...PROGRAMME MARCH 2011-03-17 ASSIGNMENT TWO; ‘HOW INDUSTRIAL FORCES MAINLY TECHNOLOGICAL CHANGES HAVE KILLED THE CINEMA INDUSTRY.’ PREPARED BY ANNE. N Introduction The cinema industry in is one of the biggest recipients of the negative impact of industrial changes. Currently the industry is literally falling. Opinions may differ on the exact cause of downfall of the industry. Cinema owners, contractors and spectators were unanimous in their view that, changing buyer life styles, cable network, complaints of obscenity, costly tickets, mobile, internet, computers, DVDs and dish antenna have together contributed to the decreased number of cine-goers in recent years Most cinema halls’ property has been bought or is hired by Pentecostal churches in the country which is now redeveloping the buildings as a worship centers’, others have been converted to shopping exhibitions for clothes and mobile phones. a) Technological changes The range of products that are available for consumers to buy is constantly changing. Consumers of only 40 years ago could not even dream of personal computers the internet, mobile phones, quality sound home theatres and even air conditioned cars just to mention but a few. By researching into and developing new products, some businessses have created huge new and profitable markets. Some examples that have negatively affected the cinema industries are; 1. The digital revolution has flooded...
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...SIX RULES FOR EFFECTIVE FORECASTING by: Paul Saffo 1. Which is more appropriate to use “accurate forecasting” or “effective forecasting”? Why? The aim of forecasting is not to predict the future but to tell you what you need to know to take meaningful action in the present so it is more appropriate to use effective forecasting since the primary goal of forecasting is to identify the full range of possibilities, not a limited set of illusory certainties. Accurate prediction is possible only in a world in which events are preordained and no amount of action in the present can influence future outcomes. In the real world nothing is preordained and what we do in present affects how events unfold, often in significant unexpected ways. Whether a specific forecast actually turns out to be accurate is only part of the picture. Above all, the forecaster’s task is to map uncertainty, for in a world where our actions in the present influence the future, uncertainty are opportunity. The forecaster must be able to articulate and defend its logic. Moreover, the consumer of the forecast must understand enough of the forecast process and logic to make an independent assessment of its quality and to properly account for the opportunities and risks it presents. Effective forecasting provides essential context that informs our intuition. A good forecast broadens understanding by revealing overlooked possibilities and exposing unexamined assumptions. It narrows down the decision space in...
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...attractive arenas for expansion where competitive pressure is weaker. Driving Forces Analysis is a way of understanding and accounting for change at the industry level, managers need to be able to react in a timely fashion to both positive and negative force changes within the industry. With early notice one can potentially influence the direction or scope of environmental change and improve the outlook. Driving forces analysis has three steps; i) identifying what the driving forces are, ii) assess whether the drivers are making the industry more or less attractive, and iii) determine what strategy changes are needed to prepare an organisation for the effects of the driving forces. Strategic analysis of the industry dynamics involves determining how the drivers of change are affecting industry and competitive conditions. 1. Common industry i) drivers include changes in an industry’s long-term growth rate which affect the balance between industry supply and buyer demand, entry and exit and the character and strength of competition. ii) Increasing globalization, precipitated by growing consumer demand it leads to large differences in labour costs among countries forcing the supply of labour from low-wage countries. It increases the force of rivalry in an industry. iii) Technological and innovative changes cause disruptive changes in an industry by introducing substitutes that offer buyers an irresistible price/performance combination. Can cause greater economies of scale increasing...
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...HOW DOES THE CLIMATE CHANGE AFFECT THE INSURANCE INDUSTRY Contents Introduction 3 Problem statement 4 Delimitation 4 Methodology 5 Risk management 6 Charateristics of insurance industry 6 Risk qualification 8 Approximate cost for a threat determination 8 Probability of threat accuracy or that vulnerability will be affected 9 SWOT analyses 10 Matrix between Strengths-Threats and Opportunities-Weaknesses 11 Conclusion of SWOT analysis 13 CONCLUSION 14 Introduction Climate change is a significant and lasting change in the statistical distribution of weather patterns over periods ranging from decades to millions of years. It may be a change in average weather conditions or the distribution of events around that average. Climate change may be limited to a specific region or may occur across the whole Earth. Nowadays the impact of the climate change can be seen around the globe - seasons are shifting, temperatures are climbing and sea levels are rising. And meanwhile, our planet must still supply us – and all living things – with air, water, food and safe places to live. Weather related consequences, caused by climate change, present challenges that threaten the understanding of extreme weather and natural disaster related damages. Many natural disasters (like floods, earthquakes, tsunamis and volcanic eruptions) all around the world have showed that people are now exposed to extreme weather events. The lack of financial preparation to face...
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...structure and management systems and industry environment - Measurement of profitability, Profit most useful measure of firm performance (maximization of profit) - Tools of Financial analysis - Shareholders and stakeholders - Value: - Commerce is creating value - Firm have to know what profit is and how to measure it - Economic profit more reliable measure as accounting profit - Measure of e.p. is EVA, economic value added - Firm must maximize the future net cash flow to maximize its value and mimimize cost of capital - C.f. forecasts are very difficult,estimate future c.f. need make assumption - Important for value maximization is the consistency Real options theory - Two types: growth and flexibility options - Strategic alliances and joint ventures, investment in core products Putting performance analysis into practice - Need to asses current situation - Identify current strategy - Identify sources of unsatisfactory performance - Balanced scorecards -> balancing financial and strategic goals Profits and purpose - Companies that are more focused on making profit are often unsuccessful at achieving their goals - “Profits are important for existence of a company but not the reason for its existence” - Important is to have a dream, to have a joy of creating things - To have a vision for the future and a core ideology (values and principles) are both important for a powerful strategic of a company Chapter 3: Industry Analysis: The fundamentals - Explore...
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...Product Categories or From Our Search Bar (http://hwguiders.com/ ) Discuss the type of product the company will offer and identify its primary characteristics. Discuss the service component of the product and how it will be used to enhance the product. Explain how the product could be expanded to a product line, and the depth and breadth of the line. Determine how the core business may change in response to industry or market changes MKT 500 Assignment 2 Marketing Products(5 pages APA with references) Get Tutorial by Clicking on the link below or Copy Paste Link in Your Browser https://hwguiders.com/downloads/mkt-500-assignment-2-marketing-products5-pages-apa-references/ For More Courses and Exams use this form ( http://hwguiders.com/contact-us/ ) Feel Free to Search your Class through Our Product Categories or From Our Search Bar (http://hwguiders.com/ ) Discuss the type of product the company will offer and identify its primary characteristics. Discuss the service component of the product and how it will be used to enhance the product. Explain how the product could be expanded to a product line, and the depth and breadth of the line. Determine how the core business may change in response to industry or market changes MKT 500 Assignment 2 Marketing Products(5 pages APA with references) Get Tutorial by Clicking on the link below or Copy Paste Link in Your Browser...
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...determined wholly by the conduct of participants in that industry (including themselves), and that conduct is largely (but not completely) determined by industry structure, conduct and performance over time. Feedback loops signify the impact that performance will ultimately have on conduct ad structure (and thus in turn on performance again), and the impact that industry conduct has on structure. It also hypothesizes that external shocks, such as changes in technology or government regulation, alter industry structure, and in turn conduct and performance, over time. SCP Model Industry External shocks Producers S tructure C onduct P erformance Feedback Industry structure is determined by the economics of demand and supply in the industry, as well as by “ industry chain economics” which represents the , inherent bargaining of customers, producers, and suppliers in the industry, and the sources of this power (e.g., vertical or information market failures). Conduct is characterized by strategic decision competitors in the industry make given industry structure and performance. Examples include marketing, capacity, vertical integration, operations, and management control decisions. Performance may be measured on numerous axes, including financial performance, technological progress, and job creation. There are three main drivers of external shocks to the industry: technology breakthroughs, changes in government...
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...Straman Chapter 1 1. Where are we now? 2. Where do we go want to go from here? 3. How are we going to get there? Strategy - how to attract and please customers, how to compete against rivals, how to position the company in the marketplace ad capitalize on attractive opportunities to grow the business, how best to respond to economic and market conditions, how to manage each functional piece of the business, how to achieve performance targets Sustainable competitive advantage - set a company apart from its rivals - staking out a market position that is not crowded with strong competitors 1. low-cost provider strategy 2. broad differentiation strategy 5. a best-cost provider strategy deliberate strategy, abandoned strategy elements, emergent strategy, realized strategy Business model – customer value proposition - profit formula The three tests of a winning strategy 1. How well does the strategy fit the company’s situation? (internal and external) 2. Is the strategy helping the company achieve a sustainable competitive advantage? 3. Is the strategy producing good company performance (profitability and financial strength AND advances in company’s competitive strength and market standing)? Chapter 2 1. Developing a strategic vision, mission and values 2. Setting objectives 3. Crafting strategy to achieve the objectives and move the company along the intended path 4. Execute the strategy 5. Monitoring developments, evaluating performance and initiating corrective...
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...new companies to enter the industry, the more cut-throat competition there will be. Factors that can limit the threat of new entrants are known as barriers to entry. Some examples include: • Existing loyalty to major brands • Incentives for using a particular buyer (such as frequent shopper programs) • High fixed costs • Scarcity of resources • Government restrictions or legislation • Entry protection (patents, rights, etc.) • Economies of product differences • Brand equity • Switching costs or sunk costs • Capital requirements • Access to distribution • Absolute cost advantages • Learning curve advantages • Expected retaliation by incumbents 2. Brainstorm Factors Political Factors to Consider • When is the country's next local, state, or national election? How could this change government or regional policy? • Who are the most likely contenders for power? What are their views on business policy, and on other policies that affect your organization? • Depending on the country, how well developed are property rights and the rule of law, and how widespread are corruption and organized crime? How are these situations likely to change, and how is this likely to affect you? • Could any pending legislation or taxation changes affect your business, either positively or negatively? • How will business regulation, along with any planned changes to it, affect your business? And is there a trend towards regulation or deregulation? • How does government approach corporate...
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...Strategies Strategic choices Strategy in Action Stakeholder expectations & purposes Internal environment: Resource audit Strategic Capability Value Chain/Networks Marketing ‘Mix’ Benchmarking CSF’s SWOT (SW) Culture Strategic Position STAGE 1 Innovation Organising Corporate Level Strategies Resourcing Managing Change STAGE 2 Evaluation Int. Strategies Interaction creates potential for: • Environment-led ‘fit’ or Resource-led ‘stretch’ • Competitive Advantage STAGE 3 Processes Practice The External Environment of Organisations n In this Topic (Topic 2) and in Topic 3 we will consider how to approach the issue of analysing the external environment of organisations in detail from a strategic management and planning perspective This will involve using the environmental scanning analysis tool introduced in Topic 1 It will be recalled in this regard that environmental scanning is a strategic activity in organisations and should be treated as such by management n n Analysing the External Environment The External Environment MacroEnvironment • • • • PESTEL Porter’s Diamond Key drivers Scenarios Industry/Sector/Task • • Porter’s 5 Forces Convergence Competitors/ Markets • • • Product Life Cycle Strategic Groups Market segmentation SWOT Analysis (OT only) The Macro-Environment PESTEL Key drivers Scenarios Analysing the Macro-Environment (PESTEL Analysis) Economic Factors Legal Factors • Competition...
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...SOLD TO THE FINE kaptoxic@yahoo.com THE OPPORTUNITY ANALYSIS CANVAS Dr. James V. Green Copyright © 2013 by Venture Artisans Press All rights reserved. No part of this book may be reproduced in any form, by Photostat, microform, retrieval system, or any other means, without prior written permission of the publisher. www.opportunityanalysiscanvas.com Publication Data Green, James V. The opportunity analysis canvas / James V. Green Edition 1.0 1. Entrepreneurship 2. Innovation i For Jamesia and Ally Thank you for giving me the opportunity every day to be a husband and dad. ii ABOUT THE AUTHOR An award-winning educator at the University of Maryland, Dr. James V. Green leads the education activities of the Maryland Technology Enterprise Institute. As its Director of Entrepreneurship Education, he manages 25 undergraduate and graduate courses in entrepreneurship, innovation, and technology commercialization. He has created and led a host of innovative programs and activities to serve 100,000 innovators and entrepreneurs from 150 countries. With 20 publications, he is a thought leader in entrepreneurship education pedagogy and entrepreneurial opportunity analysis. In 2011, he earned first prize in the 3E Learning Innovative Entrepreneurship Education Competition presented at the United States Association for Small Business and Entrepreneurship (USASBE). In 2013, he launched the University of Maryland’s first course with Coursera, “Developing...
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...Topic: Select one organization of choice to evaluate the forces of change affecting the chosen organization in achieving its organizational goals and objective Recommend how management could further enhance their response to opportunities and threats associated with organizational change. Introduction In today’s fast growing global business environment, change is needed to keep up with competition, to innovate products or services to meet the global needs in business. The Group choose AB smart industries a manufacturing company to understand the issues and need of change and how the change is managed and achieved Company Background: AB smart industries established in 1998 it is the only screw rivet producer in Bangladesh. AB smart industries is a manufacturing company which manufactures fasteners screws nails rivets clams etc Research Objective: -To identify the issue of organizational change -How OCM strategy will facilitate the company -Appropriate recommendation on how management could improve their response to the opportunities and threats associated with organizational change. Overview: Fasteners are screws, bolts rivets, nuts, washers, and pins etc. These are needed to assemble doors vehicle, machine, equipments even toys. From the most sophisticated space missile to the simplest of children's toys. Fasteners are usually needed in large quantities. These are produced by most countries in the world now...
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...|Professional Post Graduate Diploma in Marketing | | | |Chartered Institute of Marketing | | | | | | | |Candidate No: 13184461 | | | |Center Name: Management Development Centre (MDC) | | | | | |Subject: Emerging Themes | | | | | |Word Count for Discussion Paper: | | | |Task One: 555 ...
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...asfasfsfsafsafsding PESTEL analysis to understand how the macro-environment factors affect the industry. Each single factor has the potential to fundamentally change the competitive Samsung operates in. Due to the fact that the mobile industry is easy to be influenced by external environment, the analysis is especially important for Samsung. As PESTEL is one of the frameworks that help to understand market growth or decline, business position, potential and direction for operations (Kotler, 1998). We hope that after reading this report, you will agree that PESTEL really affect how a company works. ing PESTEL analysis to understand how the macro-environment factors affect the industry. Each single factor has the potential to fundamentally change the competitive Samsung operates in. Due to the fact that the mobile industry is easy to be influenced by external environment, the analysis is especially important for Samsung. As PESTEL is one of the frameworks that help to understand market growth or decline, business position, potential and direction for operations (Kotler, 1998). We hope that after reading this report, you will agree that PESTEL really affect how a company works. ing PESTEL analysis to understand how the macro-environment factors affect the industry. Each single factor has the potential to fundamentally change the competitive Samsung operates in. Due to the fact that the mobile industry is easy to be influenced by external environment, the analysis is especially...
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...and Bailyn’s Boston Office: Managing the Reorganization Case Study Analysis Principles of Management- July 2012 • Fixed Income Division: International Investment Bank’s Securities Brokerage division facing rapid change • New Products flooding the markets, structural cyclical industry change challenges the limits of firm’s expertise and its traditional form of organization. • Kevin Winston, RSM Manages Boston Office and maintain high level of sales. • Created Key Account Team (KAT) to increase sales of specialized, higher margin products. • Challenges the core values of the organization- such as salesperson’s control of his/her customer base and the appropriateness of product specialization. • RSM struggles in top down management edict which consists of a new performance management system. Objectives • To provide a context to study how changes in the competitive environment of an organization-industry, customers, other firms- can necessitate changes in the design of an organization. • To provide an exercise in which readers can learn to think through and balance the consequences – advantages and disadvantages – of introducing organizational change into a well –established group. • To provide an illustration and grounds for discussion about how changes in one work group require the participation of – and have consequences for – other segments within the hierarchical structure. Objectives • To provide a framework – the one presented through the eyes of the...
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