...products and services might be considered as close substitutes for each other. Therefore, the critical task of managers is to analyze the competitive forces in the industry’s environment in order to identify the threats and opportunities that the firm can protect or get benefit from. Porter’s five forces model helps manager to identify and analyze the competitive force within the industry. This model stated that the increase in the strength of a particular force limits and reduces the ability of established companies to increase their prices and earn more profits. By using this model, managers would be able to identify new opportunities or threats that might affect their businesses’ operations. The five forces model includes the following: 1- Risk of entry by Potential competitors. Potential competitors are companies that are not currently operating and competing in a certain industry, but they are expected to enter the industry as they have the capability to compete with other companies if they choose. Potential competitors might face some difficulties or barriers that are formed by established companies that are already operating in the industry (incumbent companies) to discourage them from entering the industry. This is because the entry of potential competitors reduces the ability of established companies to hold their market share and generate profits. In addition, the barriers to entry increase the costs of entering potential competitors to the industry. These barriers...
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...CHAPTER 1 WHAT IS STRATEGY AND WHY IS IT IMPORTANT? McGraw-Hill/Irwin 1. Understand why every company needs a sound strategy to compete successfully, manage the conduct of its business, and strengthen its prospects for long-term success. 2. Develop an awareness of the four most dependable strategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage. 3. Understand that a company’s strategy tends to evolve over time because of changing circumstances and ongoing management efforts to improve the company’s strategy. 4. Learn why it is important for a company to have a viable business model that outlines the company’s customer value proposition and its profit formula. 5. Learn the three tests of a winning strategy. 1–2 WHAT DO WE MEAN BY STRATEGY ? ♦ What is our present situation? ● ● Business environment and industry conditions Firm’s financial and competitive capabilities Creating a vision for the firm’s future direction Crafting an action plan that will get us there 1–3 ♦ Where do we want to go from here? ● ♦ How are we going to get there? ● WHAT IS STRATEGY ABOUT? ♦ Strategy is all about How: ● ● ● ● How to outcompete rivals. How to respond to economic and market conditions and growth opportunities. How to manage functional pieces of the business. How to improve the firm’s financial and market performance. 1–4 WHY DO STRATEGY ? ♦ A firm does strategy: ● ● ● To improve its financial performance. To strengthen...
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...commercially viable and technically feasible small scale enterprises (SSE). We also examined the processes of finding an ideal location and layout for a SSE. In this lesson we will take a view of different alternatives available for the growth of a small scale enterprise. Business growth is a natural process of adaptation and development that occurs under favorable conditions. The growth of a business firm is similar to that of a human being who passes through the stages of infancy, childhood, adulthood and maturity. Many business firms started small and have become big through continuous growth. However, business growth is not a 137 homogenous process. The rate and pattern of growth varies from firm to firm. Some firms grow at a fast rate while others grow slowly. Also, not all enterprises survive to grow big. This may be due either to the nature of the firm or the entrepreneur. Some entrepreneurs do not want to grow their ventures, choosing instead to pursue other interest, spend more time with family or develop other business activities. 10.1 OBJECTIVES After going through the lesson you should be able to: • Explain the meaning and need for growth • Discuss the benefits and...
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...1. What is the Luxury goods industry? Luxury goods are products and services that are not considered as a necessity and are associated with affluence. The industry is defined by the consumer goods positioned in the high end of the market. Several products attain the status of "luxury goods" due to their design, quality, durability or performance that are remarkably superior to the comparable substitutes. "luxury" is marked by better-quality components and materials, solid construction, stylish appearance, increased durability, better performance, advanced features, and so on. As such, these luxury goods may retain or improve the basic functionality for which all items of a given category are originally designed. The main characteristics: A strong branding that relates to an exclusive and wealthy lifestyle. High quality, especially in terms of design Premium pricing The luxury brand is perceived as being: Exclusive – 82 % High Quality -80% Stylish -75% Extravagant -65% Lasting -55% and Expensive- 51% 2. Market Profile luxury good is a good for which demand increases more than proportionally as income rises and is a contrast to a necessity good, for which demand increases proportionally less than income Two Major Classifications: * Business Segmentation: Apparel, footwear, automobiles, perfumes, Watches, etc * Geographical Segmentation Asia, (60%) Europe and USA High income elasticity of demand - making a perfume more expensive...
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...[pic] MZUMBE UNIVERSITY DAR ES SALAAM BUSINESS SCHOOL COURSE TITLE: MBA CM SUBJECT CODE: ECO 5011 SUBJECT NAME: MANAGERIAL ECONOMICS NAME: MICHAEL KISAKA TASK: TERM PAPER REGISTRATION No. MBA/CM/DCC/412/T.11 SMEs IN TANZANIA, THEIR IMPORTANCE AND CHALLENGES TOWARDS NATIONAL ECONOMIC GROWTH. Lecturer: Dr. G. Kinyondo December, 2011 | | |TABLE OF CONTENTS |PAGE NO. | | | | |Acknowledgement |1 | | | | |Abstract |2 | | | | |Structure of the Report ...
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... Private Sector Reforms: 9 Public Sector Reforms: 10 3.0 METHODOLOGY: 12 Primary Research: 12 Secondary Research: 12 POPULATION SAMPLING: 12 4.0 FINDINGS: DISCUSSION & ANALYSIS 12 Factors Contributing to the Change of Industrial Relations in the Region 12 Labor Reform Policies: 12 Globalization : 13 Economic integration 14 Change in Technology 14 Changes in Labor Law and Attitude towards Unions 15 Decentralization of Bargaining 15 Management Alteration 16 Conclusion: 17 The End . INTRODUCTION: Industrial relations today by many accounts, is in crisis. In academia, its traditional positions are threatened on one side by the dominance of mainstream economics and organizational behavior, and on the other by postmodernism. In policy-making circles, the industrial relations emphasis on institutional intervention is trumped by a neoliberal emphasis on the laissez faire promotion of free markets. In practice, labor unions are declining and fewer companies have industrial relations functions. The number of academic programs in industrial relations is therefore shrinking, and scholars are leaving the field for other areas, especially human resource management and organizational behavior. The importance of work, however, is stronger than ever, and the lessons of industrial relations remain vital. The challenge for industrial relations is to re-establish these connections with the broader academic, policy, and business worlds (Whalen, Charles J. (2008)...
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...the euro-zone crisis – causes, the crisis and reformation policies (with special reference to greece) the euro-zone ‘The Eurozone’ is the nickname commonly used to describe the member states that use the EU’s single currency, the Euro. The idea of creating a single currency for the European Community was first mentioned in the 1970 Werner report, which led to the establishing of the European Monetary System (EMS), the forerunner of the Economic and Monetary Union (EMU). The Maastricht Treaty (1992) made EMU a part of EU law and set out a plan to introduce the single currency (the Euro) by 1999. The Maastricht Treaty also established certain budgetary and monetary rules for countries wishing to join the EMU (known as the convergence criteria). In 1998, 11 member states (Germany, France, Italy, Belgium, Luxembourg, the Netherlands, Spain, Portugal, Ireland, Austria and Finland) undertook the final stage of EMU when they adopted a single exchange rate, which was set by the European Central Bank (Britain, Sweden and Denmark negotiated an opt-out from this final states of EMU). The new Euro notes and coins were launched on 1 January 2002. There are currently 16 EU states in the Eurozone. Greece joined the initial 11 members in 2001, Slovenia joined in 2007, Cyprus and Malta in 2008, and Slovakia joined in 2009. Estonia is due to join the Eurozone in 2011. All future members of the EU must adopt the Euro when they fulfil the convergence criteria. Economic and Monetary Union...
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...------------------------------------------------- INTRODUCTION This case weaves leadership and organizational culture principles into the strategic fabric of a modern firm competing in a global, competitive, high tech industry. The achievements of Atul Jain, founder, CEO, and Chairman of TEOCO, are extraordinary given his limited business expertise, compliant personality, and unconventional belief system – all which he has parlayed into a competitive advantage for the his mid-sized telecommunications software company. The introduction of the case places TEOCO at a major juncture, having recently completed an acquisition which doubles the size of the company and committed to a new ownership structure with a venture capital company’s minority equity investment. Reasons behind the unlikely partnership agreement are discussed before delving into TEOCO’s background and core product categories. The industry landscape and company’s growth strategies are described next. This leads into an explanation of the TTI acquisition, which seriously tests the strength of Atul’s proven business approach. Finally, the case depicts how the shared leadership, employee ownership, and human resource practices at TEOCO are the foundation of the competitive advantage created by Atul. As the company enters a new era, the shaping of its future is already underway. The case analysis is intended to anticipate the likely impact of the TTI acquisition and TA alliance on the strategic elements that...
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...to Review Questions Answer One What are the factors that influence a company's decision to go abroad? Please explain how these are related to each other. In the discussion on the internationalisation process of a firm, the product life cycle model plays a major role. Please explain and discuss the usefulness this model. (A) Generally, the first decision to go abroad is a specific one. It is a decision to look at the possibility of a specific investment in a specific country, not a general decision to look around the globe for investment opportunities. At this stage the organisation has no experience with the complexities of foreign investment, although it often has had some export experience. There are no standard operating guidelines, which can be given to deal with these complexities. What is needed mostly is a strong push and/or commitment to go abroad. A company benefits from these earlier experiences in the subsequent investment decisions. The organisational factors include: • role of the management • motives of the organisation • success at home Other than these internal forces, a number of factors in the environment, outside the organisation, may also force a company to go abroad. These drivers of internationalisation may include: • unsolicited proposal that cannot be ignored. These may include proposals from a foreign government, distributor or customer • competitive drive or bandwagon effect following other competitors or a general belief that...
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...Strategic Management Strategic Management Philip Sadler First published in 1993, authors James C Craig and Robert M Grant Second edition published in Great Britain and the United States in 2003 by Kogan Page Limited, author Philip Sadler Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road London N1 9JN UK www.kogan-page.co.uk 22883 Quicksilver Drive Sterling VA 20166–2012 USA © James C Craig and Robert M Grant, 1993 © Philip Sadler, 2003 The right of Philip Sadler to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 0 7494 3938 6 British Library Cataloguing in Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Sadler, Philip, 1930Strategic management / Philip Sadler. – 2nd ed. p. cm. – (MBA masterclass series) Rev. ed. of: Strategic management / James C. Craig. 1st ed. 1993. Includes bibliographical references...
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...for their industries. The complete Porter’s Diamond system (Porter, 1998, pg 127) The individual points on the diamond and the diamond as a whole affect four ingredients that lead to a national comparative advantage. These ingredients are: The availability of resources and skills, Information that firms use to decide which opportunities to pursue with those resources and skills, The goals of individuals in companies, The pressure on companies to innovate and invest. The points of the diamond are described as follows: I. Factor Conditions A country creates its own important factors such as skilled resources and technological base. The stock of factors at a given time is less important than the extent that they are upgraded and deployed. Local disadvantages in factors of production force innovation. Adverse conditions such as labor shortages or scarce raw materials force firms to develop new methods, and this innovation often leads to a national comparative advantage. II. Demand Conditions When the market for a particular product is larger locally than in foreign markets, the local firms devote more attention to that product than do foreign firms, leading to a competitive...
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...Chilean Wine Industry’s National Competitiveness Using Porters National Diamond. Part 1: Porters National Diamond model is used to analyse a firm’s ability to compete in a home market, their ability to compete in a foreign international market and to recognise the particular country and market within that, which a firm would be suited to expanding into. In doing so it analyses the viability of a nation to compete in any given market. The model is described by Ozlem Oz (1999) as “a dynamic system which all elements interact and reinforce each other”. The elements to which this refers are; Factor Conditions, Demand Conditions, Firm Strategy, Structure and Rivalry, and Related and Supporting Industries. These main elements are supplemented with Political and Chance factors which influence all of them. The model explains the relationship between related industries and how this helps successful development. Porter believed that a healthy competition would drive the firms to be innovative. With a competitive market, people have more choice and this provides great market research availability to find out what people want. Fig.1, Michael Porter, Porter’s National Diamond (1990) Throughout this report an analysis of the Chilean wine industry’s competitiveness at an international level will be carried out. Care will also be taken when considering how well the company in question will be suited to expanding into this market. The diagram above, figure 1, displays...
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...Globalizing Indian Manufacturing Competing in Global Manufacturing and Service Networks A Report on the Summit on Indian Manufacturing Competitiveness by Deloitte Research, the Indian School of Business, New York University, and Purdue University with support from the National Science Foundation Table of Contents Executive Summary: Globalizing Indian Manufacturing .......... 1 Competing in Global Manufacturing and Service Networks ..... 5 The path to becoming competitive ............................................... 5 Cracking the code for success in emerging markets...................... 5 Overcoming the size barrier.......................................................... 6 Growth strategies for Indian manufacturing ................................ 7 Indian Manufacturing and Global Competitiveness .................. 8 Scale and innovation ................................................................... 8 Reverse currents: Going overseas for growth ............................... 9 Going global with pharmaceuticals .............................................. 9 The opportunity in the food chain ............................................. 10 Becoming suppliers of choice ..................................................... 10 Simplifying India for global retailers ........................................... 11 Multinational Companies Entering Indian Markets ................. 12 From India to the world............................................
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...Challenges and Strategies – Enhancing Competitiveness of Indian Tourism Industry Anurag Dugar* Competitiveness is a comparative concept, primarily applicable at the company or firm level (McFetridge, 1995) and indicates towards its willingness and ability to compete in a given market, but the contemporary usage of this term has extended its traditional meaning to new dimensions. However, for one school of thought, competitiveness is equally applicable to all business enterprises, levels of government and nonprofit agencies and workers of the postmodern nation state. (Hillman C. H. 1992), but for another the underlying premise for competitiveness is - ‘firms compete, and not nations’, for example, according to Krugman - "The world's leading nations are not, to any important degree, in economic competition with each other" (Wikipedia). Similarly, Porter holds that - diversified corporate do not compete; only their business units do. Thus, according to the second school of thought competition occurs at the business unit level and hence the ‘corporate strategy’ must reinforce and focus on nurturing the competitiveness of each (business) unit. From this perspective, Nations can be visualized as diversified conglomerates and its sectors, industries and firms as its diverse business units, and then the role, relevance, importance and impact of “Government Policies” (Corporate Strategy), on the competitiveness of its sectors, industries and firms (business units) is clearly elaborated...
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...develop a paradigm, the obstacles Japanese corporations face in international business as methods used to deal with obstacles and foster bettel global mangement and interculture comunication. International business prescribes the “arena” for international business communication and is shaped by international business transactions and international management. The reason for this is found in the special characteristics of international business transactions. The beginnings of international business transactions were nothing other than trading between cultures and peoples with different commercial practices. On the second point arena of international business communication and illustrates the following situations although we are speaking of international business communication or Intercultural business communication, it does not necessarily mean that this Communication occurs between countries, cultures, or businesses. the agents of international business communication are the actual people inside. A country, culture, or company with differing cultures, customs, and languages. People in the midst of international business communication are affected by the Cultures of their company This leads to differences in both persons’ thoughts and actions. However, those people share many commonalities that make communication Easier. These commonalities can be:...
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