5 FORCE MODEL: Threat of new entrants: Due mostly to the industry that ONGCis in‚ its hard for there to be many new entrants. The only real threat that might arise would be another government funded Oil and Gas company. The reason for this is that a government would not have as hard a time raising funds and gaining access to resources. This is assuming that the company would be researching and developing on domestic soil. There is really not much of a threat because there are two main barriers
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Review: The Five Competitive Forces That Shape Strategy Porter’s Lesson: Michael E. Porter’s article‚ the five competitive forces that shape strategy‚ is an article that dissects the true underlying factors of competition and industrial structure. Throughout the context of the article‚ Porter thoroughly explains how competition and profitability does not only derive from production of goods and services or the level of sophistication of a firm. Instead‚ he claims that in order for an industry to be
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Five Forces Model (Highly Negative. Range from 1-5) Rivalry (3) 1. How many companies in industry? As Nike is an international company that has their product selling worldwide‚ they have countless of competitors‚ including many domestic local firm. However‚ not all of these companies have the power to compete with Nike‚ only a few international companies are Nike¡¦s major competitors‚ for instance‚ Adidas and Reebok. 2. How do they compete each other in term of 4P marketing strategy Product:
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Comment 1. Do large firms have a cost or performance advantage in your segment of the industry? Yes There is a fierce price and performance competition in the telecommunication industry. All the big players aim to provide services at cheaper costs and make high performance promises in order to develop an integrative relationship with the customer. 2. Are there any proprietary product differences in your industry? No The products are not propreitary but there are different value added packs and services
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Porter’s Five Forces Model Michael E. Porter’s five forces of competitive position model and diagrams Michael Porter’s famous Five Forces of Competitive Position model provides a simple perspective for assessing and analyzing the competitive strength and position of a corporation or business organization. New Market Entrants‚ eg: • • • • • entry ease/barriers geographical factors incumbents resistance new entrant strategy routes to market Supplier Power‚ eg: • • • • • brand reputation
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Report No. 18 THE TEXTILE AND CLOTHING INDUSTRY OF BANGLADESH: IN A CHANGING WORLD ECONOMY ________________________________________________________________ Centre for Policy Dialogue House No 40/C‚ Road No 11‚ Dhanmondi‚ GPO Box 2129‚ Dhaka-1205‚ Bangladesh Tel: 8317055‚ 8318790; Fax: 8315701; E-mail: cpd@bdonline.com December‚ 1999 The Centre for Policy Dialogue (CPD)‚ established in 1993‚ is an innovative initiative to promote an ongoing process of dialogue between the principal partners
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Rolls Royce on the 5 (+1) forces of Porter matrice: For this case I will use the company Rolls Royce. Not the one which build cars but the historic one which create motors for aviation‚ marine or energetic solution. First let’s have a presentation of this company: Rolls Royce was founded by two men in 1906 in England‚ Henry Royce and Charles Rolls. They were producing motors for planes. The important thing we have to know is their motors were used a lot during the two World War. For example
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Competition and five forces: In order to achieve average return‚ Customer satisfaction is a core competency that every organization should focus. Business level strategies are used to carry out this core competency. Actions which are taken to add values to customers and gain competitive advantage in a specific market with the single product or service‚ are included in the business level strategy. The main concern of a business level strategy are position of a firm in the industry‚ firm’s competitors
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of Bangladesh Garments Industry |6 | |3.0 Role of HRM |9 | |3.1 Contribution HRM to organization |9 | |3.2 For garments industry HR can do |10 | |4.0 SWOT analysis of Bangladesh
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driver of change in supply chain structures of the global textile and apparel industries. Due to the increasing labour wage in developed countries‚ apparel manufacturing has been migrating from high wage developed countries to low wage developing countries (Bheda et al 2002). Even though the labour cost is cheaper in developing countries than in developed countries‚ due to the specific market nature of the garment industries‚ for example the short production life cycle‚ high volatility‚ low predictability
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