Chandana Chakraborty on INDIAN SOFTWARE INDUSTRY : STRUCTURE‚ TRENDS AND CONSTRAINTS published in Journal of Services Research‚ Volume1‚ November 2(October 2001) 4. "What Is Strategy?" by Michael E. Porter‚ Harvard Business Review‚ 1. Volume 74‚ Number 6‚ pp 61 - 78. 5. “Competitive Strategy”‚ By Michael E. Porter Free Press‚ 1980 3. http://www.indianembassy.org/indiainfo/india_it.htm 4. http://www.thehindubusinessline.com 5. http://www.dnb.co.in/TopIT/overview.asp 6. http://in.news.yahoo.com/43/20080727/864/ttc-software-industry-revenuegrowth-dip
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In the article "Generic Strategies"‚ the world-renowned master of competitive strategy‚ Michael Porter‚ pilots the reader through a macro-level guide to the three chief mechanisms that a company can use to achieve that elusive business world goal: Sustainable competitive advantage. Porter exalts that companies are essentially faced with a mutually exclusive decision in terms of broad level strategy. Deciding between more than one broad or generic strategy significantly increases the risk that the
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Michael porter developed 3 generic strategies: cost leadership‚ differentiation and focus. They are developed to create a defendable position in the long-run‚ outperforming competition and establish a competitive advantage. However does the generic strategy lead to sustainable competitive strategy? This analysis will explain in detail. Cost leadership means setting out to become the low-cost producer of its industry. Each industry is different and provides with diverse problems. Cost leadership
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(Barney‚ 1991; Porter‚ 1996). Regardless of the approach‚ attaining both customer- value and product differentiation are the two determinants of a successful business strategy (Barney‚ 1991; Porter‚ 1996; Woodcruff‚ 1997). The positioning approach‚ often referred to as the “outside-in” approach‚ starts by looking at challenges posed by the external environment. It aims at establishing a position that best meets the competitive forces within the organisations industry (Porter‚ 1980; Porter‚ 1985). Michael
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(10 marks) Total (25 Marks) Answer Part (a) In his study of national competitive advantage‚ Michael Porter identified four sources or determinants that can affect the global competitiveness of companies located in particular countries like IY. These four sources
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Introduction Porter’s generic strategies framework constitutes a major contribution to the development of the strategic management literature. Generic strategies were first presented in two books by Professor Michael Porter of the Harvard Business School (Porter‚ 1980‚ 1985). Porter (1980‚ 1985) suggested that some of the most basic choices faced by companies are essentially the scope of the markets that the company would serve and how the company would compete in the selected markets. Competitive
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Ufc Porters 5 Forces Laura Cox 03/07/2012 MGT Strategy Case Analysis: The Ultimate Fighting Championship and Cultural Viability I. Introduction The UFC‚ Ultimate Fighting Championship‚ belongs to the mixed martial arts industry. It is actually the largest MMA promotion company in the world. Mixed Martial Arts is a full contact combat sport. It allows the use of both striking and grappling techniques. There are numerous types of mixed martial arts including boxing‚ wrestling‚ kickboxing
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competitors in each market. Michael Porter (1980) developed the concept and applied it within his overall system of strategic analysis. He explained strategic groups in terms of what he called "mobility barriers". These are similar to the entry barriers that exist in industries‚ except they apply to groups within an industry. Because of these mobility barriers a company can get drawn into one strategic group or another. Strategic groups are not to be confused with Porter ’s generic strategies which are
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influence the way in which Carnival compete‚ and so the company’s likely profitability. With an understanding of where power lies‚ Carnival can take advantages of a situation of strength‚ improve a situation of weakness and avoid taking wrong strategies. Porter has identified five competitive forces that shape every industry and every market: bargaining power of suppliers‚ bargaining power of buyers‚ threat of new entrants‚ threat of substitutes and rivalry among competitors. A sixth element has also been
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|Determine the primary activities and secondary activities of your organisation. Make a conscious| |decision on whether your organization should compete by the least cost strategy or the product | |differentiation strategy. Determine the cost drivers of the organisation. Provide strategic | |suggestions on how your organization can use this information to compete. | | | |
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