SAMPLE ANSWER FOR QUESTION 5 Profit-making is one of the most traditional‚ basic and major objectives of a firm. Profit-motive is the driving-force behind all business activities of a company. It is the primary measure of success or failure of a firm in the market. Profit earning capacity indicates the position‚ performance and status of a firm in the market. In spite of several changes and development of several alternative objectives‚ profit maximization has remained as one of the single most important
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Educational Leadership‚ 58(3)‚ 14-18. Cooper‚ RK. & Sawaf‚ A. (1997). Executive EQ: Emotional intelligence in leadership and organizations. New York‚ New York: Berkley Publishing Group. Dainty‚ A. R. J.‚ cheng‚ M. L.‚ & moore‚ D. R. (2005). Competency-based model for predicting construction project manager’ performance Ebrahimi‚ M. (2003). Organization culture and its relation with employee productivity-case study Madan Bank. Unpublished thesis‚ Banking science institution‚ Tehran. Ganji‚ M. (2011). Emotional
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Diamond Model The approach looks at clusters of industries‚ where the competitiveness of one company is related to the performance of other companies and other factors tied together in the value-added chain‚ in customer-client relation‚ or in local or regional contexts Key Factors in a diamond model for analyzing competitiveness * Factor conditions are human resources‚ physical resources‚ knowledge resources‚ capital resources and infrastructure. Specialized resources are often specific for
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. VRIO The VRIO framework is a set of four questions of: Value‚ Rarity‚ Imitability‚ andOrganization (Barney and Hesterly‚ 2006). It is a tool to analyze company’s resourcesand capabilities to discover their potential competitive advantages or to identifycompany’s internal weaknesses (Barney and Hesterly‚ 2006). The following competenceswere chosen from Nokia: quality‚ price‚ services/functions‚ and brand image. 5.1 Quality The high quality of Nokia’s products and services enables
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Porter’s Five Forces Model: an overview Porter’s Five Forces Model: an overview Abstract Porter’s Five Forces Model is a structured framework for analyzing commerce and business establishment. It was formed by Michael E. Porter of the Harvard Business School between 1979 and the mid 1980’s. Porter developed the Five Forces model in opposition to the SWOT (strengths‚ weaknesses‚ environmental opportunities‚ threats) analysis that was an industry standard for businesses to determine how they
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Assignment1: Advantages and Limitations of Porter’s Five-Force Model Chaitanya K Mandyam American Public University System Michael Porter observed and explained the different levels of profitability across firms and industries by his “Porter’s Five - Forces”. The main factors that affect the difference are: 1. Threat of Substitutes‚ 2. Buyer Power‚ 3. Supplier Power‚ 4. Barriers to Entry/Threat of Entry and 5. Rivalry. He analyzed the importance of all these
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Porter’s Five Forces Model Posted on April 4‚ 2009 by admin Porter’s five forces model helps in accessing where the power lies in a business situation. Porter’s Model is actually a business strategy tool that helps in analyzing the attractiveness in an industry structure. It let you access current strength of your competitive position and the strength of the position that you are planning to attain. Porters Model is considered an important part of planning tool set. When you’re clear about where
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Michael Porter’s Five Forces Model Michael Porter … “An industry’s profit potential is largely determined by the intensity of competitive rivalry within that industry.” Porter’s Five Forces Portfolio Analysis … … Strategy at the time (1970s) was focused on two dimensions of the portfolio grids … … Industry Attractiveness … Competitive Position Where was Michael Porter coming from? School of Economics … … at Harvard … Structural reasons why … … some industries were profitable
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VRIO ANALYSIS Barney and Hesterly (2006)‚ describe the VRIO framework as a good tool to examine the internal environment of a firm. They state that VRIO “stands for four questions one must ask about a resource or capability to determine its competitive potential: 1. The Question of Value: Does a resource enable a firm to exploit an environmental opportunity‚ and/or neutralize an environmental threat? 2. The Question of Rarity: Is a resource currently controlled by only a
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[pic] Question: Use Porters Five Forces Model to analyse your industry. Answer: Threat of new entrants In most industries‚ and especially in the Electrical Transformer industry‚ a new company cannot enter the market at an equal level with those of already established companies due to the number of barriers that exist‚ that will prevent them entering on equal grounds‚ some of these are as follows‚ · The cost of a new company staring up would be so large due to the large amount of new
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