The first step in establishing a coherent strategy for the firm is assessing the exter- nal environment. Two commonly used models of external analysis are Porter’s five-force model and stakeholder analysis.
Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).
Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...FaHaD .H. NooR
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Industry Types | What Is Industry | Competitor Analysis | Studying Industry Trends |
M- this should link from Snell's profile. Under links let's title this as "Global Business Realities and the Impact on Energy Refineries."
It's a more descpritive title than how he has titled the actual article, I think.
The antitrust policy is an important component of the institutional environment in which firms establish their perpetual struggle to achieve sustained competitive advantages.
Competition Protection and Philip Kotler’s Strategic RecommendationsMichal
P. Kotler’s recommendations of modern marketing tell managers how to achieve and
maintain a dominant market position. Some of the recommended activities may,
however, infringe European and Polish competition law. Objections are not raised
by market success achieved as a result of high product quality, good customer care,
high market shares, continuous product improvements, new product release, entry
onto fast growing markets, and exceeding customer expectations. Competition law
problems may appear when a given company, having reached a dominant position,
starts abusing it by subjugating the market and dictating business conditions to
other market players (suppliers, customers, consumers). This article focuses on
predatory pricing, strategic alliances, mergers and acquisitions and State aid issues
that may arise from the implementation of Kotler’s recommendations. For market
success not to transform into a competition law problem, it is worth remembering
the limitations imposed by competition law on the actions of dominant companies.
The paper outlines these limitations.
Examines how the proliferation of exchange-traded funds, which undermine the traditional price discovery role of exchanges, is deterring growth company initial public offerings. Critiques the Securities Exchange Commission's views and recommends reforms.
Key Terms
3
Chapter Outline:
3-1
The Organization’s Industry
3-2
The Organization’s
Macroenvironment
3-3
Managing Environmental
Uncertainty
3-4
Environmental Scanning
3-5
Forecasting the
Environment
3-6
Crisis Management
Summary
Review Questions
Endnotes
Managing the
External Environment
boundary-spanning
buffering
crisis
crisis management
culture
Delphi technique
environmental scanning
gross domestic product (GDP)
imitation
industry life cycle
judgmental forecasting
macroenvironment
multiple scenarios
population ecology
self-reference criterion
time series analysis
uncertainty
W
I
L
L
I
S
,
K
A
S
S
A
N
D
R
A
2
1
6
1
T
S
Organizational Theory 3-2
macroenvironment
the general environment
that affects all business
firms in an industry, which
includes political-legal,
economic, social, and
technological forces
industry
a group of competitors
that produces similar
products or services
An organization cannot function effectively unless its managers understand the
forces outside of the organization that influence its performance and survival. There
are two components of the organization’s external environment: the industry—the
collection of competitors that offer similar products or services—and the complex
network of political-legal, economic, social, and technological forces known
as the organization’s macroenvironment. This chapter addresses each of these
components.
3-1 The Organization’s Industry
Each business unit operates among a group of companies that produce competing
products or services known as an industry. Although there are usually some
differences among competitors, each industry has “rules of combat” governing
such issues as product quality, pricing, and distribution. This is especially true in
industries that contain a large number of firms offering standardized products and
services. For example, most service stations in the United States generally offer
regular unleaded, mid-grade, and premium unleaded gasoline at prices that do not
differ substantially from those at nearby stations. If a rival attempts to sell different
grades, it may experience difficulty securing reliable sources of supply and may
also confuse consumers by deviating from the standard.
In a perfect world, each organization would operate in one clearly defined industry.
In the real world, however, many organizations compete in multiple industries, and
it may be difficult to clearly identify the industry boundaries. As such, the concept
of primary and secondary industries may be useful in defining an industry. A
primary industry may be conceptualized as a group of close competitors, whereas
a secondary industry includes less direct competition. The distinction between
primary and secondary industry may be based on objective criteria such as price,
similarity of products, or location, but is ultimately a subjective call.
3-1a Porter’s Five Forces Model
Industry factors have been found to play a majo ...
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...FaHaD .H. NooR
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Industry Types | What Is Industry | Competitor Analysis | Studying Industry Trends |
M- this should link from Snell's profile. Under links let's title this as "Global Business Realities and the Impact on Energy Refineries."
It's a more descpritive title than how he has titled the actual article, I think.
The antitrust policy is an important component of the institutional environment in which firms establish their perpetual struggle to achieve sustained competitive advantages.
Competition Protection and Philip Kotler’s Strategic RecommendationsMichal
P. Kotler’s recommendations of modern marketing tell managers how to achieve and
maintain a dominant market position. Some of the recommended activities may,
however, infringe European and Polish competition law. Objections are not raised
by market success achieved as a result of high product quality, good customer care,
high market shares, continuous product improvements, new product release, entry
onto fast growing markets, and exceeding customer expectations. Competition law
problems may appear when a given company, having reached a dominant position,
starts abusing it by subjugating the market and dictating business conditions to
other market players (suppliers, customers, consumers). This article focuses on
predatory pricing, strategic alliances, mergers and acquisitions and State aid issues
that may arise from the implementation of Kotler’s recommendations. For market
success not to transform into a competition law problem, it is worth remembering
the limitations imposed by competition law on the actions of dominant companies.
The paper outlines these limitations.
Examines how the proliferation of exchange-traded funds, which undermine the traditional price discovery role of exchanges, is deterring growth company initial public offerings. Critiques the Securities Exchange Commission's views and recommends reforms.
Key Terms
3
Chapter Outline:
3-1
The Organization’s Industry
3-2
The Organization’s
Macroenvironment
3-3
Managing Environmental
Uncertainty
3-4
Environmental Scanning
3-5
Forecasting the
Environment
3-6
Crisis Management
Summary
Review Questions
Endnotes
Managing the
External Environment
boundary-spanning
buffering
crisis
crisis management
culture
Delphi technique
environmental scanning
gross domestic product (GDP)
imitation
industry life cycle
judgmental forecasting
macroenvironment
multiple scenarios
population ecology
self-reference criterion
time series analysis
uncertainty
W
I
L
L
I
S
,
K
A
S
S
A
N
D
R
A
2
1
6
1
T
S
Organizational Theory 3-2
macroenvironment
the general environment
that affects all business
firms in an industry, which
includes political-legal,
economic, social, and
technological forces
industry
a group of competitors
that produces similar
products or services
An organization cannot function effectively unless its managers understand the
forces outside of the organization that influence its performance and survival. There
are two components of the organization’s external environment: the industry—the
collection of competitors that offer similar products or services—and the complex
network of political-legal, economic, social, and technological forces known
as the organization’s macroenvironment. This chapter addresses each of these
components.
3-1 The Organization’s Industry
Each business unit operates among a group of companies that produce competing
products or services known as an industry. Although there are usually some
differences among competitors, each industry has “rules of combat” governing
such issues as product quality, pricing, and distribution. This is especially true in
industries that contain a large number of firms offering standardized products and
services. For example, most service stations in the United States generally offer
regular unleaded, mid-grade, and premium unleaded gasoline at prices that do not
differ substantially from those at nearby stations. If a rival attempts to sell different
grades, it may experience difficulty securing reliable sources of supply and may
also confuse consumers by deviating from the standard.
In a perfect world, each organization would operate in one clearly defined industry.
In the real world, however, many organizations compete in multiple industries, and
it may be difficult to clearly identify the industry boundaries. As such, the concept
of primary and secondary industries may be useful in defining an industry. A
primary industry may be conceptualized as a group of close competitors, whereas
a secondary industry includes less direct competition. The distinction between
primary and secondary industry may be based on objective criteria such as price,
similarity of products, or location, but is ultimately a subjective call.
3-1a Porter’s Five Forces Model
Industry factors have been found to play a majo ...
To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them. For example, a positive brand image can be a rare and valuable resource, but it requires ongoing investment to sustain. If a firm lacks the capital to reinvest in its brand image, it will erode. Furthermore, many valuable resources are quickly imi- tated by other firms.
Robert Kaplan and David Norton point out that a firm’s methods of measuring performance will strongly influence whether and how the firm pur- sues its strategic objectives.
The Five Competitive Forces That Shape Strategyby Michael E..docxcherry686017
The Five Competitive Forces That Shape Strategy
by Michael E. Porter
Editor’s Note: In 1979, Harvard Business Review published “How Competitive Forces Shape Strategy” by a young economist
and associate professor, Michael E. Porter. It was his first HBR article, and it started a revolution in the strategy field. In
subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corporations,
regions, nations, and, more recently, health care and philanthropy. “Porter’s five forces” have shaped a generation of academic
research and business practice. With prodding and assistance from Harvard Business School Professor Jan Rivkin and
longtime colleague Joan Magretta, Porter here reaffirms, updates, and extends the classic work. He also addresses common
misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for
strategy today.
In essence, the job of the strategist is to understand and cope with competition. Often, however, managers define competition
too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profits goes beyond established
industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products.
The extended rivalry that results from all five forces defines an industry’s structure and shapes the nature of competitive
interaction within an industry.
As different from one another as industries might appear on the surface, the underlying drivers of profitability are the same. The
global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the
heavily regulated health-care delivery industry in Europe. But to understand industry competition and profitability in each of
those three cases, one must analyze the industry’s underlying structure in terms of the five forces. (See the exhibit “The Five
Forces That Shape Industry Competition.”)
The Five Competitive Forces That Shape Strategy - Harvard Business Reviewhttp://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy/ar/pr
1 of 16 9/23/2013 8:58 AM
If the forces are intense, as they are in such industries as airlines, textiles, and hotels, almost no company earns attractive
returns on investment. If the forces are benign, as they are in industries such as software, soft drinks, and toiletries, many
companies are profitable. Industry structure drives competition and profitability, not whether an industry produces a product or
service, is emerging or mature, high tech or low tech, regulated or unregulated. While a myriad of factors can affect industry
profitability in the short run—including the weather and the business cycle—industry structure, manifested in the competitive
forces, sets industry profitability in the medium and long run. (See the exhibit “Differences in Industry Profitability.”)
Differences in Ind ...
Awareness of the fi ve forces can help a company understand th.docxrock73
Awareness of the fi ve forces can help a company understand the structure of its
industry and stake out a position that is more profi table and less vulnerable to attack.
78 Harvard Business Review | January 2008 | hbr.org
1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM
P
e
te
r
C
ro
w
th
e
r
Editor’s Note: In 1979, Harvard Business Review
published “How Competitive Forces Shape Strat-
egy” by a young economist and associate professor,
Michael E. Porter. It was his fi rst HBR article, and it
started a revolution in the strategy fi eld. In subsequent
decades, Porter has brought his signature economic
rigor to the study of competitive strategy for corpora-
tions, regions, nations, and, more recently, health care
and philanthropy. “Porter’s fi ve forces” have shaped a
generation of academic research and business practice.
With prodding and assistance from Harvard Business
School Professor Jan Rivkin and longtime colleague
Joan Magretta, Porter here reaffi rms, updates, and
extends the classic work. He also addresses common
misunderstandings, provides practical guidance for
users of the framework, and offers a deeper view of
its implications for strategy today.
THE FIVE
COMPETITIVE
FORCES THAT
by Michael E. Porter
hbr.org | January 2008 | Harvard Business Review 79
SHAPE
IN ESSENCE, the job of the strategist is to under-
STRATEGYSTRATEGY
stand and cope with competition. Often, however,
managers defi ne competition too narrowly, as if
it occurred only among today’s direct competi-
tors. Yet competition for profi ts goes beyond es-
tablished industry rivals to include four other
competitive forces as well: customers, suppliers,
potential entrants, and substitute products. The
extended rivalry that results from all fi ve forces
defi nes an industry’s structure and shapes the
nature of competitive interaction within an
industry.
As different from one another as industries
might appear on the surface, the underlying driv-
ers of profi tability are the same. The global auto
industry, for instance, appears to have nothing
in common with the worldwide market for art
masterpieces or the heavily regulated health-care
1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM
LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy
80 Harvard Business Review | January 2008 | hbr.org
delivery industry in Europe. But to under-
stand industry competition and profi tabil-
ity in each of those three cases, one must
analyze the industry’s underlying struc-
ture in terms of the fi ve forces. (See the ex-
hibit “The Five Forces That Shape Industry
Competition.”)
If the forces are intense, as they are in
such industries as airlines, textiles, and ho-
tels, almost no company earns attractive re-
turns on investment. If the forces are benign,
as they are in industries such a ...
Awareness of the fi ve forces can help a company understand th.docxcelenarouzie
Awareness of the fi ve forces can help a company understand the structure of its
industry and stake out a position that is more profi table and less vulnerable to attack.
78 Harvard Business Review | January 2008 | hbr.org
1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM
P
e
te
r
C
ro
w
th
e
r
Editor’s Note: In 1979, Harvard Business Review
published “How Competitive Forces Shape Strat-
egy” by a young economist and associate professor,
Michael E. Porter. It was his fi rst HBR article, and it
started a revolution in the strategy fi eld. In subsequent
decades, Porter has brought his signature economic
rigor to the study of competitive strategy for corpora-
tions, regions, nations, and, more recently, health care
and philanthropy. “Porter’s fi ve forces” have shaped a
generation of academic research and business practice.
With prodding and assistance from Harvard Business
School Professor Jan Rivkin and longtime colleague
Joan Magretta, Porter here reaffi rms, updates, and
extends the classic work. He also addresses common
misunderstandings, provides practical guidance for
users of the framework, and offers a deeper view of
its implications for strategy today.
THE FIVE
COMPETITIVE
FORCES THAT
by Michael E. Porter
hbr.org | January 2008 | Harvard Business Review 79
SHAPE
IN ESSENCE, the job of the strategist is to under-
STRATEGYSTRATEGY
stand and cope with competition. Often, however,
managers defi ne competition too narrowly, as if
it occurred only among today’s direct competi-
tors. Yet competition for profi ts goes beyond es-
tablished industry rivals to include four other
competitive forces as well: customers, suppliers,
potential entrants, and substitute products. The
extended rivalry that results from all fi ve forces
defi nes an industry’s structure and shapes the
nature of competitive interaction within an
industry.
As different from one another as industries
might appear on the surface, the underlying driv-
ers of profi tability are the same. The global auto
industry, for instance, appears to have nothing
in common with the worldwide market for art
masterpieces or the heavily regulated health-care
1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM
LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy
80 Harvard Business Review | January 2008 | hbr.org
delivery industry in Europe. But to under-
stand industry competition and profi tabil-
ity in each of those three cases, one must
analyze the industry’s underlying struc-
ture in terms of the fi ve forces. (See the ex-
hibit “The Five Forces That Shape Industry
Competition.”)
If the forces are intense, as they are in
such industries as airlines, textiles, and ho-
tels, almost no company earns attractive re-
turns on investment. If the forces are benign,
as they are in industries such a.
Awareness of the fi ve forces can help a company understand thkacie8xcheco
Awareness of the fi ve forces can help a company understand the structure of its
industry and stake out a position that is more profi table and less vulnerable to attack.
78 Harvard Business Review | January 2008 | hbr.org
1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM
P
et
er
C
ro
w
th
er
Editor’s Note: In 1979, Harvard Business Review
published “How Competitive Forces Shape Strat-
egy” by a young economist and associate professor,
Michael E. Porter. It was his fi rst HBR article, and it
started a revolution in the strategy fi eld. In subsequent
decades, Porter has brought his signature economic
rigor to the study of competitive strategy for corpora-
tions, regions, nations, and, more recently, health care
and philanthropy. “Porter’s fi ve forces” have shaped a
generation of academic research and business practice.
With prodding and assistance from Harvard Business
School Professor Jan Rivkin and longtime colleague
Joan Magretta, Porter here reaffi rms, updates, and
extends the classic work. He also addresses common
misunderstandings, provides practical guidance for
users of the framework, and offers a deeper view of
its implications for strategy today.
THE FIVE
COMPETITIVE
FORCES THAT
by Michael E. Porter
hbr.org | January 2008 | Harvard Business Review 79
SHAPE
IN ESSENCE, the job of the strategist is to under-
STRATEGYSTRATEGY
stand and cope with competition. Often, however,
managers defi ne competition too narrowly, as if
it occurred only among today’s direct competi-
tors. Yet competition for profi ts goes beyond es-
tablished industry rivals to include four other
competitive forces as well: customers, suppliers,
potential entrants, and substitute products. The
extended rivalry that results from all fi ve forces
defi nes an industry’s structure and shapes the
nature of competitive interaction within an
industry.
As different from one another as industries
might appear on the surface, the underlying driv-
ers of profi tability are the same. The global auto
industry, for instance, appears to have nothing
in common with the worldwide market for art
masterpieces or the heavily regulated health-care
1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM
LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy
80 Harvard Business Review | January 2008 | hbr.org
delivery industry in Europe. But to under-
stand industry competition and profi tabil-
ity in each of those three cases, one must
analyze the industry’s underlying struc-
ture in terms of the fi ve forces. (See the ex-
hibit “The Five Forces That Shape Industry
Competition.”)
If the forces are intense, as they are in
such industries as airlines, textiles, and ho-
tels, almost no company earns attractive re-
turns on investment. If the forces are benign,
as they are in industries such as software,
soft drinks, an ...
Observation of Io’s Resurfacing via Plume Deposition Using Ground-based Adapt...Sérgio Sacani
Since volcanic activity was first discovered on Io from Voyager images in 1979, changes
on Io’s surface have been monitored from both spacecraft and ground-based telescopes.
Here, we present the highest spatial resolution images of Io ever obtained from a groundbased telescope. These images, acquired by the SHARK-VIS instrument on the Large
Binocular Telescope, show evidence of a major resurfacing event on Io’s trailing hemisphere. When compared to the most recent spacecraft images, the SHARK-VIS images
show that a plume deposit from a powerful eruption at Pillan Patera has covered part
of the long-lived Pele plume deposit. Although this type of resurfacing event may be common on Io, few have been detected due to the rarity of spacecraft visits and the previously low spatial resolution available from Earth-based telescopes. The SHARK-VIS instrument ushers in a new era of high resolution imaging of Io’s surface using adaptive
optics at visible wavelengths.
Earliest Galaxies in the JADES Origins Field: Luminosity Function and Cosmic ...Sérgio Sacani
We characterize the earliest galaxy population in the JADES Origins Field (JOF), the deepest
imaging field observed with JWST. We make use of the ancillary Hubble optical images (5 filters
spanning 0.4−0.9µm) and novel JWST images with 14 filters spanning 0.8−5µm, including 7 mediumband filters, and reaching total exposure times of up to 46 hours per filter. We combine all our data
at > 2.3µm to construct an ultradeep image, reaching as deep as ≈ 31.4 AB mag in the stack and
30.3-31.0 AB mag (5σ, r = 0.1” circular aperture) in individual filters. We measure photometric
redshifts and use robust selection criteria to identify a sample of eight galaxy candidates at redshifts
z = 11.5 − 15. These objects show compact half-light radii of R1/2 ∼ 50 − 200pc, stellar masses of
M⋆ ∼ 107−108M⊙, and star-formation rates of SFR ∼ 0.1−1 M⊙ yr−1
. Our search finds no candidates
at 15 < z < 20, placing upper limits at these redshifts. We develop a forward modeling approach to
infer the properties of the evolving luminosity function without binning in redshift or luminosity that
marginalizes over the photometric redshift uncertainty of our candidate galaxies and incorporates the
impact of non-detections. We find a z = 12 luminosity function in good agreement with prior results,
and that the luminosity function normalization and UV luminosity density decline by a factor of ∼ 2.5
from z = 12 to z = 14. We discuss the possible implications of our results in the context of theoretical
models for evolution of the dark matter halo mass function.
Richard's aventures in two entangled wonderlandsRichard Gill
Since the loophole-free Bell experiments of 2020 and the Nobel prizes in physics of 2022, critics of Bell's work have retreated to the fortress of super-determinism. Now, super-determinism is a derogatory word - it just means "determinism". Palmer, Hance and Hossenfelder argue that quantum mechanics and determinism are not incompatible, using a sophisticated mathematical construction based on a subtle thinning of allowed states and measurements in quantum mechanics, such that what is left appears to make Bell's argument fail, without altering the empirical predictions of quantum mechanics. I think however that it is a smoke screen, and the slogan "lost in math" comes to my mind. I will discuss some other recent disproofs of Bell's theorem using the language of causality based on causal graphs. Causal thinking is also central to law and justice. I will mention surprising connections to my work on serial killer nurse cases, in particular the Dutch case of Lucia de Berk and the current UK case of Lucy Letby.
This presentation explores a brief idea about the structural and functional attributes of nucleotides, the structure and function of genetic materials along with the impact of UV rays and pH upon them.
Richard's entangled aventures in wonderlandRichard Gill
Since the loophole-free Bell experiments of 2020 and the Nobel prizes in physics of 2022, critics of Bell's work have retreated to the fortress of super-determinism. Now, super-determinism is a derogatory word - it just means "determinism". Palmer, Hance and Hossenfelder argue that quantum mechanics and determinism are not incompatible, using a sophisticated mathematical construction based on a subtle thinning of allowed states and measurements in quantum mechanics, such that what is left appears to make Bell's argument fail, without altering the empirical predictions of quantum mechanics. I think however that it is a smoke screen, and the slogan "lost in math" comes to my mind. I will discuss some other recent disproofs of Bell's theorem using the language of causality based on causal graphs. Causal thinking is also central to law and justice. I will mention surprising connections to my work on serial killer nurse cases, in particular the Dutch case of Lucia de Berk and the current UK case of Lucy Letby.
Slide 1: Title Slide
Extrachromosomal Inheritance
Slide 2: Introduction to Extrachromosomal Inheritance
Definition: Extrachromosomal inheritance refers to the transmission of genetic material that is not found within the nucleus.
Key Components: Involves genes located in mitochondria, chloroplasts, and plasmids.
Slide 3: Mitochondrial Inheritance
Mitochondria: Organelles responsible for energy production.
Mitochondrial DNA (mtDNA): Circular DNA molecule found in mitochondria.
Inheritance Pattern: Maternally inherited, meaning it is passed from mothers to all their offspring.
Diseases: Examples include Leber’s hereditary optic neuropathy (LHON) and mitochondrial myopathy.
Slide 4: Chloroplast Inheritance
Chloroplasts: Organelles responsible for photosynthesis in plants.
Chloroplast DNA (cpDNA): Circular DNA molecule found in chloroplasts.
Inheritance Pattern: Often maternally inherited in most plants, but can vary in some species.
Examples: Variegation in plants, where leaf color patterns are determined by chloroplast DNA.
Slide 5: Plasmid Inheritance
Plasmids: Small, circular DNA molecules found in bacteria and some eukaryotes.
Features: Can carry antibiotic resistance genes and can be transferred between cells through processes like conjugation.
Significance: Important in biotechnology for gene cloning and genetic engineering.
Slide 6: Mechanisms of Extrachromosomal Inheritance
Non-Mendelian Patterns: Do not follow Mendel’s laws of inheritance.
Cytoplasmic Segregation: During cell division, organelles like mitochondria and chloroplasts are randomly distributed to daughter cells.
Heteroplasmy: Presence of more than one type of organellar genome within a cell, leading to variation in expression.
Slide 7: Examples of Extrachromosomal Inheritance
Four O’clock Plant (Mirabilis jalapa): Shows variegated leaves due to different cpDNA in leaf cells.
Petite Mutants in Yeast: Result from mutations in mitochondrial DNA affecting respiration.
Slide 8: Importance of Extrachromosomal Inheritance
Evolution: Provides insight into the evolution of eukaryotic cells.
Medicine: Understanding mitochondrial inheritance helps in diagnosing and treating mitochondrial diseases.
Agriculture: Chloroplast inheritance can be used in plant breeding and genetic modification.
Slide 9: Recent Research and Advances
Gene Editing: Techniques like CRISPR-Cas9 are being used to edit mitochondrial and chloroplast DNA.
Therapies: Development of mitochondrial replacement therapy (MRT) for preventing mitochondrial diseases.
Slide 10: Conclusion
Summary: Extrachromosomal inheritance involves the transmission of genetic material outside the nucleus and plays a crucial role in genetics, medicine, and biotechnology.
Future Directions: Continued research and technological advancements hold promise for new treatments and applications.
Slide 11: Questions and Discussion
Invite Audience: Open the floor for any questions or further discussion on the topic.
Cancer cell metabolism: special Reference to Lactate PathwayAADYARAJPANDEY1
Normal Cell Metabolism:
Cellular respiration describes the series of steps that cells use to break down sugar and other chemicals to get the energy we need to function.
Energy is stored in the bonds of glucose and when glucose is broken down, much of that energy is released.
Cell utilize energy in the form of ATP.
The first step of respiration is called glycolysis. In a series of steps, glycolysis breaks glucose into two smaller molecules - a chemical called pyruvate. A small amount of ATP is formed during this process.
Most healthy cells continue the breakdown in a second process, called the Kreb's cycle. The Kreb's cycle allows cells to “burn” the pyruvates made in glycolysis to get more ATP.
The last step in the breakdown of glucose is called oxidative phosphorylation (Ox-Phos).
It takes place in specialized cell structures called mitochondria. This process produces a large amount of ATP. Importantly, cells need oxygen to complete oxidative phosphorylation.
If a cell completes only glycolysis, only 2 molecules of ATP are made per glucose. However, if the cell completes the entire respiration process (glycolysis - Kreb's - oxidative phosphorylation), about 36 molecules of ATP are created, giving it much more energy to use.
IN CANCER CELL:
Unlike healthy cells that "burn" the entire molecule of sugar to capture a large amount of energy as ATP, cancer cells are wasteful.
Cancer cells only partially break down sugar molecules. They overuse the first step of respiration, glycolysis. They frequently do not complete the second step, oxidative phosphorylation.
This results in only 2 molecules of ATP per each glucose molecule instead of the 36 or so ATPs healthy cells gain. As a result, cancer cells need to use a lot more sugar molecules to get enough energy to survive.
Unlike healthy cells that "burn" the entire molecule of sugar to capture a large amount of energy as ATP, cancer cells are wasteful.
Cancer cells only partially break down sugar molecules. They overuse the first step of respiration, glycolysis. They frequently do not complete the second step, oxidative phosphorylation.
This results in only 2 molecules of ATP per each glucose molecule instead of the 36 or so ATPs healthy cells gain. As a result, cancer cells need to use a lot more sugar molecules to get enough energy to survive.
introduction to WARBERG PHENOMENA:
WARBURG EFFECT Usually, cancer cells are highly glycolytic (glucose addiction) and take up more glucose than do normal cells from outside.
Otto Heinrich Warburg (; 8 October 1883 – 1 August 1970) In 1931 was awarded the Nobel Prize in Physiology for his "discovery of the nature and mode of action of the respiratory enzyme.
WARNBURG EFFECT : cancer cells under aerobic (well-oxygenated) conditions to metabolize glucose to lactate (aerobic glycolysis) is known as the Warburg effect. Warburg made the observation that tumor slices consume glucose and secrete lactate at a higher rate than normal tissues.
Cancer cell metabolism: special Reference to Lactate Pathway
Schiling chapter porter's five force model
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Defining the
Organization’s
Strategic Direction
In 2008, Michael Levie, Rattan Chadha, and Robin Chadha set out to
create a new kind of hotel chain. Convinced that innovation in the
hotel industry had stagnated, they believed that there was an
opportunity to create more value for customers that were frequent
travelers, or “Mobile Citizens of the World.” They named their new
hotel chain “citizenM,” and they set out to rethink what dimensions
customers really cared about, and which they didn’t really value.
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Assesing The Firms’s
Current Position
To assess the firm’s current position in the marketplace, it is useful to
begin with some standard tools of strategic analysis for analyzing the
external and internal environment of the firm.
External Analysis The two most commonly used tools for analyzing
the external environment of the firm include Porter’s five-force
model and stakeholder analysis.
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External Analysis
Porter’s Five-Force Model In this model, the attractiveness of an industry
and a firm’s opportunities and threats are identified by analyzing five forces
While the five-force model was originally developed to assess industry
attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in
practice the model is often used to assess a specific firm’s external
environment (i.e., “What factors in the firm’s external environment create
threats and opportunities for the firm?”). The dif- ference between these two
approaches is subtle but important. In the former approach, the analysis
focuses on the industry level, treating all competitors as roughly the same,
and its objective is to ascertain whether the industry as a whole will tend to
be profitable.
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The five forces are
1. The degree of existing rivalry. An industry’s degree of rivalry is
influenced by a number of factors. First, the number and relative
size of competitors will shape the nature of rivalry.
2. Threat of potential entrants. The threat of potential entrants is
influenced by both the degree to which the industry is likely to
attract new entrants (i.e., is it profitable, growing, or otherwise
alluring?) and the height of entry barriers.
3. Bargaining power of suppliers. The degree to which the firm relies
on one or a few suppliers will influence its ability to negotiate good
terms. If there are few suppliers or suppliers are highly
differentiated, the firm may have little choice in its buying decision,
and thus have little leverage over the supplier to negoti- ate prices,
delivery schedules, or other terms.
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The five forces are
4. Bargaining power of buyers. Many of the same factors that influence
the bar- gaining power of suppliers have an analogous role with the
bargaining power of buyers. The degree to which the firm is reliant
on a few customers will increase the customer’s bargaining power,
and vice versa.
5. Threat of substitutes. Substitutes are products or services that are
not considered competitors, but fulfill a strategically equivalent role
for the customer. For exam- ple, Starbucks may consider other
coffeehouses as competitors, but other social destinations (such as
bars or restaurants) or beverages (such as soft drinks or beer) as
substitutes. The more potential substitutes there are, and the closer
they are in function to the firm’s product or service, the greater the
threat of substitution.
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The five forces are
Recently, Porter has acknowledged the role of complements.5 As has been dis-
cussed in several of the earlier chapters, complements are products that enhance
the usefulness or desirability of a good. For example, software is an important
comple- ment for computers, and gasoline is an important complement for
automobiles. The availability, quality, and price of complements will influence the
threats and oppor- tunities posed by the industry. It is important to consider (1)
how important comple- ments are in the industry, (2) whether complements are
differentially available for the products of various rivals (impacting the
attractiveness of their goods), and (3) who captures the value offered by the
complements. For example, desktop printer manu- facturers such as Hewlett
Packard and Lexmark make a considerable portion of their desktop printing
profits from the ink cartridges that consumers have to replace when empty.
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Stakeholder Analysis
stakeholder Any entity that has an interest (“stake”) in the organization.
Stakeholder models are often used for both strategic and normative
purposes. A strategic stakeholder analysis emphasizes the stakeholder
management issues that are likely to impact the firm’s financial
performance, while a normative stakeholder analysis emphasizes the
stakeholder management issues the firm ought to attend to due to their
ethical or moral implications.
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Summary of Chapter
1. The first step in establishing a coherent strategy for the firm is
assessing the exter- nal environment. Two commonly used models of
external analysis are Porter’s five-force model and stakeholder
analysis.
2. Porter’s five-force model entails assessing the degree of existing
rivalry, threat of potential entrants, bargaining power of suppliers,
bargaining power of customers, and threat posed by substitutes.
Recently Porter added a sixth force, the role of complements.
3. Stakeholder analysis involves identifying any entity with an interest
in the firm, what it wants from the company, and what claims it can
make on the company.
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