Michael porter
•Download as PPTX, PDF•
2 likes•1,596 views
Michael Porter is a leading authority on business strategy and competitiveness. He developed the Five Forces model for industry analysis, which examines how five competitive forces - rivalry, potential new entrants, substitute products, buyer power and supplier power - influence profitability within an industry. The model helps strategic managers understand their industry context and develop a competitive advantage over rivals.
Report
Share
Report
Share
![About Michael Porter ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Peter drucker
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.
Contribution of Peter F Drucker
Peter F. Drucker was an influential Austrian-born American management thinker and author. He is considered the "father of modern management". Some of his key contributions to management theory include defining management as a distinct function, emphasizing management by objectives, and advocating for decentralized organizational structures. Drucker opposed bureaucratic management and believed the goal of management should be innovation. He developed theories around organizational structures, management functions, and adapting to rapid technological change. Drucker's works have had a significant and lasting impact on the field of management.
Management Gurus
Here is a survey of curated management thought leaders and their books. Check it out and see if you have any others to add. This is a great starting point for understanding management practice and principles. Or maybe there are a few gaps to fill in your knowledge. I hope you find it useful!
PETER DRUCKER
The management guru,The man who revolutionized management to a production oriented platform, had discussed strategies that outshines among many well known industrialist today.There are whole lot of things that can be learned form this man to develop an organization culture that strives to generate profit efficiently and effectively.
Classical theory
The document summarizes classical organizational theory, its major contributors, and criticisms. Classical theory emerged in the late 19th century and focused on efficiency, specialization, and strict control of workers. Major contributors included Frederick Taylor with scientific management, Henri Fayol with administrative functions, Luther Gulick, and Max Weber's ideal bureaucracy. While classical theory emphasized structure, division of labor, and monetary incentives, criticisms argued it treated employees as passive and dependent, focusing only on short-term goals.
Peter F Drucker and His Contribution in Management
In this power point presentation, I try to collect all the main and important contribution made by Peter F Drucker and also gives the name of some of his publications etc.
Peter Drucker
Peter F. Drucker (1909-2005) was an influential thinker in management theory. He earned his doctorate in Germany and later moved to the US, teaching at NYU and Claremont Graduate University. Drucker made important contributions in areas like management by objectives, focusing on customers and innovation, and recognizing the rise of knowledge workers. He emphasized that businesses must create value for customers and should have a clear social purpose beyond profit. Drucker also studied non-profits and was a leader in recognizing the need for managing change. He developed theories on planned abandonment and exploiting windows of opportunity.
Objectives of management
This document discusses objectives, vision, mission, goals, and strategies in management. It defines objectives as commitments to achieve measurable results by deadlines. Vision is a company's long-term goal, while mission outlines its business and customers. Goals and objectives are interchangeably used targets like profit, growth, and social responsibility. Strategy is a company's plan to outperform rivals. The document also describes Management by Objectives (MBO) as integrating managerial activities toward objectives. The MBO cycle includes setting objectives, developing action plans, periodic review, and performance appraisal. Effective MBO implementation requires supportive culture, commitment from leadership, and being suitable for the organization. Motivation principles incorporate participation, feedback, reciprocal interests,
Recommended
Peter drucker
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.
Contribution of Peter F Drucker
Peter F. Drucker was an influential Austrian-born American management thinker and author. He is considered the "father of modern management". Some of his key contributions to management theory include defining management as a distinct function, emphasizing management by objectives, and advocating for decentralized organizational structures. Drucker opposed bureaucratic management and believed the goal of management should be innovation. He developed theories around organizational structures, management functions, and adapting to rapid technological change. Drucker's works have had a significant and lasting impact on the field of management.
Management Gurus
Here is a survey of curated management thought leaders and their books. Check it out and see if you have any others to add. This is a great starting point for understanding management practice and principles. Or maybe there are a few gaps to fill in your knowledge. I hope you find it useful!
PETER DRUCKER
The management guru,The man who revolutionized management to a production oriented platform, had discussed strategies that outshines among many well known industrialist today.There are whole lot of things that can be learned form this man to develop an organization culture that strives to generate profit efficiently and effectively.
Classical theory
The document summarizes classical organizational theory, its major contributors, and criticisms. Classical theory emerged in the late 19th century and focused on efficiency, specialization, and strict control of workers. Major contributors included Frederick Taylor with scientific management, Henri Fayol with administrative functions, Luther Gulick, and Max Weber's ideal bureaucracy. While classical theory emphasized structure, division of labor, and monetary incentives, criticisms argued it treated employees as passive and dependent, focusing only on short-term goals.
Peter F Drucker and His Contribution in Management
In this power point presentation, I try to collect all the main and important contribution made by Peter F Drucker and also gives the name of some of his publications etc.
Peter Drucker
Peter F. Drucker (1909-2005) was an influential thinker in management theory. He earned his doctorate in Germany and later moved to the US, teaching at NYU and Claremont Graduate University. Drucker made important contributions in areas like management by objectives, focusing on customers and innovation, and recognizing the rise of knowledge workers. He emphasized that businesses must create value for customers and should have a clear social purpose beyond profit. Drucker also studied non-profits and was a leader in recognizing the need for managing change. He developed theories on planned abandonment and exploiting windows of opportunity.
Objectives of management
This document discusses objectives, vision, mission, goals, and strategies in management. It defines objectives as commitments to achieve measurable results by deadlines. Vision is a company's long-term goal, while mission outlines its business and customers. Goals and objectives are interchangeably used targets like profit, growth, and social responsibility. Strategy is a company's plan to outperform rivals. The document also describes Management by Objectives (MBO) as integrating managerial activities toward objectives. The MBO cycle includes setting objectives, developing action plans, periodic review, and performance appraisal. Effective MBO implementation requires supportive culture, commitment from leadership, and being suitable for the organization. Motivation principles incorporate participation, feedback, reciprocal interests,
Peter Drucker
Peter Drucker is known as the father of modern management. He introduced many important concepts to management theory and practice, such as knowledge workers, management by objectives, and viewing workers as resources rather than costs. Some of his key contributions include emphasizing results over activities, shifting management's focus to productivity and accountability, and predicting technological and societal changes from industrial to post-industrial societies. Drucker received many honors for his influential work, including the Presidential Medal of Freedom.
Evolution of management thought
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
Strategic business unit
A strategic business unit (SBU) is an autonomous division within a larger corporation that is focused on a specific product or market segment. SBUs have their own marketing plans and budgets to drive their individual profitability, while still being accountable to the larger parent company. They allow corporations to be flexible and responsive to changing economic conditions by delegating control over key performance factors to the independent SBU level.
Concepts of Management
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Organization structure.ppt
This document discusses different types of organizational structures, including pre-bureaucratic, bureaucratic, post-bureaucratic, functional, divisional, and matrix structures. Pre-bureaucratic structures lack standardization and are common in small organizations. Bureaucratic structures have more standardization and are better suited for larger organizations. Functional structures group employees by specialized tasks while divisional structures group functions into divisions based on factors like geography or products. Matrix structures combine functional and divisional forms by grouping employees by both function and product/division.
Fiedler’s Contingency Model to Leadership
This document summarizes Fiedler's contingency model of leadership. [1] The model proposes that effective group performance depends on matching a leader's style with the degree of control in the situation. [2] A leader's style is assessed using the Least Preferred Co-worker questionnaire to determine if they are task-oriented or relationship-oriented. [3] The model also evaluates situations based on three factors - task structure, position power, and leader-member relationships to determine if the situation gives the leader high, moderate, or low control. Fiedler predicted that task-oriented leaders perform best in very favorable or unfavorable situations, while relationship-oriented leaders perform best in moderately favorable situations.
Peter drucker
Peter Ferdinand Drucker was an influential author and professor known as "The Father of Modern Management." He was born in Austria and became a U.S. citizen in 1943. Drucker made significant contributions in the fields of management, marketing, and economics. He emphasized management by objectives, organizational structure and functions, and conceptualized knowledge workers and the importance of treating workers as assets. Drucker authored 39 books and countless articles, influencing generations of business leaders and managers.
Contribution of Peter Drucker in development of management thoughts
PPT discusses on various aspects of management thoughts of Peter Drucker in terms of strategic approach, innovation, Management by objective.
Principles of Management Chapter 3 Planning
This document discusses planning concepts including defining planning, the nature of planning, major types of plans like objectives, mission, guidelines for MBO, programs, policies, procedures, budgets, rules, and strategies. It outlines the basic steps in business planning, major types of plans, decision making techniques, the decision making environment and process, planning techniques like forecasting and scheduling, reasons why managers fail in planning, and concludes with defining control techniques.
Classical approach of Management
The document provides an introduction to the classical approach to management. It discusses that the classical approach views employees as having only economic and physical needs. It was the oldest formal school of management originating in the early 1900s. The classical approach includes scientific management, administrative management, and bureaucratic management. Major contributors included Taylor, Fayol, and Weber. Taylor's scientific management focused on finding the most efficient way to perform jobs. Fayol analyzed management as a universal process and introduced 14 principles of management. Weber introduced concepts of bureaucratic organizations based on rational authority. The document also discusses management as both an art and a science.
Span of management
Span of management refers to the number of subordinates that can be effectively managed by a superior. It influences the complexity of a manager's job and determines organizational structure. Classical writers suggested an ideal span of 3 to 8 subordinates. More recently, Graicunas developed mathematical formulas to calculate relationships within spans of management based on the number of subordinates. The ideal span can vary based on factors like job complexity, employee abilities, and use of support staff. In general, managers should have neither too many nor too few direct reports.
Organizing: Management Functiom
Organizing is the second function of management and involves assigning tasks, grouping tasks into departments, and allocating resources. Managers must address basic organizing elements like designing jobs, grouping jobs, and establishing reporting relationships. Organizing provides benefits like increased productivity, division of labor, and clarity of expectations. It allows managers to improve effectiveness by obtaining the right resources and organizing people toward objectives, as well as improve efficiency through productive resource combinations.
Administrative theory
Fayol proposed five elements of management: planning, organizing, commanding, coordinating, and controlling. He also described fourteen principles of management that managers should follow to effectively accomplish their objectives. The principles include division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain of command, order, equity, stability of tenure, initiative, and esprit de corps. Fayol's theories focused on how to maintain an effectively and efficiently functioning organization.
Major Leadership Theories
These slides present major leadership theories namely; trait theory, behavioural theories, contingency theories, transactional theories, and relationship theories.
Departmentalization
This document discusses different types of organizational structures including functional, divisional, matrix, networked, and learning organizations. It defines organizing as arranging activities to systematically contribute to goals. Organization charts visually depict reporting relationships. Functional structures group similar occupations, while divisional structures create self-contained units by product, customer, or geography. Matrix structures assign specialists to projects led by managers. Decentralization pushes decision-making to lower levels.
Scientific of management
Scientific Management aims to improve industrial efficiency through applying scientific principles to management. Frederick Taylor is considered the father of Scientific Management. Some key principles of Scientific Management include basing decisions on science rather than intuition, promoting harmony between workers and management, encouraging mental revolution and cooperation over individualism, and developing workers' greatest efficiency. Techniques of Scientific Management include functional foremanship, standardization and simplification of work, work study including method study, motion study and time study, and implementing a differential piece wage system. Modern approaches drawing from Scientific Management principles include Just-in-Time manufacturing, Lean Manufacturing, Kaizen, Six Sigma, and Operations Research.
1 c. functions, roles and skills of a manager2
ORGANIZATION AND MANAGEMENT
SHS SPECIALIZED SUBJECT IN ABM STRAND
Global strategy
This document provides an overview of key concepts in global strategy formulation. It discusses factors that drive industry globalization and unique risks of operating globally. It examines different global strategies like standardized, tailored, and changed approaches. It also analyzes Walmart's transformation into a major global company through international expansion focused initially in Americas, then China. Walmart exploited buying power, domestic competencies, and learned through local adaptations in different market entries.
Strategic leadership
The document discusses the roles and responsibilities of strategic leaders and middle managers in organizational strategy. It outlines several key roles:
1. Strategic leaders such as the CEO are responsible for determining strategic direction, managing resources, sustaining organizational culture, emphasizing ethics, and establishing controls.
2. Middle managers play important roles in strategy formation through idea generation, championing new initiatives, and developing capabilities.
3. Both strategic leaders and middle managers are involved in strategy implementation through roles like leadership, organization, resource management, and performance monitoring. Effective strategy implementation requires alignment across all organizational elements.
Managerial roles
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
Porter's Five Forces
Porter's Five Forces is a model for industry analysis that examines five competitive forces that shape every industry. The five forces are: the threat of new entrants, the threat of substitutes, the bargaining power of suppliers, the bargaining power of customers, and the intensity of rivalry among existing competitors. The model helps understand the attractiveness of an industry and the sources of competitive advantage within it.
Porter's 5 Force Model
The document discusses Porter's Five Forces model for analyzing industry competition and attractiveness. It describes each of the five competitive forces - threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It provides examples of how each force can impact an industry using Coca-Cola's industry as an example. The document also discusses competitive advantages firms can achieve through cost leadership or differentiation strategies and notes some strengths and limitations of Porter's Five Forces model.
More Related Content
What's hot
Peter Drucker
Peter Drucker is known as the father of modern management. He introduced many important concepts to management theory and practice, such as knowledge workers, management by objectives, and viewing workers as resources rather than costs. Some of his key contributions include emphasizing results over activities, shifting management's focus to productivity and accountability, and predicting technological and societal changes from industrial to post-industrial societies. Drucker received many honors for his influential work, including the Presidential Medal of Freedom.
Evolution of management thought
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
Strategic business unit
A strategic business unit (SBU) is an autonomous division within a larger corporation that is focused on a specific product or market segment. SBUs have their own marketing plans and budgets to drive their individual profitability, while still being accountable to the larger parent company. They allow corporations to be flexible and responsive to changing economic conditions by delegating control over key performance factors to the independent SBU level.
Concepts of Management
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Organization structure.ppt
This document discusses different types of organizational structures, including pre-bureaucratic, bureaucratic, post-bureaucratic, functional, divisional, and matrix structures. Pre-bureaucratic structures lack standardization and are common in small organizations. Bureaucratic structures have more standardization and are better suited for larger organizations. Functional structures group employees by specialized tasks while divisional structures group functions into divisions based on factors like geography or products. Matrix structures combine functional and divisional forms by grouping employees by both function and product/division.
Fiedler’s Contingency Model to Leadership
This document summarizes Fiedler's contingency model of leadership. [1] The model proposes that effective group performance depends on matching a leader's style with the degree of control in the situation. [2] A leader's style is assessed using the Least Preferred Co-worker questionnaire to determine if they are task-oriented or relationship-oriented. [3] The model also evaluates situations based on three factors - task structure, position power, and leader-member relationships to determine if the situation gives the leader high, moderate, or low control. Fiedler predicted that task-oriented leaders perform best in very favorable or unfavorable situations, while relationship-oriented leaders perform best in moderately favorable situations.
Peter drucker
Peter Ferdinand Drucker was an influential author and professor known as "The Father of Modern Management." He was born in Austria and became a U.S. citizen in 1943. Drucker made significant contributions in the fields of management, marketing, and economics. He emphasized management by objectives, organizational structure and functions, and conceptualized knowledge workers and the importance of treating workers as assets. Drucker authored 39 books and countless articles, influencing generations of business leaders and managers.
Contribution of Peter Drucker in development of management thoughts
PPT discusses on various aspects of management thoughts of Peter Drucker in terms of strategic approach, innovation, Management by objective.
Principles of Management Chapter 3 Planning
This document discusses planning concepts including defining planning, the nature of planning, major types of plans like objectives, mission, guidelines for MBO, programs, policies, procedures, budgets, rules, and strategies. It outlines the basic steps in business planning, major types of plans, decision making techniques, the decision making environment and process, planning techniques like forecasting and scheduling, reasons why managers fail in planning, and concludes with defining control techniques.
Classical approach of Management
The document provides an introduction to the classical approach to management. It discusses that the classical approach views employees as having only economic and physical needs. It was the oldest formal school of management originating in the early 1900s. The classical approach includes scientific management, administrative management, and bureaucratic management. Major contributors included Taylor, Fayol, and Weber. Taylor's scientific management focused on finding the most efficient way to perform jobs. Fayol analyzed management as a universal process and introduced 14 principles of management. Weber introduced concepts of bureaucratic organizations based on rational authority. The document also discusses management as both an art and a science.
Span of management
Span of management refers to the number of subordinates that can be effectively managed by a superior. It influences the complexity of a manager's job and determines organizational structure. Classical writers suggested an ideal span of 3 to 8 subordinates. More recently, Graicunas developed mathematical formulas to calculate relationships within spans of management based on the number of subordinates. The ideal span can vary based on factors like job complexity, employee abilities, and use of support staff. In general, managers should have neither too many nor too few direct reports.
Organizing: Management Functiom
Organizing is the second function of management and involves assigning tasks, grouping tasks into departments, and allocating resources. Managers must address basic organizing elements like designing jobs, grouping jobs, and establishing reporting relationships. Organizing provides benefits like increased productivity, division of labor, and clarity of expectations. It allows managers to improve effectiveness by obtaining the right resources and organizing people toward objectives, as well as improve efficiency through productive resource combinations.
Administrative theory
Fayol proposed five elements of management: planning, organizing, commanding, coordinating, and controlling. He also described fourteen principles of management that managers should follow to effectively accomplish their objectives. The principles include division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain of command, order, equity, stability of tenure, initiative, and esprit de corps. Fayol's theories focused on how to maintain an effectively and efficiently functioning organization.
Major Leadership Theories
These slides present major leadership theories namely; trait theory, behavioural theories, contingency theories, transactional theories, and relationship theories.
Departmentalization
This document discusses different types of organizational structures including functional, divisional, matrix, networked, and learning organizations. It defines organizing as arranging activities to systematically contribute to goals. Organization charts visually depict reporting relationships. Functional structures group similar occupations, while divisional structures create self-contained units by product, customer, or geography. Matrix structures assign specialists to projects led by managers. Decentralization pushes decision-making to lower levels.
Scientific of management
Scientific Management aims to improve industrial efficiency through applying scientific principles to management. Frederick Taylor is considered the father of Scientific Management. Some key principles of Scientific Management include basing decisions on science rather than intuition, promoting harmony between workers and management, encouraging mental revolution and cooperation over individualism, and developing workers' greatest efficiency. Techniques of Scientific Management include functional foremanship, standardization and simplification of work, work study including method study, motion study and time study, and implementing a differential piece wage system. Modern approaches drawing from Scientific Management principles include Just-in-Time manufacturing, Lean Manufacturing, Kaizen, Six Sigma, and Operations Research.
1 c. functions, roles and skills of a manager2
ORGANIZATION AND MANAGEMENT
SHS SPECIALIZED SUBJECT IN ABM STRAND
Global strategy
This document provides an overview of key concepts in global strategy formulation. It discusses factors that drive industry globalization and unique risks of operating globally. It examines different global strategies like standardized, tailored, and changed approaches. It also analyzes Walmart's transformation into a major global company through international expansion focused initially in Americas, then China. Walmart exploited buying power, domestic competencies, and learned through local adaptations in different market entries.
Strategic leadership
The document discusses the roles and responsibilities of strategic leaders and middle managers in organizational strategy. It outlines several key roles:
1. Strategic leaders such as the CEO are responsible for determining strategic direction, managing resources, sustaining organizational culture, emphasizing ethics, and establishing controls.
2. Middle managers play important roles in strategy formation through idea generation, championing new initiatives, and developing capabilities.
3. Both strategic leaders and middle managers are involved in strategy implementation through roles like leadership, organization, resource management, and performance monitoring. Effective strategy implementation requires alignment across all organizational elements.
Managerial roles
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
What's hot (20)
Contribution of Peter Drucker in development of management thoughts
Contribution of Peter Drucker in development of management thoughts
Viewers also liked
Porter's Five Forces
Porter's Five Forces is a model for industry analysis that examines five competitive forces that shape every industry. The five forces are: the threat of new entrants, the threat of substitutes, the bargaining power of suppliers, the bargaining power of customers, and the intensity of rivalry among existing competitors. The model helps understand the attractiveness of an industry and the sources of competitive advantage within it.
Porter's 5 Force Model
The document discusses Porter's Five Forces model for analyzing industry competition and attractiveness. It describes each of the five competitive forces - threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It provides examples of how each force can impact an industry using Coca-Cola's industry as an example. The document also discusses competitive advantages firms can achieve through cost leadership or differentiation strategies and notes some strengths and limitations of Porter's Five Forces model.
Michael porter 5 force model
This document summarizes Michael Porter's Five Forces model of competition. It was developed by Michael Porter to analyze industry structure and competition. The five competitive forces are: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and competitive rivalry between existing competitors. The document explains each of these forces and factors that influence the degree of each force within an industry.
Digital Strategy - Automotive and changes in customer behaviour
Changes in customer behavior have dramatically reduced the number of dealership visits before purchasing a car. Customers now do extensive online research ahead of buying and expect a convenient, no-haggle shopping experience. This has prompted responses from automakers and dealerships. Some automakers are working to better connect the digital and in-person shopping experience, while others are pursuing more direct online sales. Third parties are also entering the market with digital platforms that facilitate research, fixed pricing, and limited dealer negotiation. As customer preferences continue shifting online, new digital dealership models may emerge to seamlessly guide the evolving automotive purchasing journey.
The Future of Customer Experience: Digital Marketing Inside the Dealership
The Future of Customer Experience: Digital Marketing Inside the DealershipViewPoint Interactive Kiosks
The document discusses innovations in digital customer experiences in retail and how those innovations could impact the future of car buying experiences. It provides examples of interactive digital displays being used by brands like UGG, Neiman Marcus, and Ford to enhance customers' ability to learn about, customize, and virtually experience products. While car shopping currently lacks these kinds of engaging digital tools, the document argues that dealerships will need to integrate more immersive digital technologies to improve the experience as buyers increasingly begin their research online. Interactive kiosks were presented as one approach dealerships could use to bring digital experiences directly into car showrooms, inventory areas, service departments and other parts of the customer journey.Marketing research on CAR
This document summarizes research into consumer buying behaviour for cars in India. The research found that Maruti Suzuki has the strongest brand with 42% market share, followed by Hyundai. Nissan was identified as the weakest brand. Television advertisements were found to be the most effective promotional strategy. Consumer decisions are influenced most by brand name, reliability, and after-sales service. The recommendations include focusing on innovative advertising, improving technology, reasonable pricing, and enhancing after-sales service.
Sales promotion ppt2 by Shumet Demeke. (AAUSC)
This document provides an overview of sales promotion. It defines sales promotion as activities undertaken to boost short-term sales, such as incentives and rewards that encourage customers to purchase now. The purpose is to generate faster, more measurable sales results and attract new or occasional customers. Sales promotion is differentiated from other promotional tools by its short timeline, rational appeal, tangible value, and focus on immediate sales. The main objectives are to introduce new products, attract customers, and increase sales during off-seasons. Advantages for manufacturers include increased profits and sales, while consumers benefit from lower prices and incentives. Major tools include consumer promotions like contests and premiums, and trade promotions such as point-of-purchase displays and trade shows. Key decisions involve
External
The document discusses strategic risk management and analyzing the external environment. It describes evaluating the remote environment using PEST analysis and Porter's Five Forces model to understand industry competition. Industry life cycles are also important to consider to determine strategic implications of external factors and their impact on an organization over time.
Sales Promotion
This document provides an overview of sales promotion strategies and techniques. It discusses the different types of sales promotions including consumer promotions that aim to induce immediate purchases and trade promotions that encourage retailers to stock more inventory. Some key sales promotion tools mentioned include coupons, refunds, samples, specialty packaging, and loyalty programs. The document also notes that sales promotions work best when they are targeted towards specific buyer types and behavioral stages. Planning and choosing the right promotion for each situation is important to achieve the desired results.
Sales promotion principles of marketing
This document provides an overview of personal selling and sales promotion. It discusses the nature of personal selling, the role of the sales force, and steps in the personal selling process. It also examines the rapid growth of sales promotion and objectives and tools of sales promotion programs. Key points covered include defining personal selling and different types of sales roles, the importance of recruiting and selecting salespeople, and using sales promotion to urge short-term buying and enhance long-term customer relationships.
Las5fuerzasdeporter 120125142830-phpapp02
Las 5 Fuerzas de Porter analizan cinco factores clave que afectan la competitividad de una industria: 1) la amenaza de nuevos competidores, 2) el poder de negociación de los proveedores, 3) el poder de negociación de los clientes, 4) la amenaza de productos sustitutos, y 5) la rivalidad entre competidores existentes. El análisis de estas fuerzas permite a las empresas diseñar estrategias para gestionar estas amenazas y mejorar su posición competitiva.
5 fuerzas-de-porter-60-120708200102-phpapp02
El documento describe el modelo de las cinco fuerzas de Porter, el cual analiza las cinco fuerzas que influyen en la rentabilidad de un mercado: 1) amenaza de nuevos competidores, 2) rivalidad entre competidores existentes, 3) poder de negociación de los proveedores, 4) poder de negociación de los clientes, y 5) amenaza de productos sustitutos. Este modelo permite evaluar el atractivo de un mercado y predecir su rentabilidad a largo plazo.
sales promotion
This chapter discusses personal selling and sales promotion. It outlines the key factors that influence whether personal selling or advertising is more effective for a given product or industry. It describes the four main sales channels - over-the-counter, field selling, telemarketing, and inside selling. It also discusses trends in personal selling like relationship selling, consultative selling, and team selling. Finally, it outlines the basic sales process and the key tasks of a sales manager in recruiting, training, motivating, and evaluating salespeople.
Sector industrial en el paraguay
El documento describe la industria en Paraguay. Explica que la industria transforma las materias primas en productos elaborados y que representa aproximadamente el 25% del PIB. Las principales industrias son la producción de cemento, materiales de construcción, procesamiento de madera, alimentos, harina de trigo, carne y combustibles. La industria textil y azucarera también son importantes. La mayor industria es la producción de energía eléctrica en Itaipú e Yacyretá. La industria es generalmente de pequeña escala y
Guía de Aprendizaje - Juan Carlos Hoyos Calderón
Ejemplo de una Guía de aprendizaje: Tema el Medio Ambiente ISO 14001:2015
Objeto asumir responsablemente los criterios de preservación del medio ambiente y de desarrollo sostenible en el ejercicio de su desempeño social.
https://edu.symbaloo.com/mix/pleayudascalidad
(Entorno Personal de Aprendizaje)
http://ayudascalidad.blogspot.com.co/
(Blogger Ayudas Calidad)
https://www.youtube.com/watch?v=ABLXLeeqWJ8&list=PLmDSY-JAYgtf1BHB7Id8I5zPie_J4ntWe
(Lista de reproducción Vídeos en YouTube – Ayudas Calidad)
https://www.youtube.com/channel/UCcO2zl8wUFfZxGBlXoqu5mw
(Canal de YouTube – Ayudas Calidad)
Planeamiento integrado de marketing
Este documento trata sobre varios temas relacionados con el planeamiento de marketing. Explica conceptos como el planeamiento integrado de marketing, la definición de marketing, el análisis FODA, los objetivos y la estrategia de una empresa. También habla sobre temas como la marca, el posicionamiento, el análisis competitivo, la comprensión del consumidor y los componentes del marketing mix.
Las 5 Fuerzas de Porter - Ayudas Calidad
El documento describe los elementos que una organización debe considerar para comprender su contexto interno y externo de acuerdo con la norma ISO 9001. La organización debe determinar las cuestiones internas y externas relevantes que afectan su capacidad para lograr sus objetivos de calidad. Algunas cuestiones internas incluyen valores y cultura, mientras que cuestiones externas incluyen factores legales, de mercado y tecnológicos.
Michael Porter's 5 forces model
Michael Porter developed the Five Forces model for analyzing industry competition and profitability. The five competitive forces are: 1) rivalry among existing competitors, 2) threat of new entry, 3) threat of substitute products, 4) bargaining power of suppliers, and 5) bargaining power of buyers. The model helps evaluate an industry's attractiveness by examining the strength of each force and impact on profitability. Determinants that influence the competitive forces are also identified such as barriers to entry, supplier/buyer concentration, and product differentiation.
Sales Promotion by chandan
This document discusses sales promotion objectives and types. The objectives of sales promotion for consumers are to introduce new products, attract new customers, increase off-season sales, and stimulate short-term sales volume. For retailers, the objectives are to persuade carrying new inventory, encourage off-season buying, and offset competitive promotions. The main types of sales promotion discussed are consumer promotions like discounts and combo offers, trade promotions for retailers, and business/sales force promotions like contests. Common tools include price discounts, free goods, and point-of-purchase displays. Promotion tactics may vary depending on the product's life cycle stage.
Viewers also liked (20)
Digital Strategy - Automotive and changes in customer behaviour
Digital Strategy - Automotive and changes in customer behaviour
The Future of Customer Experience: Digital Marketing Inside the Dealership
The Future of Customer Experience: Digital Marketing Inside the Dealership
Similar to Michael porter
Lt3 -analys externalenv
The document discusses analyzing a company's external environment using Porter's Five Forces model. It describes the microenvironment as internal and close forces like management, suppliers, and customers. The macroenvironment includes larger demographic, economic, natural, technological, cultural, and political/legal forces outside a company's control. Porter's Five Forces model assesses industry competition and profitability based on five forces: rivalry, potential new entrants, substitution threats, supplier power and buyer power.
Ch03 Discussion Light
The document discusses analyzing a firm's external environment including the general environment, industry environment, and competitor environment. It describes the components of the general environment and how they can affect firm strategy. It also explains Michael Porter's five forces model for analyzing industry competition including the threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. Finally, it provides guidance on conducting a competitor analysis by examining a competitor's objectives, strategies, assumptions, and capabilities.
Business Environment.ppt
The document provides an overview of analyzing a business's external and internal environment. It discusses the macro environment including political, economic, social, technological, and legal factors. It also discusses the micro environment including customers, competitors, suppliers, and other stakeholders. It introduces Porter's five forces model for analyzing industry competition. Additionally, it covers analyzing a business's internal structure, culture, and resources. Key frameworks discussed for environmental analysis include PESTEL/PESTLE, ETOP, and SWOT. The purpose is to understand all relevant external and internal factors that could impact a business.
An Introduction To Business Strategy
The document discusses business strategy, including defining strategy, strategic management, strategic analysis, and strategic choice. It covers analyzing industry competitors using Porter's Five Forces model and a company's internal environment using value chain analysis. Key factors that influence strategic choices are also examined, such as the business environment, stakeholders, and pursuing global strategies. Effective strategy implementation and evaluation are emphasized.
External Environment
The document discusses Porter's five forces model for analyzing industry competition. It describes the five competitive forces as the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of buyers, and rivalry among existing competitors. It explains that analyzing these forces can help companies understand the industry and make strategic decisions.
Porter five forces of strategic analysis
This document summarizes Michael Porter's Five Forces model of strategic analysis. The five competitive forces that determine the profitability and attractiveness of an industry are: the bargaining power of suppliers, the bargaining power of customers, the threat of new entrants, the threat of substitutes, and the threat of existing competition. Each force is influenced by several factors that must be analyzed internally regarding a company's resources and externally regarding industry conditions. The model provides a framework for analyzing an industry's structure to determine where power lies and how a company can gain competitive advantages.
5th Lecture Industry & Competitive Analysis Mahmood Ahmed
The document discusses strategic analysis and industry/competitive analysis. It provides an overview of the key components of strategic analysis including assessing the external environment, industry conditions, competitors, and a company's internal resources. It then discusses the 7 questions that should be answered when conducting industry and competitive analysis: 1) industry's economic traits, 2) competitive forces, 3) drivers of industry change, 4) competitive positions of rivals, 5) competitive moves of rivals, 6) key success factors, and 7) overall industry attractiveness.
External Analysis Strategic Management Ljmu
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
Swot & porter
This document discusses analyzing a company's external environment and competitors. It describes performing a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. It also explains Porter's Five Forces model to evaluate competitive pressures from new entrants, suppliers, buyers, substitutes, and rivalry. Competitor analysis involves understanding a competitor's assumptions, strategies, objectives, capabilities, and likely responses to changes in the competitive environment. The purpose is to develop strategies that leverage a company's advantages relative to competitors.
6 M Porter's 5 forces competitive model.ppt
This document discusses analyzing industries and competitors using Porter's Five Forces model. It describes the model's key forces: rivalry within an industry, threat of new entrants, threat of substitutes, power of buyers, and power of suppliers. Factors that determine the intensity of each force are also outlined. The model helps identify opportunities and threats in an industry by assessing the strengths of the five competitive forces. Managers can use strategic changes to influence the forces and their impacts on the business.
Chap003 markets and competitive space
The document discusses key concepts for analyzing markets and competitive spaces including:
1) Defining product-market boundaries and structures and identifying/describing end-users and how they make purchasing decisions.
2) Analyzing industry characteristics, competitors, and competitive forces within an industry.
3) Developing a strategic vision about how markets may change in the future given trends like blurring industry boundaries and evolving competitive landscapes.
Porter-HBR.pdf
This document summarizes Michael Porter's framework of the five competitive forces that shape industry competition and profitability. The five competitive forces are the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and rivalry among existing competitors. Understanding how these forces interact in an industry allows companies to develop strategies to enhance long-term profits, such as positioning in areas where competitive forces are weakest. Porter provides examples of industries like commercial aviation that have many intense competitive forces, resulting in low profitability, and industries like software that have more benign forces and higher profits.
Strategic management 8
This document discusses key concepts in strategic management including industries and sectors, sources of competition, interpreting industry analyses, competitors and markets, critical success factors, and the external factor evaluation matrix. It defines industries as groups of firms producing similar products and notes how industry boundaries can change over time through convergence. The five forces framework is introduced as a way to identify sources of competition within an industry by examining the threat of new entrants, substitute products, buyer power, supplier power, and competitive rivalry. Interpreting industry analyses involves assessing how attractive an industry is based on these competitive forces. The document also discusses strategic groups within industries and market segmentation. It concludes by explaining the external factor evaluation matrix as a tool for evaluating and summarizing key external factors
Sm.2.environment
Strategic management lecture 2 discusses environmental analysis and the five forces model for analyzing an industry's competitive environment. The five forces include: (1) threat of new entry, (2) buyer power, (3) supplier power, (4) threat of substitutes, and (5) competitive rivalry. Firms can use this model to understand industry forces, identify strengths/weaknesses, and influence competitive strategy.
Porters 5 Forces And Mapping
This document discusses Porter's five forces framework for analyzing industry competition and profitability. It explains the five competitive forces - competitive rivalry, threat of new entry, bargaining power of suppliers, bargaining power of buyers, and threat of substitutes. It provides examples of how these forces impact industry profitability. Strategies are presented for differentiating products to minimize competitive forces, including using perceptual maps to identify brand positioning opportunities.
Porters five model
Porter five forces analysis is a framework developed by Michael Porter to analyze industry competition and develop business strategy. It involves analyzing five competitive forces that shape an industry: the threat of new entrants, the threat of substitute products, the bargaining power of suppliers, the bargaining power of customers, and competitive rivalry within an industry. The framework helps assess an industry's profitability and attractiveness.
Business level strategy
This document discusses various business level strategies including Michael Porter's competitive strategies of cost leadership, differentiation, and focus. It defines each strategy and provides examples of how organizations can achieve them. Cost leadership involves reducing production costs below competitors through economies of scale, technology, and raw materials. Differentiation strategy makes a product unique through innovation, quality, reliability, and customization. Focus strategy targets a niche market segment through specialized products and marketing. The document also discusses Porter's five forces model of competition and how to analyze competitors and the external environment through SWOT and PESTLE analyses.
1. external factors that affects business environment
ORGANIZATION AND MANAGEMENT
SHS SPECIALIZED SUBJECT IN ABM STRAND
strategic management 1
This document discusses analyzing a firm's external environment including opportunities and threats. It covers analyzing the general environment segments like demographic, economic, political, and technological factors. It also discusses analyzing the industry environment using Porter's 5 forces model to evaluate the threat of new entrants, power of suppliers and buyers, threat of substitutes, and intensity of rivalry. The document also covers strategic groups within an industry and competitive intelligence and analysis of direct competitors.
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.hbrreprints.org
The Five Competitive
Forces That Shape
Strategy
by Michael E. Porter
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
The Five Competitive Forces That Shape Strategy
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
18
Further Reading
Awareness of the five forces
can help a company
understand the structure of its
industry and stake out a
position that is more
profitable and less vulnerable
to attack.
Reprint R0801E
This document is authorized for use only by Phenekia Morgan in WMBA-6030-1/WMBA-6030B-1-Managing Business Info Syst2020 Summer Sem 05/04-08/23-PT2 at Laureate Education -
Walden University, 2020.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0801E
http://www.hbrreprints.org
The Five Competitive Forces That Shape
Strategy
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
8
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
You know that to sustain long-term profit-
ability you must respond strategically to
competition. And you naturally keep tabs
on your
established rivals
. But as you scan
the competitive arena, are you also looking
beyond
your direct competitors? As Porter
explains in this update of his revolutionary
1979 HBR article, four additional competi-
tive forces can hurt your prospective profits:
•
Savvy
customers
can force down prices
by playing you and your rivals against
one another.
•
Powerful
suppliers
may constrain your
profits if they charge higher prices.
•
Aspiring
entrants
, armed with new ca-
pacity and hungry for market share, can
ratchet up the investment required for
you to stay in the game.
•
Substitute offerings
can lure customers
away.
Consider commercial aviation: It’s one of
the least profitable industries because all
five forces are strong.
Established rivals
compete intensely on price.
Customers
are
fickle, searching for the best deal regardless
of carrier.
Suppliers
—plane and engine
manufacturers, along with unionized labor
forces—bargain away the lion’s share of air-
lines’ profits.
New players
enter the indus-
try in a constant stream. And
substitutes
are readily available—such as train or car
travel.
By analyzing all five competitive forces, you
gain a complete picture of what’s influenc-
ing profitability in your industry. You iden-
tify game-changing trends early, so you can
swiftly exploit them. And you spot ways to
work around constraints on profitability—
or even reshape the forces in your favor.
By understanding how the five competitive forces influence profitability.
Similar to Michael porter (20)
5th Lecture Industry & Competitive Analysis Mahmood Ahmed
5th Lecture Industry & Competitive Analysis Mahmood Ahmed
1. external factors that affects business environment
1. external factors that affects business environment
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
Recently uploaded
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSSDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka Indian satta Matka Dpboss Matka Kalyan Chart Matka Boss otg matka Guessing Satta The Steadfast and Reliable Bull: Taurus Zodiac Sign
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Industrial Tech SW: Category Renewal and Creation
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Best practices for project execution and delivery
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Digital Marketing with a Focus on Sustainability
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How to Buy an Engagement Ring.pcffbhfbfghfhptx
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Kalyan Satta Matka Guessing Matka Result Main Bazar chart
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night Best Forex Brokers Comparison in INDIA 2024
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
9356872877Sattamatka.satta.matka.satta matka.kalyan weekly chart.kalyan chart.kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta.fix fix fix Satta matka nambar.Part 2 Deep Dive: Navigating the 2024 Slowdown
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
Sattamatka.satta.matka.satta matka.kalyan weekly chart.kalyan chart.kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta.fix fix fix Satta matka nambarRecently uploaded (20)
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
Digital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital Excellence
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Michael porter
- 1. MICHAEL PORTER’S FIVE FORCE MODEL
- 3. M.B.A. with high distinction from the Harvard Business School and Ph.D. in Business Economics from Harvard University
- 4. Author of 18 books and numerous articles (Competitive Strategy, Competitive Advantage, Competitive Advantage of Nations, and On Competition)
- 5. Six-time winner of the McKinsey Award for the best Harvard Business Review article of the year
- 6. Bishop William Lawrence University Professor at Harvard Business SchoolBorn: 1947 (age 62–63) Occupation: Author, Management Consultant
- 8. An advisor to business, government, and the social sector. He has served as strategy advisor to numerous leading U.S. and international companies
- 9. Serves on two public boards of directors
- 10. Plays an active role in U.S. economic policy and has led national economic strategy programs in numerous countries
- 11. Currently working with the Presidents of Rwanda and South Korea
- 13. It is a framework for the industry analysis and business strategy development
- 14. Industry as being influenced by five forces
- 15. Forces determine the competitive intensity and therefore attractiveness of a market (Attractiveness in this context refers to the overall industry profitability)
- 17. RIVALRY AMONG EXISTING COMPETITORS Exit barriers Industry concentration Fixed Costs Industry Growth Product differences Switching costs Brand Identity Diversity of rivals
- 18. BARRIERS TO ENTRY Government policy Patents and proprietary knowledge serve to restrict entry into an industry Asset specificity inhibits entry into an industry Economies of scale (MES) Access to distribution channels Access to distribution inputs
- 19. SUBSTITUTE PRODUCTS OR SERVICES Buyer inclination to substitute Switching cost Price performance trade-off of substitutes
- 20. BUYER POWER Bargaining leverage Buyer Volume Buyer information Brand identity Price sensitivity Threat of backward integration Product differentiation Substitutes available Buyers’ incentives
- 21. SUPPLIER POWER Supplier concentration Importance of volume to supplier Differentiation of inputs Switching costs of firms in the industry Threat of forward integration Impact of inputs on cost or differentiation