutually interdependent and that they are affected
by each other's actions and responses. The action and reaction
process also illustrates that success in the marketplace is a
function of individual strategies and their consequences.
The following model illustrates competitive rivalry at the firm
level:
Let us begin with the first component of the model—competitor
analysis.
Competitor Analysis
Competitor analysis is the first step that a firm takes when it
4. seeks to predict the extent and nature of its rivalry with
competitors. The characteristics of competitor rivalry that
determine the extent to which firms are competitors include
market commonality and resource similarity.
Companies with high market commonality and highly similar
resources are recognized as mutually direct competitors. Intense
rivalry is not necessarily dictated by direct competition. The
drivers of competitive behavior and the actions of a competitor
in response to its competitor's actions determine the intensity of
rivalry.
Market commonality refers to the number of markets in which a
firm and a competitor are involved in and the degree of
importance of the individual markets to each. Resource
similarity refers to the extent to which a firm's tangible and
intangible resources are comparable to a competitor's resources
in terms of type and amount.
Now let us discuss the second component of the model—drivers
of competitive behavior.
Drivers of Competitive Behavior
Market commonality and resource similarity influence the
drivers of competitive behavior—awareness, motivation, and
ability. These drivers in turn influence a firm's competitive
behavior, as evidenced by the actions and responses it takes
while engaged in competitive rivalry.
Awareness
A company needs to be aware of what other firms are doing in
order to respond to their actions. Before any action or response
is implemented, a company needs to be aware of how its actions
and responses are viewed by competitors. The company should
also be aware of the consequences of its actions and responses.
When a company lacks this awareness, it can become hyper
competitive, which may cause problems for its competitors.
Motivation
Firms are motivated to take action or respond to a competitor's
actions to achieve gains and avoid losses. Sometimes a company
may choose not to respond or take competitive action if it will
5. not result in competitive edge or, at the least, will not
negatively impact its position in the market.
Ability
A firm may be aware of the number of markets it shares in
common with its competitors, and is motivated to respond to
their competitive actions. However the firm may not have the
ability to take action. Ability refers to the capability of a firm
to take action or to respond to a competitor's action based on its
resources and the flexibility of these resources.
Strategic and Tactical Actions
The competitive actions that firms take may
be tactical or strategic in nature. A firm takes competitive
actions to either build or defend its position in the market.
Competitive responses are initiated to counteract the
competitive actions taken by competitors. Initiating strategic
competitive actions requires strong commitment of
organizational resources in a firm. Strategic competitive actions
or strategic responses are market-based actions that are not easy
to implement and very difficult to reverse. Tactical actions or
tactical responses are market-based actions that are taken to
fine-tune a strategy. They do not require strong commitment of
resources and are easier to implement and to reverse. An
example of a strategic action or strategic response is when a
company decides to enter a new market. This company will be
said to engage in a tactical action or tactical response if it
restructures its pricing schedule.
Likelihood of Attack
There are numerous factors that affect the likelihood of a
competitor using strategic actions or tactical actions to attack
its competitors. In addition to market commonality, resource
similarity, and the drivers of awareness, motivations and
ability, first mover incentives, organizational size, and quality
of product also affect the likelihood of attack. Let's discuss
these factors in greater detail.
First Mover Incentives
A firm is referred to as a first mover when it initiates a
6. competitive action with the objective of improving or protecting
its competitive advantage. First movers are companies that
allocate funds for product innovation and development,
aggressive advertising, and advanced research and development
(R&D).
Firms that are successful first movers can reap substantial
benefits. In fast-cycle markets, where rapid changes are the
norm and where it is almost impossible to sustain competitive
advantage for any length of time, a first mover may gain five to
ten times the valuation and revenue of a second mover.
Although first mover benefits are not guaranteed, they are often
critical to the success of a firm in industries that experience
rapid technological developments and relatively short product
life cycles.
First movers often reap the benefit of above-average returns, at
the least until its competitors respond. In addition to above-
average returns, first movers may also benefit from increased
customer loyalty and increased market share. These two benefits
are valuable to a first mover as they make it more difficult for a
competitor to woo customers away.
A second mover is a firm that responds to the first mover's
competitive action, usually through imitation.
A late mover is a firm that responds to a competitive action, but
only after a good deal of time has elapsed after the first mover's
action and the second mover's response.
Let us now discuss the effect of organizational size and quality.
Reference:
SUO. (2014). MGT4070: strategic management: Week 2:
competitive rivalry and dynamics. Retrieved
from http://myeclassonline.com
Organizational Size and Quality
Organizational Size
An organization's size impacts decisions related to competitive
actions, the specific type of actions, and their timeline of
implementation. Smaller companies tend to be first movers
because a small company has the ability to move more quickly
7. and is capable of initiating competitive actions faster than a
larger company. Smaller companies can rely on speed and
surprise to defend their competitive advantages or develop new
advantages while engaged in competitive rivalry, particularly
with large companies. Large firms, given their size and
organizational structure, tend to take more time to initiate
competitive and strategic actions. It is important to analyze
total sales revenue or total number of employees when
analyzing competition based on organizational size.
Quality
The quality of a firm's goods or services is determined by the
degree to which the goods or services meet or exceed customers'
expectations. From a strategic perspective, quality is considered
the outcome of how a firm completes primary and secondary
activities. Quality is subjective and is most likely to be an
important goal of the firm when all its employees are committed
to the goal. In this case, the goods and services produced by the
firm are typically well received by customers.
Likelihood of Response
Let's now discuss the factors that determine how a competitor is
likely to respond to competitive actions, such as:
· Type of competitive action
· Actor's reputation
· Market dependence
Type of Competitive Action
There are differences between competitive responses to
strategic actions and competitive responses to tactical actions.
When a company identifies the action taken against a
competitor, it is better able to determine its competitor's
response. It is theorized that strategic actions will attract
strategic responses and tactical actions will attract tactical
responses.
Strategic actions, due to their nature of requiring large
commitment of resources and the fact that such actions are
difficult to implement, typically receive fewer total competitive
responses. In some markets, it is easier for competitors to
8. respond to a tactical action because of the rapid changes that
occur when companies use a tactical action. An example would
be when a gas station lowers its prices.
Actor's Reputation
In the context of competitive rivalry, an actor is a firm that
takes an action or makes a response. A positive reputation can
be a source of above-average returns, particularly for producers
of consumer goods. A positive corporate reputation is of
strategic value and affects competitive rivalry. Given that past
behavior is assumed to be a predictor of future behavior, a firm
studies the responses of a competitor to predict the likelihood of
its response.
Market dependence
Market dependence refers to the extent to which a firm's
revenues or profits are derived from a specific market. Firms
can generally predict that competitors with high market
dependence are likely to respond strongly to attacks that
threaten their market position.
Competitive Dynamics
Competitive rivalry is concerned with ongoing actions and
responses between a company and its competitors for an
advantageous market position. Competitive dynamics refers to
the ongoing actions and responses of all the firms that compete
within a market. To understand competitive dynamics, you need
to understand the effects of varying rates of competitive speed
in various markets—slow-cycle,
fast-cycle, and standard-cycle. You also need to understand the
behavior—actions and responses—of all the competitors in the
market.
Slow-Cycle Markets
Slow-cycle markets are markets where the actions and responses
of all competitors are slowed down because of the high cost of
imitating goods and services. This enables a company to sustain
competitive advantage for longer periods of time.
Fast-Cycle Markets
Fast-cycle markets are markets where a company's competitive
9. advantage is not sustainable because of the ability of
competitors to replicate goods and services more quickly and at
a lower cost than in a slow-cycle market.
Standard-Cycle Markets
Standard-cycle markets are markets where a company's ability
to imitate a competitor's goods or services in a timely and cost
effective manner is average.
Reference:
SUO. (2014). MGT4070: strategic management: Week
2:organizational size and quality. Retrieved from
http://myeclassonline.com
Corporate-Level Strategies
Corporate-level strategy is a decision-making process that
results in a series of steps that a company takes in order to
achieve its goal of gaining competitive advantage. Using a
corporate-level strategy, a company identifies and manages
various businesses that compete in various industries and
product markets to achieve this goal. When a company chooses
to expand from operating a business in one industry to operating
in several industries, it uses a corporate-level strategy of
diversification.
A diversified company uses two levels of strategy, business-
level and corporate-level. Each business unit in a diversified
company chooses a business-level strategy to compete in a
product market. A firm's corporate-level strategy is concerned
with two key questions:
· Which businesses should the firm engage in?
· How should the corporate office manage the business groups?
Corporate-level strategies are expected to help earn above-
average returns by creating value in the same way a diversified
firm's business-level strategies create value. A successful
corporate-level strategy creates aggregate returns that exceed
what those returns would be without the strategy, across all
business units. It also contributes to a firm's strategic
competitiveness and its ability to earn above-average returns.
10. Product diversification is the primary corporate-level strategy.
It is concerned with the scope of industries and markets in
which a firm competes and how managers buy, create, and sell
different businesses to match skills and strengths with
opportunities. To engage in product diversification, a firm
needs to know what the opportunities are. The company needs
to perform an industry environment analysis to determine what
opportunities exist and an internal environment analysis to
determine its resources, capabilities, and core competencies.
In a global market, diversification is often not a matter of if but
a matter of when. Firms that seek to become world leaders
compete with large diversified companies. Companies that seek
to dominate their industries often regard diversification as a
tool to differentiate themselves within their industry and gain a
larger market segment. Traditional companies with one product
line have crossed over into other types of businesses, serving
entirely new market segments with goods and services not
typically associated with them. For example, the Gillette
Company—originally known for their shaving and grooming
products—has diversified over the years. Its businesses now
include grooming, batteries, oral care, personal care, and
appliances. The company is an industry leader in over a dozen
major consumer product categories and continually seeks to
introduce new product lines. In the over 100 years of its life
span, Gillette has used corporate-level strategies to gain and
hold large market positions in all its businesses.
Business strategists suggest that a firm should diversify into
additional markets only when it has excess resources,
capabilities, and core competencies with multiple value-creating
uses. Companies can choose from among various levels of
diversification ranging from low to high.
Let's next discuss the levels and types of diversification.
Levels and Types of Diversification
Diversified firms differ in their level of diversification and
connections among their businesses. There are five categories of
businesses based on their levels of diversification.
11. Low Levels of Diversification
A company that pursues a low level of diversification uses
either of the following diversification strategies:
· Single business: More than 95% of revenue comes from a
single business.
· Dominant business: Between 70% and 95% of revenue comes
from a single business.
Moderate to High Levels of Diversification
A company that pursues a high level of diversification uses
either of the following diversification strategies:
· Related constrained: Less than 70% of revenue comes from the
dominant business, and all businesses share product,
technological, and distribution linkages.
· Related linked (mixed related and unrelated): Less than 70%
of revenue comes from the dominant business, and there are
only limited links between businesses.
Very High Levels of Diversification
A company that pursues a very high level of diversification uses
the following diversification strategy:
· Unrelated: Less than 70% of revenue comes from the dominant
business, and there are no common links between businesses.
There are numerous reasons firms use a corporate-level
diversification strategy. This strategy is generally used to
increase a firm's value by improving its overall performance.
Value is created through related diversification or unrelated
diversification when the strategy enables a firm's business units
to increase revenues or reduce costs while implementing the
business-level strategy. Another reason is to gain market power
relative to competitors. Diversification does not always increase
a firm's value; it may have a neutral effect, increase costs, or
reduce revenues and value. The reason a firm would go for
diversification is to try and neutralize the market power of a
competitor.
Related Diversification
Companies that use the related diversification strategy build on
or extend their resources, capabilities, and core competencies to
12. create value. Using this strategy, a company seeks to develop
and exploit economies of scope—cost savings created by
successfully transferring some capabilities and competencies
that were developed in one of the firm's business units to
another of its businesses. Let's discuss the types of related
diversification.
Operational Relatedness: Sharing Activities
Firms can create operational relatedness by sharing either a
primary activity such as an inventory delivery system or a
support activity such as a purchasing activity. Companies with
multiple business units routinely share activities to reduce
costs, which gives the customer more power as a buyer. It also
enables a firm, if it so chooses, to pass on some of those
savings to their customers, which can result in greater customer
loyalty and increased revenues.
Corporate Relatedness: Transferring of Core Competencies
Over time, a firm's intangible resources such as knowledge
become the foundation for core competencies. Corporate core
competencies are complex sets of resources and capabilities that
link various businesses, primarily through managerial and
technological knowledge, experience, and expertise. Related
linked companies often transfer competencies between
businesses, which creates value in two ways:
· The expense of developing a competence is incurred only in
one business unit. When it is transferred to a second business
unit, it is already a source of value because the second business
unit does not need to allocate resources to develop the
competence.
· Intangible resources, which are difficult for competitors to
understand and therefore imitate, are the second source of value
created through corporate relatedness. There are many examples
of corporate relatedness in companies, such as Virgin
Industries, Honda, and Coopers Industries (Whittingdon &
Mayer, 2002).
Market Power
Related diversification can also gain market power. A firm has
13. market power when it is able to sell its products above the
existing competitive level or to reduce the costs of its primary
and support activities below the competitive level or when it
can do both. There are several approaches to gaining market
power through diversification, such as:
· Multipoint competition: This exists when two or more
diversified firms simultaneously compete in the same product
areas or geographic markets. Two obvious examples are FedEx
and UPS. DHL, the strongest shipping company in Europe,
entered the US market, leading to more competition in this
industry.
· Vertical integration: This exists when a company produces its
own inputs or owns its own source of distribution, for example,
Apple.
Unrelated Diversification
A company can use an unrelated diversification strategy to
create value through two types of financial economies, which
are cost savings realized through improved allocations of
financial resources based on investments inside or outside the
firm.
· Efficient internal capital market allocation: This financial
economy results from efficient internal capital allocations. This
approach is used to reduce risk among the firm's business units.
· Restructuring: This financial economy deals with purchasing
other corporations and restructuring their assets. In this
approach, a diversified firm buys another company,
restructuring that company's assets in ways that enable it to
operate more efficiently and profitably, and then selling the
company for a profit in the external market.
Reference:
SUO. (2014). MGT4070: strategic management: Week 2:
corporate-level strategies. Retrieved from
http://myeclassonline.com