This document discusses analyzing a firm's external environment. It describes Porter's five forces model for understanding industry competition and outlines the general environment segments of demographic, economic, sociocultural, technological, political/legal, and global factors. The industry environment is analyzed using the five competitive forces of threat of new entrants, power of suppliers/buyers, threat of substitutes, and rivalry among existing competitors. Competitor analysis involves understanding competitors' objectives, strategies, assumptions, and capabilities.
How to create sustainable Competitive Advantage using Strategy Mechanism?Petrilau
The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
How to create sustainable Competitive Advantage using Strategy Mechanism?Petrilau
The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
this is the lectures of "Competitive Strategy" workshop in AUT university, in the first part it is concentrated on the differences between strategy and OE, then Five forces model is described.
other parts are about Life-Cycle analysis,Capability analysis, Competitor analysis and 3 generic strategies.
Competitive analysis - porter’s five force model- strategic management - Man...manumelwin
The purpose of five forces analysis is to identify how much profit potential exists in an industry. To do so, five forces analysis considers the interactions among the competitors in an industry, potential new entrants to the industry, substitutes for the industry’s offerings, suppliers to the industry, and the industry’s buyers.
An introductory overview of the sponsorship process. Slides used in Week 2 of the course: Sport Sponsorship and Media, at the University of Canberra, Sport Studies.
Porters 5 forces - a simple explanationBrent Spilkin
Porters Five forces - a simple explanation
Porter five forces analysis is a framework to analyse level of competition within an industry and business strategy development.
It draws upon industrial organisation (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market
CHAPTER 3EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT.docxwalterl4
CHAPTER 3
EVALUATING A COMPANY’S
EXTERNAL ENVIRONMENT
McGraw-Hill/Irwin
Copyright ®2012 The McGraw-Hill Companies, Inc.
3–*
Gain command of the basic concepts and analytical tools widely used to diagnose the competitive conditions in a company’s industry.Learn how to diagnose the factors shaping industry dynamics and to forecast their effects on future industry profitability.Become adept at mapping the market positions of key groups of industry rivals.Understand why in-depth evaluation of a business’s strengths and weaknesses in relation to the specific industry conditions it confronts is an essential prerequisite to crafting a strategy that is well-matched to its external situation.
3–*
3.1
From Thinking Strategically about the Company’s Situation to Choosing a Strategy
Chapter 3
Chapter 4
Thinking
strategically
about a firm’s
external
environment
Thinking
strategically
about a firm’s
internal
environment
Forming a
strategic
vision of
where the
firm needs
to head
Identifying
promising
strategic
options
for the firm
Selecting the
best strategy
and business
model for
the firm
3–*
3.2
The Components of a Company’s Macro-Environment
3–*
3.1
The Seven Components of the Macro-EnvironmentComponentDescriptionDemographicsThe size, growth rate, and age distribution of different sectors of the population. It includes the geographic distribution of the population, the distribution of income across the population, and trends in these factors.Social forces Societal values, attitudes, cultural factors, and lifestyles that impact businesses. Social forces vary by locale and change over time. Political, legal, and regulatory factors Political policies and processes, as well as the regulations and laws with which companies must comply—labor laws, antitrust laws, tax policy, regulatory policies, the political climate, and the strength of institutions such as the court system.Natural environment Ecological and environmental forces such as weather, climate, climate change, and associated factors like water shortages.Technological
factors The pace of technological change and technical developments that have the potential for wide-ranging effects on society, such as genetic engineering, the rise of the Internet, changes in communication technologies, and knowledge and controlling the use of technology, Global forces Conditions and changes in global markets, including political events and policies toward international trade, sociocultural practices and the institutional environment in which global markets operate.General economic
conditions Rates of economic growth, unemployment, inflation, interest, trade deficits or surpluses, savings, per capita domestic product, and conditions in the markets for stocks and bonds affecting consumer confidence and discretionary income.
3–*
THINKING STRATEGICALLY ABOUT A COMPANY’S INDUSTRY AND COMPETITIVE ENVIRONMENT
Does the industry offer attractive opportunities for growth?
What k.
Environmental scanning is a concept from business management by which businesses gather information from the environment, to better achieve a sustainable competitive advantage.
Environmental Scanning & Monitoring- Techniques
PEST, SWOT, QUEST
Kiên tâm qua khủng hoảng - Chiến đấu và chiến thắng COVID-19Chuong Nguyen
Kiên tâm qua khủng hoảng
Chiến đấu và chiến thắng COVID-19
Deloitte
“Kiên tâm qua khủng hoảng” là ấn phẩm mới nhất
được biên soạn bởi CEO Deloitte toàn cầu, ông
Punit Renjen, xoay quanh chủ đề nóng hiện nay
khi đại dịch Covid-19 đang diễn biến phức tạp và
khó lường, tác động đến mọi mặt của đời sống
cũng như gây ra những ảnh hưởng nhất định với
doanh nghiệp trên toàn cầu.
“Kiên tâm qua Khủng hoảng” là bản tin nhanh
cung cấp cho các nhà lãnh đạo doanh nghiệp về
những bài học lịch sử có thể áp dụng ngay từ bây
giờ mà Deloitte đã tổng hợp tại những khu vực bị
ảnh hưởng bởi Covid-19 trên khắp thế giới; đồng
thời cung cấp những hiểu biết thực tế cho các
CEO và đội ngũ lãnh đạo các doanh nghiệp trong
việc đưa ra các giải pháp phù hợp cho hoạt động
kinh doanh của doanh nghiệp.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
4. The External Environment General Environment General Environment General Environment Sociocultural Industry Environment Threat of new entrants Power of suppliers Power of buyers Product substitutes Intensity of rivalry Competitor Environment Economic Political/Legal Technological Global Demographic
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13. The I/O Model of Superior Returns The Industrial Organization Model suggests that above-average returns for any firm are largely determined by characteristics outside the firm. The I/O model largely focuses on industry attractiveness or structure of the external environment rather than internal characteristics of the firm. I O I O
14. The I/O Model of Superior Returns an * Action required: Study the external environment, especially the industry environment . External Environment Competitive Environment General Environment Industry Environment
15. The I/O Model of Superior Returns an * Action required: Locate an industry with high potential for above-average returns. External Environment General Environment Competitive Environment Industry Environment An Attractive Industry An industry whose structural characteristics suggest above-average returns are possible
16. The I/O Model of Superior Returns Industry Environment an * External Environment General Environment Competitive Environment An Attractive Industry An industry whose structural characteristics suggest above-average returns are possible Action required: I.d. strategy called for by the industry to earn above-average returns. Selection of a strategy linked with above-average returns in a particular industry Strategy Formulation
17. The I/O Model of Superior Returns Industry Environment an * External Environment General Environment Competitive Environment Action required: Develop / acquire assets and skills needed to implement the strategy. An Attractive Industry An industry whose structural characteristics suggest above-average returns are possible Selection of a strategy linked with above-average returns in a particular industry Strategy Formulation Assets and Skills Assets and skills required to implement a chosen strategy
18. The I/O Model of Superior Returns External Environment General Environment Competitive Environment Industry Environment an * An Attractive Industry An industry whose structural characteristics suggest above-average returns are possible Selection of a strategy linked with above-average returns in a particular industry Strategy Formulation Assets and Skills Assets and skills required to implement a chosen strategy Action required: Use the firm’s strengths (its assets or skills) to implement the strategy. Strategy Implementation Selecting strategic actions linked with effective implementation of the chosen strategy
19. The I/O Model of Superior Returns External Environment General Environment Competitive Environment Industry Environment an * An Attractive Industry An industry whose structural characteristics suggest above-average returns are possible Selection of a strategy linked with above-average returns in a particular industry Strategy Formulation Assets and Skills Assets and skills required to implement a chosen strategy Strategy Implementation Selecting strategic actions linked with effective implementation of the chosen strategy Action required: Maintain selected strategy in order to out-perform industry rivals. Superior Returns Earning of above-average returns
20. External Environmental Analysis The external environmental analysis process should be conducted on a continuous basis. This process includes four activities: Scanning Identifying early signals of environmental changes and trends Monitoring Detect meaning by ongoing observations of environmental changes and trends Forecasting Developing projections of anticipated outcomes based on monitored changes and trends Assessing Determining the timing & importance of environmental changes and trends for firms' strategies & their management
22. Threat of New Entrants Barriers to Entry * Product Differentiation * Capital Requirements * Switching Costs * Access to Distribution Channels * Cost Disadvantages Independent of Scale * Government Policy * Expected Retaliation * Economies of Scale *
23. Porter’s 5 Forces Model of Competition * Bargaining Power of suppliers depends on a number of factors Bargaining Power of Suppliers Bargaining Power of Suppliers Bargaining Power of Buyers Threat of New Entrants Threat of Substitute Products Rivalry Among Competing Firms Five Forces of Competition Threat of New Entrants
24. Bargaining Power of Suppliers Suppliers are likely to be powerful if: Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases * 0 * Supplier industry is dominated by a few firms. * Buyer is not an important customer to supplier. * Suppliers’ product is an important input to buyers’ product. * Suppliers’ products are differentiated. * Suppliers’ products have high switching costs. * Supplier poses credible threat of forward integration. Suppliers exert power in the industry by: * Threatening to raise prices or to reduce quality Suppliers’ products have few substitutes. *
25. Porter’s 5 Forces Model of Competition * Bargaining Power of buyers depends on a number of factors Bargaining Power of Buyers Bargaining Power of Suppliers Threat of New Entrants Bargaining Power of Buyers Threat of New Entrants Threat of Substitute Products Bargaining Power of Suppliers Rivalry Among Competing Firms Five Forces of Competition
26. Bargaining Power of Buyers * Forcing higher quality Buyer groups are likely to be powerful if: * Playing firms off of each other Buyers compete with supplying industry by: * Bargaining down prices * Buyers are concentrated or purchases are large relative to seller’s sales * Purchase accounts for a significant fraction of supplier’s sales * Products are undifferentiated * Buyers face few switching costs * Buyers’ industry earns low profits * Buyer presents a credible threat of backward integration * Product unimportant to quality * Buyer has full information
27. Porter’s 5 Forces Model of Competition * Substitutes are not direct competitors Threat of Substitute Products Bargaining Power of Buyers Bargaining Power of Suppliers Threat of New Entrants Threat of Substitute Products Bargaining Power of Buyers Threat of New Entrants Bargaining Power of Suppliers Rivalry Among Competing Firms Five Forces of Competition
28. Threat of Substitute Products Fax machines or e-mailed attachments in place of overnight mail delivery Products with similar function limit the prices firms can charge * Products with improving price / performance tradeoffs relative to present industry products Keys to evaluating substitute products: For Example: Electronic security systems in place of security guards
29. Porter’s 5 Forces Model of Competition * Reduced rivalry means greater profitability Rivalry Among Competing Firms Threat of New Entrants Bargaining Power of Buyers Bargaining Power of Suppliers Threat of Substitute Products Rivalry Among Competing Firms Bargaining Power of Buyers Threat of New Entrants Threat of Substitute Products Bargaining Power of Suppliers Five Forces of Competition
30. Rivalry Among Existing Competitors Occurs when a firm is pressured or sees an opportunity * Price competition often leaves entire industry worse off Intense rivalry often plays out in the following ways Jockeying for strategic position * Using price competition * Staging advertising battles * Increasing consumer warranties or service * Making new product introductions * Advertising battles may increase total industry demand, but may be costly to smaller competitors *
31. Rivalry Among Existing Competitors Cutthroat competition is more likely to occur when * Numerous or equally balanced competitors * Slow growth industry * High fixed costs * Lack of differentiation or switching costs * High storage costs * Capacity added in large increments * High strategic stakes * High exit barriers * Diverse competitors
32. Rivalry Among Existing Competitors * Specialized assets High Exit Barriers are economic, strategic and emotional factors which cause companies to remain in an industry even when future profitability is questionable. Fixed cost of exit (e.g., labour agreements) * Strategic interrelationships * Emotional barriers * Government and social restrictions *