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[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A Direction for Future Presented by: Echo Consulting Group
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],KHIND’s Philosophy To Share. To Care
 
[object Object],[object Object],[object Object],[object Object],[object Object]
 
[object Object],[object Object],[object Object],[object Object]
 
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],Competitive Force Magnitude of Force Conclusion Intensity of Rivalry Very Strong Reduce the profit potential of the industry as a whole Supplier Power Moderate to Strong (Latent) Moderately reduce the profit potential of the industry as a whole Buyer Power Strong Reduce the profit potential of the industry as a whole Threat of Substitutes Moderate to Strong (Latent) Moderately reduce the profit potential of the industry as a whole Threat of New Entrants Moderate Does not reduce the profit potential of the industry as a whole Overall Conclusions Four relatively strong forces reduce the profit potential for the industry as a whole.
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[object Object],Alpha Action Khind Fagor LG Electrolux Hitachi Etc. Breadth of Product Line Low Low High High Price Haier Pensonic I
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
KHIND’s Type of Resources - Capabilities Valuable Rare Difficult to Imitate Without Substitutes Implications Tangible Financial Yes No No No Competitive Parity Physical Yes No No No Competitive Parity Organizational Yes Yes No No  Temporary Competitive Innovation & Technology Yes Yes No No Temporary Competitive Intangible Human Resources Yes Yes No No Temporary Competitive Reputation Yes No Yes Yes Sustainable Competitive Organizational Capabilities Yes Yes No No Temporary Competitive
 
 
 
 
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[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
 

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  • 18. KHIND’s Type of Resources - Capabilities Valuable Rare Difficult to Imitate Without Substitutes Implications Tangible Financial Yes No No No Competitive Parity Physical Yes No No No Competitive Parity Organizational Yes Yes No No Temporary Competitive Innovation & Technology Yes Yes No No Temporary Competitive Intangible Human Resources Yes Yes No No Temporary Competitive Reputation Yes No Yes Yes Sustainable Competitive Organizational Capabilities Yes Yes No No Temporary Competitive
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