Porters 5 forces for Flipkart Threat of New Entrants : Industry seems to have very high potential but is at its nascent stage. Lots of scope of growth in the future Many small players might enter to explore the market High capital investment is required as it is still in the nascent stage. Would not be much of a deterrent as venture capitalists are interested in investing‚ as they see a future in it. Flipkart is already an established its brand name and network across the nation
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Question Why does each of the five generic competitive strategies require a different set of product/market/distinctive competency choices? Give examples of pairs of companies in Zimbabwe’s computer industry and food industry that pursue different competitive strategies. Answer The five generic competitive strategies have become some of the most used competitive strategies in contemporary corporate management. Michael E. Porter (1980) described competitive strategy as“… being different. It means
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Suzy Porter is a fourth grade‚ public school‚ student with mild cerebral palsy. It has not been determined which type of cerebral palsy she has‚ whether it is spastic‚ athetoid‚ ataxic or mixed. However‚ it is known that she has some difficulty with her gross and fine motor skills. She has a learning disability and difficulty with penmanship which is probably due to her limited fine motor skills. Currently‚ Suzy spends the majority of the school day in a regular classroom where she receives one on
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of Greenwich in accordance with the requirement of BA (Hons) in Business Studies December 2011 Word count: 2905 Contents Introduction 1. Porters’ Model: 4 1.1 Threats of new entrants: 4 1.2 Degree of rivalry: 4 1.3 Threats of substitute: 5 1.4 Suppliers’ power: 5 1.5 Buyers’ power: 5 2. Tesco 6 3. Application of Porters’ Model in Tesco with respect to new market: 7 3.1 Threats of new entrant: 7 3.2 Degree of Rivalry: 8 3.3 Threats of substitute: 9 3.4
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Both Porter and Shank assess the addition of value as management of costs in an effort to increase efficiency or add value to the organization as a whole. Porter model concentrates primarily on the internal control of operations via the value chain‚ whereas Shank concentrates on value addition. Porter’s model utilizes internal cost strategies for internal reduction of costs to increase value only on the value additions (microcosm) whereas Shank expands the value chain against both internal and external
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Apple‚ Inc. Group No. 3 Stephen Combs‚ Elizabeth Hardee‚ Melissa Sutton February 12‚ 2014 The Company What better time to explore the past‚ present‚ and future of Apple‚ Inc. than at the celebration of Macintosh’s 30th birthday? Apple began in 1976 in Cupertino‚ California‚ when three men‚ Steve Jobs‚ Steve Wozniak‚ and Ronald Wayne‚ decided to start a company that specialized in personal computers. The company began as Apple Computer‚ Inc. The Apple I was the first product offered by Apple
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Session 1 PART III PART II WHAT IS STRATEGY ? Strategy Formulation Strategic Analysis Strategy Analysis Strategy Formulation Strategy Implementation Strategic Analysis Strategy Formulation Strategy Implementation Strategy Formulation Strategy Implementation 1 What is Strategy? 6 International Strategy & Globalization 2 Assessing Organizational Performance The General Environment Business Level Strategy 5 3 Internal Environment A Resource-based
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Question 1: What was Apple’s primary pricing objective when it introduced the iPhone? What was its primary objective in cutting the product’s price just two months after introduction? From the beginning‚ Apple took advantage of its product’s special features in the markets and set a pricing strategy as price skimming with two main purposes. Firstly‚ they want their product to be determined to have an outstanding position in their customers’ needs as well as being proved to be a breakthrough development
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they will want to buy. Most consumers get phones on contract and switching from one phone to another is difficult and expensive and with other brands leading in the smartphone industry‚ it will be difficult for consumers to switch from Samsung or iPhone to Nokia. Most of the other brands own distribution stores while nokia doesn’t really have enough distribution channels‚ making it difficult for buyers to reach their product easily in some countries. COMPETITIVE RIVALRY: - Competitors were quickly
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ECONOMICS REPORT ON IPHONE 5 Source: http://www.forbes.com/sites/markrogowsky/2013/01/15/did-the-wsj-get-punkd-on-apple-or-is-it-rotten-to-the-core/ Summary- The article shows how Wall Street Journal has tried to prove that the demand of Apple’s Iphone5 has fallen‚ just because the company cut down the orders of the components used in the manufacturing of the ios device which it outsources. But the fact actually is that apples sale has not fallen‚ and in fact its sale has increased since
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