Rethinking (or Why Michael Porter Is Wrong about the Internet) by Don Tapscott strategy + business issue 24 content strategy & competition 1 ina Netw The Harvard strategy guru errs when he says partnerships erode competitive advantage‚ the author contends. Instead‚ they are now central to business success. Strategy orked World For decades‚ the starting point for strategic thinking content strategy & competition 2 has been the stand-alone‚ vertically integrated corporation
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Most discussions of the competitive success of nations look at aggregate‚ economy-wide measures like the balance of trade. Porter chose a different starting point‚ beginning with individual industries and competitors and building up to the economy as a whole. Nations do not compete in the marketplace—business firms do‚ and the performance of individual companies in particular industries in where competitive advantage is either won or lost. The home nation influences the ability of its firms to succeed
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and economic force of the 21st Century. Truly the internet has become a major driver in today’s global business. It has created a seamless platform of suppliers‚ customers and competitors that freely interact and develop into a virtual value chain (Porter 2001) and has significantly impacted management of MNEs. Koenig et al‚ (2004) argue that there is a high level of (internet) saturation in manufacturing‚ retail/wholesale‚ banking/Insurance. Today E-commerce is critical to funds transfer‚ inventory
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Value Chain Analysis To recognize which activities are the most valuable to the firm and identify which ones could be improved to provide competitive advantage is essential for a better understanding of internal analysis within an organization. A chain of value-creating activities can be created to model the corporate‚ and offers individual activities because of the reflection of its history‚ its strategy‚ and its approach to execute its strategy. According to Michael Porter’s value chain‚ all activities
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balance among the industries or business chosen‚ andin the case of diversified firm achieving synergy among the industries or business chosen. • Competitive Strategy Concerned in the division level of a multi-industry business. • As Michael E. Porter said – Essentially‚ developing a competitive strategy is developing a broad formula for how a business is going to compete‚ what its goals should be‚ and what policies will be needed to carry out those goals. • Functional Policies Basically the
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Barriers on an industry always have a major effect for new and upcoming business. In the food industry the pile of Governmental red tape is long and ugly. Almost any service that has anything to do with serving the general public with food has to meet set standards by the food and drug administration and health departments and U.S. Department of Agriculture. Furthermore‚ the regulations and inspections on the State and Local levels a food company must comply with. The food industry is a tough
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The threat of potential new entrants (Low) High capital is required to enter into the mobile industry. It is difficult to start up in an industry where the existing firms already operate on cost and differentiation strategies (Chan et al‚ 2011‚ p.12). However‚ with the commoditization of parts‚ finding vanilla solutions for a simple alternative product might be possible. Differentiation‚ however‚ is another story. New entrants would have issues with overcoming patent issues if they didn’t plan
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– Assignment 2 During 2011 significant industrial relation events took place in Australia. One significant event that was widely reported in the media and according to Catanzartiti and Kane (2012) “captured the interest of the mainstream press more than any other case during 2011”‚ was the Qantas Airways Limited (Qantas) dispute”. The Qantas dispute involved varying parties. These parties included Qantas employees and their representing unions‚ Qantas Management‚ the Minister for Tertiary
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Assessment of the Six Forces Porter’s forces analysis is a framework for industry analysis and business strategy development that draws upon industrial organization economics to determine the competitive intensity and overall industry profitability. These forces are 1) potential entry of new competitors‚ 2) bargaining power of suppliers‚ 3) bargaining power of buyers‚ 4) substitute products‚ 5) rivalry among competing sellers in an industry‚ and 6) power of stakeholders. A change in any
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Sonia’s smoothies 1) Nick calculated that of 200 customers who completed the questionnaire at the rock festival‚ the mean age was 23. The age distribution conformed to a curve of normal distribution with a standard deviation of 5. Calculate the number of customers aged 33 and over who featured in Sonia’s survey (33-23)÷5 = 2 2% of 200= 4 Answer= 4 2) With reference to the report on the UK smoothie market (appendix 2) analyse two limitations of using secondary sources as the
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