Porter diamond11 1
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This document appears to be notes from a business class lecture that discusses Michael Porter's Diamond Model of national advantage. It covers topics like the factors that contributed to US economic dominance after WWII, factors in the decline of US dominance, and countries that emerged as new economic competitors like Japan in the 1970s-1980s and the BRIC countries. It also mentions an upcoming assignment for students to analyze a country using Porter's Diamond Model framework or read about global economics.
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[removed]The Competitive Advantageof NationsMichael E.
[removed]
The Competitive Advantage
of Nations
Michael E. Porter
Harvard Business Review
90211
HBR
MARCH±APRIL 1990
The Competitive Advantage of Nations
Michael E. Porter
National prosperity is created, not inherited. It does of the patterns of competitive success in ten leading
trading nations, contradict the conventional wisdomnot grow out of a country's natural endowments, its
labor pool, its interest rates, or its currency's value, that guides the thinking of many companies and na-
tional governments— and that is pervasive today inas classical economics insists.
Anation'scompetitivenessdependsonthecapacity the United States. (For more about the study, see the
insert “ Patterns of National Competitive Success.” )of its industry to innovate and upgrade. Companies
gain advantage against the world's best competitors According to prevailing thinking, labor costs, inter-
est rates, exchange rates, and economies of scale arebecause of pressure and challenge. They benefit from
having strong domestic rivals, aggressive home-based the most potent determinants of competitiveness. In
companies, the words of the day are merger, alliance,suppliers, and demanding local customers.
In a world of increasingly global competition, na- strategic partnerships, collaboration, and suprana-
tional globalization. Managers are pressing for moretions have become more, not less, important. As the
basis of competition has shifted more and more to government support for particular industries. Among
governments, there is a growing tendency to experi-the creation and assimilation of knowledge, the role
of the nation has grown. Competitive advantage is ment with various policies intended to promote na-
tional competitiveness— from efforts to managecreated and sustained through a highly localized pro-
cess. Differences in national values, culture, eco- exchange rates to new measures to manage trade to
policies to relax antitrust— which usually end upnomic structures, institutions, and histories all
contribute to competitive success. There are striking only undermining it. (See the insert “ What Is Na-
tional Competitiveness?” )differences in the patterns of competitiveness in
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companies and governments, are flawed. They funda-in every or even most industries. Ultimately, nations
succeed in particular industries because their home mentally misperceive the true sources of competi-
tive advantage. Pursuing them, with all their short-environment is the most forward-looking, dynamic,
and challenging. term appeal, will virtually guarantee that the United
States— or any other advanced nation— neverThese conclusions, the product of a four-year study
achieves real and sustainable competitive advantage.
We need a new perspective and new tools— an ap-
Harvard Business School professor Michael E. Porter is the author proach to competitiveness that grows ...
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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！
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This document provides an overview of business concepts including:
- The role of businesses in providing goods and services to earn a profit, while non-profits focus on causes rather than profit.
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- The key factors of production that businesses rely on including entrepreneurship, natural resources, human resources, and capital.
- The dynamic business environment influenced by economic, competitive, social, technological, and global forces, requiring businesses to adapt and change.
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by Deloitte
About this study
To learn how manufacturing CEOs and other senior leaders view their industry's competitiveness around the world, the Deloitte Touche Tohmatsu Limited (DTTL)’s Global Manufacturing Industry group and
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[removed]The Competitive Advantageof NationsMichael E.
[removed]
The Competitive Advantage
of Nations
Michael E. Porter
Harvard Business Review
90211
HBR
MARCH±APRIL 1990
The Competitive Advantage of Nations
Michael E. Porter
National prosperity is created, not inherited. It does of the patterns of competitive success in ten leading
trading nations, contradict the conventional wisdomnot grow out of a country's natural endowments, its
labor pool, its interest rates, or its currency's value, that guides the thinking of many companies and na-
tional governments— and that is pervasive today inas classical economics insists.
Anation'scompetitivenessdependsonthecapacity the United States. (For more about the study, see the
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gain advantage against the world's best competitors According to prevailing thinking, labor costs, inter-
est rates, exchange rates, and economies of scale arebecause of pressure and challenge. They benefit from
having strong domestic rivals, aggressive home-based the most potent determinants of competitiveness. In
companies, the words of the day are merger, alliance,suppliers, and demanding local customers.
In a world of increasingly global competition, na- strategic partnerships, collaboration, and suprana-
tional globalization. Managers are pressing for moretions have become more, not less, important. As the
basis of competition has shifted more and more to government support for particular industries. Among
governments, there is a growing tendency to experi-the creation and assimilation of knowledge, the role
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tional competitiveness— from efforts to managecreated and sustained through a highly localized pro-
cess. Differences in national values, culture, eco- exchange rates to new measures to manage trade to
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every country; no nation can or will be competitive These approaches, now much in favor in both
companies and governments, are flawed. They funda-in every or even most industries. Ultimately, nations
succeed in particular industries because their home mentally misperceive the true sources of competi-
tive advantage. Pursuing them, with all their short-environment is the most forward-looking, dynamic,
and challenging. term appeal, will virtually guarantee that the United
States— or any other advanced nation— neverThese conclusions, the product of a four-year study
achieves real and sustainable competitive advantage.
We need a new perspective and new tools— an ap-
Harvard Business School professor Michael E. Porter is the author proach to competitiveness that grows ...
The External Assessment
The document summarizes key concepts from Chapter 3 of a strategic management textbook. It outlines the external assessment process, including analyzing industrial organization forces, social/demographic trends, economic/political factors, technological changes, and competitive forces using models like Porter's Five Forces. Key steps are identifying opportunities/threats, performing an external audit using various sources, and creating matrices like the EFE and CPM to evaluate external factors and competitors.
Science
This document discusses the branding challenges faced by Asian manufacturing firms as they attempt to transition from contract manufacturers to brand owners. It outlines several market-level and firm-level challenges, including competing in a sophisticated global marketplace, higher customer expectations, an emphasis on manufacturing over R&D, a top-down management style, and less willingness to invest in market research and branding consulting. While many Asian firms see branding as a way to capture more value and break out of the commodity trap of manufacturing, very few have succeeded in creating truly global brands, with the notable exceptions being Japanese and Korean automotive and electronics brands. The document examines some potential avenues for Asian firms to transition to branding, but notes that success is not guaranteed and competitive
5 marketing strategy and marketing performance does strategy affect performa...
This article surveys marketing management literature to find out the positive impact that a good market and marketing can have on marketing performance at the marketplace. The marketplace in this contest can be either a country or even a continent since the companies are multinational and also have diversified holdings which help them to spread their tentacles to every nook and cranny of the globe. Locally based companies are not left out since they all use marketing strategies to do their marketing. Companies or multinationals of U.S. and U.K. parentage will be used a lot. Does the literature attest to the positive impact of very good marketing strategies on a company’s marketing performance? This is going to be investigated to come out with the justify opinion. Coming out with a very good marketing strategy to pilot or direct a company’s marketing assault is not very easy. It is plainly herculean. Implementation, monitoring, controlling and evaluating marketing strategies are equally herculean. Top marketing management do not have it easy with formulating, managing, and evaluating marketing strategies. Marketing performance measurement is tackled in this piece. It is essential to point out that marketing is not the pressure of only those in marketing (pan–marketing). It is very general managerial with all corporate functional players all actively involved.
Reviving U.S. Manufacturing
The document discusses the importance of manufacturing for the U.S. economy and jobs. It summarizes trends showing a decline in manufacturing employment from 1970-2010 due largely to rising trade deficits, not productivity. Unfair trade practices like currency manipulation by other countries and their subsidies have contributed significantly. The decline can be addressed by reforming trade policies to curb manipulation, ending subsidies, and providing more support for U.S. manufacturers through job training, R&D funding, and infrastructure investment.
Assignment%20#1 under armour pest industry analysis
Under Armour has used a blue ocean strategy to create the performance apparel market. It has gained a first-mover advantage and 70% of the US market share. The performance apparel industry is growing rapidly at 15% annually and is expected to reach $7.6 billion by 2014. Under Armour faces high competition from Nike and Adidas but continues to innovate and focus on enhancing performance through apparel.
Consumer Prod Scm China
China represents a large and growing market opportunity for retail and consumer products companies. It has the largest population in the world, as well as high economic growth rates. However, companies face challenges such as a developing consumer market, lack of infrastructure, and risks of intellectual property infringement and corruption. Successful companies will need to carefully navigate China's unique business environment and political system to achieve long-term success in this important market.
Why manufacturing will return to the U.S.
The document discusses how manufacturing costs in China and the US are converging:
- Rising wages in China of 15-20% per year will significantly reduce China's labor cost advantage over the US from 55% today to 39% by 2015.
- When total costs like transportation, duties, and real estate are considered, the cost difference between manufacturing in China versus some US states will be minimal within 5 years for many goods destined for North America.
- This convergence, along with rising demand in China and elsewhere in Asia, will lead some companies to bring production for North America back to the US, where manufacturing will be competitive for many goods within 5 years.
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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.
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Porter diamond11 1
- 2. It’s time for a BIZ QUIZ WOW!
- 3. TEAM QUIZ
- 4. WHO WILL BE THE LUCKY ONES?
- 5. Your host for today…. Prestige Sinergy Top Guns Go-getters CA. Kids Elites
- 8. And now Back to…
- 9. Business 302
- 11. Or HOW TO WIN IN A GLOBAL ECONOMY WHY NATIONS TRIUMPH
- 13. Porter’s Paradigm ..competition itself - the fiercer the better - is more likely to produce success
- 14. Michael Porter’s DYNAMIC DIAMOND
- 15. Firm Strategy, Structure and Rivalry Related and Supporting Industries Demand Conditions Factor Conditions Chance Government
- 23. Firm Strategy, Structure and Rivalry Related and Supporting Industries Demand Conditions Factor Conditions Chance Government
- 26. WWII ENDS
- 33. WHAT COUNTRIES BECAME THE COMPETITION?
- 36. BRIC
- 38. NEXT WEEK’S CLASS Porter’s FIVE FORCES MODEL