Academic literature on the topic 'Porter’s Five Competitive Forces'
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Journal articles on the topic "Porter’s Five Competitive Forces"
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Göral, Ramazan. "Competitive Analysis of the Hotel Industry in Konya by Using Porter’s Five Forces Model." European Journal of Economics and Business Studies 3, no. 1 (December 30, 2015): 106. http://dx.doi.org/10.26417/ejes.v3i1.p106-115.
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One of the areas of industry in Konya which needs to be analyzed regarding effective factors on competition is hotel industry. Accordingly, the current research tries to analyze factors impacting on the industry using Porter's five forces model. According to this model, an industry is affected by five competitive forces and these forces determine the state of competitiveness and profitability of an industry. Porter’s model is based on the insight that a corporate strategy should meet the opportunities and threats in the organizations external environment. Especially, competitive strategy should base on and understanding of industry structures and the way they change. Porter has identified five competitive forces that shape every industry and every market: entry of new investors, threat of substitutes, bargaining power of buyers, bargaining power of suppliers, and rivalry among existing competitors. Porter’s model supports analysis of the driving forces in an industry. Based on the information derived from the Five Forces Analysis, management can decide how to influence or to exploit particular characteristics of their industry. This study aims to analyze the competitiveness at Konya Hotel Industry by using Porter’s Five Forces Model. In this study, questionnaires have been used for data collection. The statistical population of the research consists of managers of hotel business (Senior, middle, executives).
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Nurlansa, Osiany, and Handaru Jati. "Analysis Porter’s Five forces Model on Airbnb." Elinvo (Electronics, Informatics, and Vocational Education) 1, no. 2 (January 31, 2017): 84–96. http://dx.doi.org/10.21831/elinvo.v1i2.12457.
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This paper discusses about Airbnb. Airbnb is a company website that allows ordinary people to rent their residence as tourist accommodation. Anyone can rent rooms to suit their budget. The company established in 2008, and eight years later by a very rapid growth, the company reaches a turnover of millions of rooms per year. Airbnb analyzed using Porter's Five Forces Model. According to Porter, the competitive nature of the industry could be seen as a combination of top five strengths, namely Rivalry Among Existing Competitors, Threat of New Entrants, Threat of substitude Products or Services, Bargaining Power of Suppliers, Bargaining Power of Buyers. Data were processed using descriptive analysis. Analysis Airbnb terms of Porter's Five Forces Model concluded that from the fifth models of Porter, Rivalry Among Existing Competitors system, Threat of New Entrants, Threat of substitude Products or Services, Bargaining Power of Buyers robust system and one student Bargaining Power of Suppliers found to be very weakKeywords: porter's five forces model, airbnb, ecommerce
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Mugo, Peter. "PORTER’S FIVE FORCES INFLUENCE ON COMPETITIVE ADVANTAGE IN TELECOMMUNICATION INDUSTRY IN KENYA." European Journal of Business and Strategic Management 5, no. 2 (September 23, 2020): 30. http://dx.doi.org/10.47604/ejbsm.1140.
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Purpose: Competition is at the core of existence of firms. This determines the appropriateness of a firm’s activities that can contribute to its performance, such as innovations, a cohesive culture, or good implementation. Many firms have performed poorly in a competitive environemnt due to failure to analyse and strategise on the Porter’s Five Forces, regardless of the industry sector. Competitive strategy aims to establish a profitable and sustainable position against the forces that determine industry competition. The purpose of the study was to investigate the influence of Porter’s Five Forces on competitive advantage in telecommunication industry in Kenya. The study aims at establishing the extent to which barriers to entry, rivalry among established firms, bargaining power of buyers, bargaining power of suppliers and substitute products influence competitive advantage of telecommunication industry in Kenya.
Methodology:The study adopted desktopresearch. Specifically, the paper identified documentary evidence in the form of already completed studies that focused on influence of porters five forces on competitive advantage both locally, regionally and globally.
Findings:The study findings indicated that there was threat of new entrants in the teleommunication industry in kenya due to presence of various competing firms. In addition, although the suppliers in the industry had formed associations to negotiate prices with the input providers, the buyers bargaining power was high. The firms had to strategize on how to attract and retain the customers to avoid shifting from one company to the other. Findings on bargaining power of buyers of mobile phone providers indicate that, firms have spent time and energy in ensuring their customers are well protected and incentivized so as to stick to their respective mobile networks. Similarly, findings on intensity of rivalry, indicate that to strategize and win in this highly competitive industry, product differentiation, process innovation, product innovation and technological innovation are some of the strategies the companies use to stay ahead. Findings on threat of substitute products indicate that, the industry has a number of substitutes that can highly influence the profitability of these companies. The study concludes that porters five forces framework indeed influenced performance of telecommunication firms in Kenya. The study also concludes that the threat of new entrants applies to the mobile phone providers in the Kenyan Telecommunication industry due to the presence of various competing organizations. These organizations are offering similar products and services such as mobile money transfer services, handheld devices, airtime and accessories.
Unique contribution to theory, practice and policy The study recommends that the telecommunication firms should keep monitoring their business environment so as to structure the appropriate strategies to keep up with competition and technological changes.
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Pringle, James, and Jeroen Huisman. "Understanding Universities in Ontario, Canada: An Industry Analysis Using Porter’s Five Forces Framework." Canadian Journal of Higher Education 41, no. 3 (December 31, 2011): 58. http://dx.doi.org/10.47678/cjhe.v41i3.2489.
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In analyses of higher education systems, many models and frameworks are based on governance, steering, or coordination models. Although much can be gained by such analyses, we argue that the language used in the present-day policy documents (knowledge economy, competitive position, etc.) calls for an analysis of higher education as an industry. In this paper, the university sector in Ontario’s higher education industry is analyzed by applying Michael Porter’s five forces framework defined by the following forces: the threat of new entrants, supplier power, buyer power, the threat of substitutes, and industry rivalry. Our assessment revealed that competition in Ontario’s higher education industry (university sector) is currently mixed. The findings suggest that policy-makers, the sector, and individual institutions will need to consider more seriously the impact of technology and globalization when seeking a competitive position for the Ontarian higher education system.
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Azadi, Siamak, and Elham Rahimzadeh. "Developing Marketing Strategy for Electronic Business by Using McCarthy's Four Marketing Mix Model and Porter’s Five Competitive Forces." EMAJ: Emerging Markets Journal 2, no. 2 (September 11, 2012): 46–58. http://dx.doi.org/10.5195/emaj.2012.25.
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Original Published AbstractConsidering the importance of marketing strategies in a competitive environment dominated by E-commerce and also limit the effective implementation of research results in terms of marketing mix in e-participation, can manage sales and marketing in order to implement effective marketing strategies and ultimately achieve organizational goals Sector clients and helped the market. Main focus marketing strategies, coordinate activities and allocate appropriate resources to provide marketing operational objectives of the company as a particular product market. Therefore, the main issue related to the realm of marketing strategy, include the specific purpose of determining property markets for a product family or a particular product, then, through the corporate marketing mix according to needs and demands of potential customers in its target market, competitive advantage search And creating synergy are. Considering the importance of marketing strategies in a competitive environment dominated by Electronic markets and also limit the effective implementation of research results in terms of marketing mix in e-participation, can manage sales and marketing in order to implement effective marketing strategies and ultimately achieve organizational goals Sector clients and helped the market. This study usesMcCarthy’s four marketing mix model and Porter’s five competitive forces model to identify strategies for Internetcompanies that respond to the five competitive forces and thereby achieve a competitive advantage. The study provides significant new insights into the development and implementation of e-business strategies that contribute to increased profit. Corrected AbstractE-commerce is growing worldwide and is considered one of the modes and methods of business. This initiative led to the creation of new firms has several advantages over using benefits and this is the motivation for this phenomenon. While e-commerce success in attracting customers for their goods and services, due to systematic scientific principles and techniques that utilize the marketing strategies say . Marketing strategies in electronic markets, it is one of the important issues in the field of new market research has been discussed. But in this very diverse field of view is presented. On the other hand, given that little research has been done in this area , So consider this strategy has increased the importance of, Entering the world of electronic commerce and the use of modern tools and technology in new areas of business, firms will be forced to employ new business strategies, to prepare for their new competitive pressures. The results show that in the domain of e-commerce, two PORTER 'S FIVE COMPETITIVE FORCES AND MCCARTHY ' S FOUR MARKETING MIX MODEL been instrumental in the formulation and development of marketing strategies. And variables used in the model to identify and prioritize and execute marketing strategies in the field of e-commerce is essential. Keywords : marketing, strategies, e-commerce, porter's five competitive forces ,mccarthy's four marketing mix model
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MARKOVA, Z. A. "ANALYSIS OF THE STRUCTURE OF COMPUTER GAMES MARKET IN RUSSIA." Business Strategies, no. 6 (June 6, 2019): 10–13. http://dx.doi.org/10.17747/2311-7184-2019-6-10-13.
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With the growth of the computer games market, the competitive environment of this industry is rapidly changing. The constant appearance of new players in the market leads to the need to form a new competitive strategy. In this article, the Porter’s Five Forces model is used as a theoretical foundation for analyzing the level of competition and justifying the choice of competitive strategy. Based on the results of the analysis, we proposed an optimal strategy for companies operating in the market of computer games.
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Nguyen, Long Thanh. "ON THE EXPLANATION OF COMPETITIVE ADVANTAGES OF FIRMS: THREE ALTERNATIVE APPROACHES." Science and Technology Development Journal 15, no. 1 (March 30, 2012): 14–31. http://dx.doi.org/10.32508/stdj.v15i1.1780.
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The survival, the development or the superiority of firms in an industry are determined by the firm’s competitive advantages relative to its competitors. This article reviews the theories on the definitions and sources of competitive advantages of firms. Three approaches to explain competitive advantages of firms which will be discussed include: (1) Porter’s theory of Five Forces competitive strategy, (2) resource-based view theory and (3) theories of entrepreneurship.
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Mahat, Marian. "The competitive forces that shape Australian medical education." International Journal of Educational Management 33, no. 5 (July 8, 2019): 1082–93. http://dx.doi.org/10.1108/ijem-01-2018-0015.
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PurposeMedical education is an evidence-driven professional field that operates in an increasingly regulated environment as compared to other fields within universities. The purpose of this paper is to establish the extent to which Porter’s five competitive forces framework (Porter, 2008) can drive the management of medical schools in Australia.Design/methodology/approachDrawing on data from semi-structured interviews with over 20 staff from 6 case study Australian medical schools, this paper explores Australian medical education, by looking at the current policy context, structure and interactions between organizations within the system.FindingsThe findings provide evidence that environmental forces affect the nature of competition in medical education, and that competitive advantage can be gained by medical schools from a sustained analysis of the industry in which they operate in. Consequently, it is possible to apply a pre-dominantly profit-oriented framework to higher education.Research limitations/implicationsAs an industry facing increasing pressure toward marketization and competition, the findings provide sufficient evidence that an analysis of higher education as an industry is possible.Practical implicationsThe findings provide evidence that strategic leadership and management in higher education should encompass greater levels of delegation and decision making at all levels. Effective leadership should focus on creating an inspiring vision of the future through a sustained analysis of the industry in which they operate.Originality/valueThe study has made a key contribution through an industry analysis of Australian medical education, which provide important implications for leadership and management in higher education. The study is of significant value to researchers as well as senior management in higher education.
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Pranadita, Nugraha, Ratih Hurriyati, and Puspo Dewi Dirgantari. "Pengaruh Hukum terhadap Lima Kekuatan Persaingan Terkait dengan Perumusan Strategi Bersaing Menurut Michael E. Porter." Jurnal Manajemen dan Organisasi 12, no. 1 (May 10, 2021): 51–66. http://dx.doi.org/10.29244/jmo.v12i1.33038.
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There are five competitive forces that influence the Industry. Industry competition affects business performance, so companies must adapt to changing environments to maintain a competitive position. One of the ways to win the competition is to use a strategy. Strategy allows organizations to gain a competitive advantage from three different foundations namely: cost leadership, differentiation and focus. Strategic planning can help to develop an early warning system to avoid threats or develop strategies that can turn threats into profits for the company. Thus the strategy can maximize competitive advantage on the one hand, and can minimize the limitations of competing. The question is; How do laws and regulations affect Porter's five competitive forces and the three generic strategies? This research is a qualitative analytical descriptive study using secondary data, and the unit of analysis is the prevailing laws and regulations in Indonesia. The results of this study; consistently statutory regulations (laws) influence the five competitive forces and three generic strategies put forward by Porter.
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Hasan, Hasan. "ANALISIS INDUSTRI PERBANKAN SYARIAH DI INDONESIA." JURNAL DINAMIKA EKONOMI PEMBANGUNAN 1, no. 1 (February 7, 2012): 1. http://dx.doi.org/10.14710/jdep.1.1.1-8.
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The current development of Islamic banking industry in Indonesia is rapidly growing. This article analyzes the Islamic banking industry in Indonesia using Porter’s five-forces competitive industry approach. Each of the power industry are discussed. The conclusion indentifies Islamic banking industry conditions that need to be considered.
Dissertations / Theses on the topic "Porter’s Five Competitive Forces"
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Danemo, Jonathan. "How is AI influencing industry competition? : An exploration of online retailing using Porter’s Five Forces Framework." Thesis, KTH, Industriell Marknadsföring och Entreprenörskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-231170.
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This master thesis critically examines how new technology, AI, is influencing industry competition as viewed through the Porter’s Five Forces Framework for online retailers. It does this through a qualitative inquiry with seven expert interviews and a literature review focused on foundational papers, as well as more recent critiques of the Porter’s Five Forces Framework. Recent reports on the impact of AI is also examined. The thesis finds that several of Porter’s suggestions for the Five Framework are echoed by the interviewees, and the Forces appear to be relevant to consider for an online retailer considering the impact of AI. However, interviewees suggest the potential impact of network effects and fluidity between industries goes beyond what Porter indicated in his original study, thereby potentially influencing the extent to which one can solely rely on the Porter’s Five Forces Framework to support strategic decision making.
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Nordling, Kevin, and Felix Pilvinen. "Differentiering inom en växande marknad : En fallstudie om Vainu." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447488.
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Denna studie förklarar hur differentiering kan uppnås genom att tillämpa Blue Ocean strategin och om strategin är hållbar i praktiken. Företaget som valts för denna fallstudie är Vainu. Denna studie analyserar teorin Blue Ocean Strategy skapad av Kim och Mauborgne (2005) och reflekterar kritiskt över denna teori genom Five Competitive Forces av Porter (2008). Det empiriska materialet som används i denna studie har samlats in genom intervjuer med anställda i olika positioner på det valda företaget. Efter en genomförd fallstudie har vi kommit fram till att Vainu använt Blue Ocean Strategy för att skapa ett obestritt marknadsutrymme, men har applicerat flera Porterianska strategier under de senare åren på grund av den ökade konkurrensen. Den resulterande kombinationen av olika strategier förklaras av Mintzberg (1987) teori om framväxande strategier över en längre tid.This study aims to explain how differentiation can be achieved by applying the Blue Ocean Strategy and if the strategy is sustainable in practice. The company chosen for this case study is called Vainu. This study reflects on Blue Ocean Strategy created by Kim och Mauborgne (2005) and critically reflects on this theory through the Five Competitive Forces by Porter (2008). The empirical material used in this study is gathered through interviews of employees in varying positions at the chosen company. After conducting this case study, we have concluded that Vainu used Blue Ocean Strategy to create an uncontested market space but have incorporated more Porterish strategies in the later years due to the increase in competition. The resulting combination of different strategies is explained by Mintzberg (1987) theory of emergent strategies over time.
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Hjelte, Åsa, and Daniella Letica. "Yarn-forward production in a developing country : A case study conducted in Vietnam." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-11472.
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Purpose - The purpose of this paper is to identify the possibilities for a garment producing country, with high supplier and buyer dependency, to implement a yarn-forward value chain. Design/methodology/approach - This study analyzes existing literature along with collected data conducted through a field study in Vietnam. Primary data was collected through interviews with actors within the Vietnamese garment industry. Findings - What has been concluded through this case research is that monetary investments, relationships, and education of employees are dimensions that seem to be foundational in building a yarn-forward value chain successfully. Research limitations/implications - This study is limited to a specific case, only focusing on Vietnam's textile industry, meaning that the identified factors needed for establishing a yarn- forward value chain may differ depending on each country's native capabilities and access to raw materials. Practical implication - The findings of this study may contribute to an increased understanding of the surrounding factors regarding the implementation of yarn-forward production in a garment producing country. Originality/value - This study contributes to a deeper insight in what factors that affects a country’s garment industry and how a more competitive position can be created on the global textile market by taking these factors into consideration.
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Špírek, Martin. "Využití metod Competitive Intelligence v rodinném podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-124713.
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This work is primarily focused on using Competitive Intelligence (CI) in practice. Its purpose is primarily to use methods CI in a small family business to increase its competitiveness. For this purpose, the work used methods to analyze the information obtained, especially Porter's five forces model and SWOT analysis. These two methods allow analyze the business environment, evaluate its current position and define the competition. In order to increase the competitiveness, the work also analyzed the company website and their competitors, according to predefined criteria, mainly based on generally accepted WCAG 2.0. The contribution of this work in general is a practical demonstration of the possibility of using techniques CI in a small family business. In concrete terms it is mainly the evaluation of individual analyzes carried out, their conclusions and recommendations drawn from it and the "Draft strategy for increasing the competitiveness of businesses." This with the aim to improve the company's market position, enhance its competitiveness and improve its strategic planning. Due to the fact that CI is a theory today already quite well known and described in detail in many scientific studies and articles, in this work is described and defined only very briefly in the second chapter. The main part is devoted to collecting and analyzing information on the industry and competitors and their subsequent evaluation and making recommendations. The penultimate chapter is devoted to design a strategy to increase competitiveness.
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Degefie, Ashenafi Tesema, and Adukwei Allotey Naa. "The Internet and Marketing : A case study of SmartGuy AB. and PostNord AB." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-17663.
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ABSTRACT Title: The Internet and Marketing: A case study of SmartGuy AB. and PostNord AB. Level: D-Level Final Master Thesis in Business Administration Authors: Naa A. Allotey and Ashenafi T. Degefie Supervisor: Professor Akmal Hyder Date: 2013 June Aim: Technology has changed the way businesses are being done specifically in the internet marketing. Even though the growth & development of internet marketing is rapid, many new firms doing e-business are increasing. To make use of this ever increasing opportunity many companies without adequate knowledge and lack of concepts about internet marketing enter into this business that leads into failure. This study examines how businesses use the internet as an effective marketing tool in order to increase business efficiency and survive in the competitive business. The study also identifies the various problems that are affecting the internet marketing business and review possible strategies. Method: The study adopted a qualitative method through a deductive approach. Research questions were developed to gather the data. A semi structured interview was conducted with personnel from Nordpost and SmartGuy. The data was analysed and linked with the theory to provide answers to the research questions. To enhance the richness of the study secondary data sources has been employed in a form of scientific articles, literature, annual reports from the case companies and online sources. Results and Conclusions: The result of this study shows that the rapid development of online marketing makes it imperative for businesses to seriously consider the internet as a marketing tool in order to remain competitive. There is no specific strategy to adopt but firms could develop internet marketing strategies depending on the nature of their business in order to cope up with the ever changing environment. It also identified the difficulties traditional marketers face when integrating internet marketing. The conclusion is that businesses can overcome the barriers affecting Internet marketing if they take time to identify their micro and macro environments and adopt appropriate strategies. Suggestions for future research: Although this study identified that there are some factors affecting the internet marketing and suggested key elements in developing e-marketing strategy, the results of this study and conclusion, to some extent have some limitations. Firstly there are only two case companies investigated which makes it hard to generalize the outcomes. Secondly, current literatures in the area of study were very limited showing that researchers are not really giving time to this all important topic. Thus future research could look more into this subject area, broaden the scope of the investigation to more companies and could also concentrate in the areas where there is a need for a unique strategy development for different internet companies. Future researchers could also look at how the transition from traditional to internet marketing could be made very simple. Contribution of the thesis: The study provides significant insights into the factors affecting internet marketing and e-business strategies that can be adopted to make it an effective marketing tool, a topic often overlooked by published material. Even though there are no specific e-marketing strategies to directly copy or implement, the study suggests specific areas a business should take into consideration while developing the strategy. For businesses, the question of using the internet as a marketing tool should be one of ‘when, why and how’. A well-structured and well thought out business plan which is still applicable is the backbone of any company who is going to be successful in the e-commerce industry.
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Nedvědová, Jana. "Podnikatelský plán pro založení rodinného penzionu v obci Tři Studně." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402077.
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This Master's thesis deals with the processing of a business plan for establishing a family guesthouse in Vysočina region in the village Tři Studně. The theoretical basis of the thesis includes development and growth of the company, company strategy, external and internal environment analysis, customer analysis and SWOT analysis. The practical part analyzes the current situation, the description of the pension and its surroundings. The design part calculates the cost of the project, predicts sales and average cost of accommodation.
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Nagy, Jan. "Konkurenční strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223192.
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In this Diploma Thesis I am trying to formulate the competitive strategy which was missing in the company up to now and which could help to compete more effectively and so strengthen its market position.
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Buďová, Iveta. "Analýza strategie konkurenceschopnosti vybrané organizace." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-202055.
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The aim is to analyze the competitive environment of the selected organization, in which the student focuses on rivalries between competitors in terms of its substance, behavior (practices) competition, the probability of attack, reprisal from the competition and dynamic environment. He also analyzes the sources and competitiveness indicators (success) and sources of competitive advantage in the industry (market segment), with the help VRIO analysis identifies the key capabilities, which are selected organization source of competitive advantage over competitors. Outcome of this work is to design a strategy for the competitiveness of selected organizations along with steps for its implementation.
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Weberová, Martina. "Konkurenční strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223187.
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The main goal of this thesis is to define factors, based on external and internal analysis, which affect potential success of actual manufacturing concern and design strategical recommendations, which offer evaluation and possibilities of future development to the company management. This thesis is divided into three parts – theoretical part, analytical part and project part. Basic terms, used methods and analyses of external and internal influences are described in the theoretical part. These methods are applied on the actual manufacturing concern in the analytical part. Suggested alternative solutions are described in the project part. The most suitable alternative is defined in the closure.
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Bortlová, Hana. "Vstup na nový trh a analýza potencionálních rizik pro firmu." Master's thesis, Vysoké učení technické v Brně. Ústav soudního inženýrství, 2014. http://www.nusl.cz/ntk/nusl-233052.
Full textBooks on the topic "Porter’s Five Competitive Forces"
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Billheimer, John. Hitchcock and the Censors. University Press of Kentucky, 2019. http://dx.doi.org/10.5810/kentucky/9780813177427.001.0001.
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The Motion Picture Production Code controlled the content and final cut on all films made and distributed in the US from 1934 to 1968. Code officials protected sensitive ears from the standard four-letter words as well as a few five-letter words like tramp and six-letter words like cripes. They also scrubbed ‘excessively lustful’ kissing from the screen, and ensured that no criminal went unpunished. Censors demanded an average of twenty changes, ranging from trivial to mind-boggling, on each of Alfred Hitchcock’s films during his most productive years. No production escaped these changes, which rarely improved the finished film. Code reviewers dictated the ending of’ Rebecca, shortened the shower scene in’ Psycho, absolved Cary Grant of guilt in’ Suspicion, edited Cole Porter’s lyrics in’ Stage Fright, and decided which shades should be drawn in’ Rear Window. Nevertheless, Hitchcock still managed to push the boundaries of sex and violence permitted in films by charming (and occasionally tricking) the censors and by swapping off bits of dialogue, plot points, and individual shots (some of which had been deliberately inserted as trading chips) to protect cherished scenes and images. The director’s priorities in dealing with the censors highlight both his theories of suspense and the single-mindedness of Code officials. Hitchcock and the Censors’ traces the forces that led to the Production Code and describes Hitchcock’s interactions with Code officials on a film-by-film basis as he fought to protect his creations, bargaining with Code reviewers and sidestepping censorship to produce a lifetime of memorable films.
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Charlwood, Andy, and Kim Hoque. Managing People. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.9.
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HRM comprises of a set of activities (recruitment and selection, training, reward, performance management, etc.) related to the management of people. It is often posited that because people are a key source of competitive advantage, such activities should be seen as central to organizational success. However, the HR function in most organizations is typically administrative in character, and seen as a cost to be minimized. Normative models of HRM that stress HR’s strategic dimension are rarely adopted in practice. This chapter seeks to explain why this is. It argues that five powerful forces constrain the role of HR: continued scepticism over their performance effects when put into practice; the history of the HR function and the expectations, skills and competencies of HR professionals that follow from that history; the impact of competing narratives; the impact of globalization and financialization logics; and societal rules and norms.
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Marat, Erica. The Politics of Police Reform. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190861490.001.0001.
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What does it take to reform a post-Soviet police force? Across the region, the countries inherited remarkably similar police forces with identical structures, chains of command, and politicized relationships with the political elite. Centralized in control but decentralized in their reach, the police remain one of the least reformed post-communist institutions. As a powerful state organ, the Soviet-style militarized police have resisted change despite democratic transformations in the overall political context, including rounds of competitive elections and growing civil society. This book explores the conditions in which a meaningful transformation of the police is likely to succeed and when it will fail. Based on the analysis of five post-Soviet countries (Ukraine, Georgia, Kyrgyzstan, Kazakhstan, and Tajikistan) that have officially embarked on police reform efforts, the book examines various pathways to transforming how the state relates to society through policing. It develops a new understanding of both police and police reform. Departing from the conventional interpretation of the police as merely an institution of coercion, this study defines it as a medium for state-society consensus on the limits of the state’s legitimate use of violence. Police are, according to a common Russian saying, a “mirror of society”—serving as a counterweight to its complexity. Police reform, in turn, is a process of consensus-building on the rationale of the use of violence through discussions, debates, media, and advocacy.
Book chapters on the topic "Porter’s Five Competitive Forces"
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Kaufmann, Traute. "Branchenstrukturanalyse (Porter’s Five Forces)." In Strategiewerkzeuge aus der Praxis, 37–47. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63105-8_5.
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Mohapatra, Sanjay. "IT and Porter’s Competitive Forces Model and Strategies." In Information Systems Theory, 265–81. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4419-6108-2_14.
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Arshed, Norin, and Jaydeep Pancholi. "Porters Five Forces and Generic Strategies." In Enterprise and its Business Environment. Goodfellow Publishers, 2016. http://dx.doi.org/10.23912/978-1-910158-78-4-2922.
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Competition is what keeps organizations and industries alive. Harvard Business School Professor, Michael Porter, was keen to understand the drivers of success in commercial organizations. His research indicated that industry structure mattered more than individual firm behaviour and his Five Forces model (1979) offers his explanation of the sources of competition at industry level. The model is based on the theory of determining the competitive intensity and attractiveness of a market. The five forces within the model include: competitive rivalry, threat of new entry, supplier power, buyer power, and threat of substitution. The model has been widely used by firms to analyse the external environment and specific external forces like competition, government policies, and social and cultural forces (Vining, 2011). Furthermore, to overcome such fierce competition created by the Five Forces model, and to ensure successful survival, Porter (1985) also introduced competitive strategies to gain a competitive advantage. By combining price and market type, Porter suggests these competitive strategies: cost leadership, differentiation, and market segmentation (or focus) to enable a competitive environment to prosper. This chapter concentrates on establishing and understanding the Five Forces model and the generic strategies.
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Ansong, Eric. "Survival Strategies in the Digital Economy of a Developing Country." In Handbook of Research on Managing Information Systems in Developing Economies, 93–113. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2610-1.ch005.
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Firms are in constant competition for dominance and survival. Knowledge of how firms use information systems to improve operational efficiency is limited, especially in developing economies. This chapter, therefore, explored a firm's digital strategic actions for dealing with the competitive forces in the digital economy of a developing country. This chapter adopted a qualitative case study approach. A digital enterprise in a developing economy was selected as a case. Using Porter's five competitive forces model, an analysis of the environment and the strategic actions of the firm was carried out. Findings from this chapter serve as a stepping-stone in expounding the digital strategic actions of firms in dealing with the market forces in the digital economy. This study is, arguably, one of the first to examine the competitive forces and survival strategies of a digital enterprise in the digital economy of a developing country.
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Reithel, Brian J., Chi Hwang, and Katherine Boswell. "Competitive Force/Marketing Mix (CF/MM) Framework." In Strategic Information Technology, 218–36. IGI Global, 2001. http://dx.doi.org/10.4018/978-1-878289-87-2.ch011.
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Information systems researchers continue to grapple with the development of frameworks to aid managers in the identification of opportunities for the strategic use of information technology. Many of the current frameworks have been proposed to guide the systems development process, but few have successfully dealt with the underlying business issues that drive the need to develop an information system in the first place. Because the difficulties that a particular business must cope with arise from the distinctive characteristics of the firm, its product and the particular niche in which the firm operates, this chapter presents a two-dimensional Competitive Force/Marketing Mix (CF/MM) framework that can be used to recognize opportunities for strategic information systems within the firm’s niche. The CF/MM framework is based on a combination of Porter’s view of strategy as a response to the unique mix of the five competitive forces faced by a firm, and the firm’s marketing strategy. By using the CF/MM framework, managers and researchers can identify opportunities to use emerging information technologies as part of front-line competitive strategy. After presentation of the CF/MM framework, the chapter presents a summary of the results of a CF/MM-based analysis of 150 articles related to the competitive use of information technology that have been published in both the popular press and scholarly press. Organizations that are successful in creatively focusing the use of the expanding array of modern information technologies on their particular business niche will increase their ability to survive in the dynamic business environment of the year 2000 and beyond. The CF/MM framework can also be used by IS managers to orchestrate the mix of applications held by a firm in order to maximize the strategic impact of IT investments.
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Ovalle-Mora, Omar Orlando, Maria del Pilar Ramirez-Salazar, Carlos Salcedo-Perez, and Anlly Luz Hinestroza Mosquera. "Development of an Organizational Management Improvement Plan in SMEs." In Quality Management for Competitive Advantage in Global Markets, 211–31. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-5036-6.ch012.
Full textAbstract:
SMEs must carry out an analysis of the micro and macro environment that is necessary to counteract threats. Then internal and external factors must be identified to evaluate opportunities, threats, strengths, and weaknesses to establish a correlation between causes and effects, to determine the current situation of the enterprise, and to find areas of improvement. The information analysis is performed using tools applied and tailored to the development of this model, such as PESTEL and Porter's five forces, CAM (competitiveness analysis matrix), EFE and EFI analysis matrix, SWOT analysis, strategic maps, and the balanced scorecard.
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Powell, Anne L. "Outsourcing Decisions." In Strategic Information Technology, 150–68. IGI Global, 2001. http://dx.doi.org/10.4018/978-1-878289-87-2.ch007.
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It is no longer questioned that the management of information systems (MIS) is an important variable when studying organizational effectiveness and competitiveness. There have been numerous studies on how information systems (IS) can be used by organizations for strategic purposes, yet actual experiences of an organization’s use of IS have often been less than satisfactory. Problems with cost, quality, and IS performance, as well as unfavorable end-user—IS relations are frequently reported. Partially because of these problems, the outsourcing of IS functions has become increasingly common. Outsourcing IS functions provides advantages to an organization but it may also create a new set of problems if the impact of the outsourcing decision to the organization as a whole is not fully considered. This chapter reviews the strategic use of IS in organizations, discusses the growing popularity of outsourcing IS functions, and uses Porter’s model of five competitive forces to provide a different viewpoint on the decision to outsource.
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Vargas-Cabrera, Lizbeth, and Jesus Manuel Muñoz-Pacheco. "Generating Competitive Advantages for the Polytechnic Universities in Mexico." In Advances in Logistics, Operations, and Management Science, 477–507. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6301-3.ch023.
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This chapter proposes an analytical framework to understand the trade-offs of a firm dedicated to educational services for creating and sustaining a superior performance respect to its competitors. The proposed approach focuses on polytechnic universities as the firm understudy. Based on a statistical data from Mexican government, the five forces of Porter methodology is applied to found the clients, suppliers, new entrants, substitutes, and rivalry of the Polytechnic University of Puebla (PUP). In this scenario, the existing strengths are detected and the target of the firm to get a sustainable competitive advantage is defined. Finally, the strategies to break the barriers are proposed. The authors argue that by using those strategies the wedge between willing to pay of the clients and the opportunity costs of the suppliers can be improved. Additionally, they argue that the positioning (consolidation and reputation) of the PUP is achieved by applying the proposed strategies.
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Smith, Kate A., and Mark S. Dale. "A Porter Framework for Understanding the Strategic Potential of Data Mining for the Australian Banking Industry." In Data Warehousing and Mining, 2772–91. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-951-9.ch173.
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This chapter employs Michael Porter’s Five Forces model to understand the potential strategic value of data mining within the Australian banking industry. The motivation for examining the strategic potential of data mining is to counter balance the preponderance of process level arguments for adopting this technology (e.g., risk and fraud mitigation, market campaigns, etc.) with an industry level perspective of what the technology potentially means for competition between rival firms (i.e., industry behavior). In essence, this chapter explores how data mining can affect industry structure and attractiveness by assisting businesses such as banks defend themselves against forces such as those asserted by buyers, substitute products, new entrants, and suppliers. This chapter also explores the future implications of data mining for the banking industry, the operating models of those institutions and the underlying economics of the industry. The emergence of data mining presents banks with the opportunity to either continue to develop their core competencies around the design, manufacture, distribution and support of products and/or to develop critical competencies around customer relationship management. A possible “contract banking” model supported through the application of data mining is discussed.
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LI, Y., L. YAO, and K. W. YEUNG. "Five-forces Competitive Analysis." In The China and Hong Kong Denim Industry, 70–76. Elsevier, 2003. http://dx.doi.org/10.1533/9781845698508.70.
Full textConference papers on the topic "Porter’s Five Competitive Forces"
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INDRARATHNE, P. K. G., K. A. T. O. RANADEWA, and V. G. SHANIKA. "IMPACT OF COMPETITIVE FORCES TO THE CONTRACTORS IN SRI LANKA: AN INDUSTRY ANALYSIS USING PORTER’S FIVE FORCES." In 13th International Research Conference - FARU 2020. Faculty of Architecture Research Unit (FARU), University of Moratuwa, 2020. http://dx.doi.org/10.31705/faru.2020.21.
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The nature of the business environment is very complex in the construction industry. Huge capital investment, supply chain management, resource scarcity and uncertainty create a multifaceted background along with impressive external environmental impacts. Thus, contracting organizations are highly influenced by the competitive nature of the construction industry. Hence identifying the impact of competitive forces to the contractors in Sri Lanka is identified as vital. Besides, Porter’s five competitive forces model is grounded to interpret the competition through external environment and it denotes that there are five forces which can affect to the competition of an industry; new entrants, suppliers, buyers, substitutes and the existing competitors. Thus, the research leads to examine the impact of competitive forces to the contractors in Sri Lanka using a comprehensive Porter’s Five Forces analysis. The research employs a quantitative approach consisting of preliminary survey of experts and questionnaire survey with the participation of construction experts in Sri Lanka. In order to analyse the collected data, statistical tools such as RII method and measurements of central tendency were employed. The results of the analysis elicited 28 significant factors that determine the power of the five competitive forces on local contractors. Accordingly, the final outlined Porter’s five forces analysis matrix enables the contractors to analyse the impact of each competitive force through identified determinant factors which would provide a proper guidance on determining necessary offensive or defensive strategies to be taken to survive in the market.
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Mujisusatyo, Yuniarto. "Porter's Five Forces Model Competition as a Framework for Determining the Competitive Strategy of State University." In The 3rd International Conference Community Research and Service Engagements, IC2RSE 2019, 4th December 2019, North Sumatra, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.4-12-2019.2293890.
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Kamel, Michael, and Roger Miller. "The Evolution of Games of Innovation in Regulated Complex Industries: The Case of Aviation Training." In ASME 2004 International Mechanical Engineering Congress and Exposition. ASMEDC, 2004. http://dx.doi.org/10.1115/imece2004-60541.
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The study of industrial games of innovation is often associated with dominant theories representing various generic forms of organizational design and dynamics. The dominant theories in this area were traditionally Schumpeter’s destructive innovation, Porter’s five-force competitive analysis and Nalebuff’s value net. Other frameworks for analyzing industrial behavior include game theory and its derivative innovation games theory. For regulated high-technology industries, theoretical frameworks that do not account for interfirm coordination are often insufficient to understand or predict the industry behavior. Innovation in the aviation simulation and training industry will be presented in this paper as typical of the regulated high-technology industries. The aviation simulation and training industry emerged at the turn of the twentieth century and it was mostly demand-driven at its onset. The increase in the volume and importance of aviation resulted in government regulation of the industry in the late 1960’s. This has radically changed the industry’s game of innovation into a regulation-based coordination game. Literature described the regulation-centered innovation coordination as “an internally-coherent system of innovation.” The new game had the regulatory frameworks at the core of the innovation process as they defined the market’s acceptance and value capturing from innovative technologies. The evolution of these regulatory frameworks was almost entirely reactive to accidents and catastrophic failures that highlighted existing deficiencies in training methodologies or technologies. This ex-ante regulator-driven system of innovation exhibited recent evolutionary changes towards being a pedagogy-centered service-based system of innovation. The reason behind this transformation was a combination of endogenous and exogenous forces. Technological opportunities, economic pressures and strategic transformation by industry leaders were the three main categories of these forces. The resulting mode of innovation coordination in the industry was a service-oriented pedagogical platform, lead by supplier-user partnerships and monitored by regulation authorities. Compliance to equipment regulatory guidelines is not the principal means of value creation anymore. Rather, the pedagogic value of the training curriculum, encompassing the training devices, is the main source of value creation. A new stable equilibrium of innovation coordination is being reached by the industry, driven by its downstream-most service provision component.
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Jussani, Ailton Conde, Andreas Heer, Ugo Ibusuki, and Carlos de Moura Côrtes. "Electric car and Porter’s five Forces: Marketing Positioning in the Automotive Industry." In 24th SAE Brasil International Congress and Display. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2015. http://dx.doi.org/10.4271/2015-36-0486.
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Ge, Lu, and Chenggang Li. "Analysis of competitive Power of Chinese Sports Apparel Brand based on Porter's five Force Model." In the 2019 3rd International Conference. New York, New York, USA: ACM Press, 2019. http://dx.doi.org/10.1145/3325917.3325951.
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Fadhlillah, Raihan Nur, and Alvanov Zpalanzani. "Business Opportunity for Wedding Photography in Bandung City using Porter’s Five Forces Analysis." In The International Conference on Business and Management Research (ICBMR 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201222.036.
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Yuanlin Hu and Shuang Yang. "The competition situation analysis of environmental service industry in China: Based on Porter's Five Forces Model." In 2016 13th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2016. http://dx.doi.org/10.1109/icsssm.2016.7538556.
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Lumbanraja, Prihatin, Ritha Dalimunthe, and Beby Hasibuan. "Application of Porter’s Five Forces to Improve Competitiveness: Case of Featured SMEs in Medan." In Proceedings of the 1st International Conference on Economics, Management, Accounting and Business, ICEMAB 2018, 8-9 October 2018, Medan, North Sumatra, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.8-10-2018.2288733.
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Chen, Faen, and Yukio Kodono. "SWOT analysis and five competitive forces of Chery automobile company." In 2012 Joint 6th Intl. Conference on Soft Computing and Intelligent Systems (SCIS) and 13th Intl. Symposium on Advanced Intelligent Systems (ISIS). IEEE, 2012. http://dx.doi.org/10.1109/scis-isis.2012.6505053.
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Yao, Wenxi. "Mobile Third Party Payment Competitive Strategy with Five Forces Model." In 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.49.
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