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1
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.
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Setia, Adang. "ANALISIS KEMAMPUAN DAYA SAING PT. DIRGANTARA INDONESIA GUNA MENDUKUNG SISTEM PERTAHANAN NEGARA." Jurnal Renaissance 3, no. 01 (May 1, 2018): 319. http://dx.doi.org/10.53878/jr.v3i01.70.
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The purpose of this master journal is to identify competitiveness PT. Dirgantara Indonesia (PTDI) to support the national defense system. This research is using the theory of reference are: (1) Five Forces Porter theory; (2) Design School Mintzberg theory; (3) Core Competence theory and Resource base strategy. PTDI is currently to the process of organizational transformation, the finding also suggest competitiveness can be said to be low. But there are a potential factors PTDI that lead to a competitive advantage in the industry. The researcher suggests that provide improve on the future development of the company PTDI and contribute to the realization of the national defense system.Keywords: Core Competency Theory, Design School Mintzberg Theory, Industrial Competitiveness, Porter’s Five Forces Theory, PTDI, Qualitative Research, and Resource-Based Strategy
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Azadi, Siamak. "STRATEGIES FOR COMPETETIVE ADVANTAGE IN ELECTRONIC COMMERCE." EMAJ: Emerging Markets Journal 1, no. 2 (November 20, 2011): 59–69. http://dx.doi.org/10.5195/emaj.2011.13.
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Despite rapid and sustained development of electronic commerce, many companies doing e-business are still in the investment and brand-building phase and have yet to show a profit. However, as e-businesses shift their focus from building a customer base to increasing revenue growth and profitability, they should reevaluate their current business strategies, if any, and develop strategies that provide a clear path to profitability. This study uses McCarthy’s four marketing mix model and Porter’s five competitive forces model to identify strategies for Internet companies 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.
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Krivka, Algirdas, and Romualdas Ginevičius. "Market Structure in the Context of Developing Competitive Strategy." Mokslas - Lietuvos ateitis 1, no. 3 (April 11, 2011): 34–37. http://dx.doi.org/10.3846/148.
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The abstract deals with the application of positioning strategies under the conditions of classical market structures. It is discovered that the assumptions of pure competition leave no space for M. Porter’s generic cost leadership and differentiation strategies to be applied. The enterprise’s actions, influencing five competitive forces and implementing generic strategies, are reasonable under the conditions of imperfect competition market structures. The game theory models, applied to oligopoly, indicate the close interaction of enterprises and interdependence of their strategic decisions: cost reduction and differentiation strategies not only increase the profit of the enterprise, implementing the strategy, but by affecting market price and residual demand decrease the competitor’s profit.
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Saito, Riga, Ying Jun Wang, and Sang Bing Tsai. "Research on Competitive Strategy - Case of a Taiwan Technology Material Manufacture Enterprise." Advanced Materials Research 945-949 (June 2014): 3032–36. http://dx.doi.org/10.4028/www.scientific.net/amr.945-949.3032.
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For an enterprise to survive in a rapid business environment, the enterprise is required to develop core competencies through the understanding of its competitive advantage. In this study, Porter’s five forces were used as factors to evaluate competiveness while importance-performance analysis (IPA) was used as an assessment framework to evaluate the production competitiveness. An manufacturing enterprise is examined to identify its advantages and disadvantages to facilitate an appropriate competitive strategy.
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Mehjabeen, Lamiya. "Assessing Attractiveness of Banking Industry of Bangladesh by Applying Porter’s 5 Forces Model." International Journal of Business and Management Future 2, no. 1 (July 24, 2018): 55–62. http://dx.doi.org/10.46281/ijbmf.v2i1.238.
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Banking industry is considered as one of the most significant drivers in strengthening the soundness of an economy in terms of investment, job creation, income generation, facilitating flow of funds nationally and globally. It is assumed that the present state and attractiveness of the industry can be assessed by applying Porter’s Five Forces Model. Porter’s model incorporates five dimensions i.e. Competitive Rivalry, Bargaining Power of Suppliers, Bargaining Power of Buyers, Threat of Substitutes and Threat of New Entrants. It has been objectively assessed that Competitive Rivalry is negative as 57 banks operate with more than 9000+ branches where the market share is segregated. Bargaining Power of Buyers is high as the customers are very rate sensitive while Threat of New Entrants is also negative. Mobile Financial Services (MFS) are gaining huge momentum. The Bargaining Power of Suppliers is not high as there are idle fund of Tk 1140 billion and shareholders are risk averse. Threat of Substitutes is also negative considering the similar lending and deposit services by the NBFIs and MFS substituting the transfer of funds. Considering the negative dimensions (4) over positive (1), it can be inferred that currently the industry is not attractive along with other factors that have influence on the Five Forces.
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Kusuma, Kristiawan Hengki, and Januar Budiman. "PEMANFAATAN INFORMASI BERDASARKAN PORTER’S FIVE FORCES DALAM BISNIS FABRIKASI BAJA UNTUK MENDAPATKAN KEUNGGULAN BERSAING." Dimensi Utama Teknik Sipil 5, no. 2 (October 31, 2018): 26–33. http://dx.doi.org/10.9744/duts.5.2.26-33.
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Saat ini perusahaan fabrikasi baja telah menyadari pentingnya penggunaan informasi sebagai sebuah tools baru untuk mendapatkan keunggulan bersaing dengan kompetitor. Namun sayangnya penggunaan informasi ini masih diterapkan secara konvensional, yaitu penggunaan informasi yang hanya terbatas pada penggunaan IT, tanpa menyadari sebenarnya penggunaan informasi masih menyimpan banyak potensi besar jika digunakan secara optimal.
Penggunaan Informasi yang “asal pakai” tidak hanya kurang efektif namun juga seringkali menimbulkan permasalahan baru. Hasil penyajian data yang diolah oleh orang IT seringkali tidak sesuai dengan tujuan yang ingin dicapai oleh manajemen perusahaan karena perbedaan penafsiran, adapun hasil pengolahan data seringkali juga dapat menimbulkan kesalahpahaman antar pihak manajemen.
Pada penelitian ini akan dicoba pemanfaatan Informasi dengan menggunakan bantuan Porter’s Five Forces sebagai alat bantu untuk mendapatkan keunggulan bersaing. Akan dijelaskan juga bagaimana cara untuk mengumpulkan informasi apa saja yang ada di dalam business process yang dibutuhkan dalam perusahaan dan bagaimana cara mengolah data ini menjadi keunggulan bersaing bagi perusahaan fabrikasi.
Nowadays, steel fabricator has realized the importance of the use of information as a new tools to gain the competitive advantages with competitors. Unfortunely the use odf the information is still applied in an unconventional manner, the use of information are limited only to IT, without realizing actual use information has a lot of great potential if used optimally.
The “reckless” use of information was not only less effective but also often lead to new problems. The result of data processed by IT’s, usually are not in line with the purpose to be achieved by company management due the differences in the interpretation of the concept, and as for the results of data processing can also cause misunderstanding between management.
On this research will try the utilization of information by using Porter’s Five Forces as the tools to gain the competitive advantages. It will be explained also how to collect all information in business process that required in company and how to process this data to be competitive advantages for steel fabrication company.
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Toor, Tajinder. "Competitive analysis of a contact lens market." Strategic Direction 30, no. 7 (June 3, 2014): 34–37. http://dx.doi.org/10.1108/sd-05-2014-0064.
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Purpose – This paper aims to present a broader industry-level competitive analysis of a contact lens market. Design/methodology/approach – Porter’s Five Forces model can be used for a broader and rigorous competitive analysis of a contact lens market to determine the competitive intensity and to form a well-rounded business strategy. Findings – The contact lens market is highly competitive and unattractive. Because growth has been stagnant, traditional competition has become more intense to steal share from each other. However, the competition in the market could not be defined narrowly between traditional competition but is broad with substitutes, and bargaining power of customers and distributors. A contact lens manufacturer has to look beyond the traditional competition to not only compete with traditional competitors within the industry but also with substitutes, and bargaining power of customers and distributors. Practical implications – This paper will benefit contact lens manufacturers/businesses in forming a well-rounded business strategy.
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Omsa, Sirajuddin. "Five Competitive Forces Model and the Implementation of Porter’s Generic Strategies to Gain Firm Performances." Science Journal of Business and Management 5, no. 1 (2017): 9. http://dx.doi.org/10.11648/j.sjbm.20170501.12.
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Krivka, Algirdas. "THE ELEMENTS OF COMPETITIVE ENVIRONMENT OF AN ENTERPRISE: A CASE OF OLIGOPOLIC MARKETS COMPARATIVE ANALYSIS." Mokslas - Lietuvos ateitis 2, no. 2 (April 30, 2010): 32–37. http://dx.doi.org/10.3846/mla.2010.031.
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The article raises the problem of the complex analysis of competitive environment of an enterprise, which is considered to be the main source of factors, influencing enterprise‘s strategic behaviour and performance. The elements of competitive environment are derived from “traditional” market structure characteristics, developed by the scholars of classical economics and modern microeconomics, with additional factors coming from industrial organization, theoretical oligopoly models, M. Porter’s five competitive forces and diamond. The developed set of the elements of competitive environment is applied for the comparative analysis of three Lithuanian oligopolic markets. The results obtained confirm the potential for practical application of the developed classification for similar analysis.
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Michalski, Eugeniusz. "STRATEGIES FOR INTERNATIONAL ENTERPRISE COMPETITION." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 21(70) (June 28, 2019): 160–71. http://dx.doi.org/10.22630/pefim.2019.21.70.13.
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The main aim of this paper is analyzed the role, importance and methodology for creating the strategies for international competition, as well as the ways of implementing and evaluating the selected strategies. This is done by applying exploratory, descriptive and casual methods to outperform competitors and determine the scope of an enterprise’s engagement in international business. The article examines forces and steps of planning, implementing and evaluating a business strategy. Enterprises must recognize and compare the factors that compose foreign environments, especially the state and local governmental politics, legal regulations, economic and financial forces, cultural differences, business ethics, technological development, infrastructure, natural resources protections, sociological and demographic issues. Three competitive strategies have been distinguished: cost leadership, differentiation and focus. Virtues of M. Porter’s five forces model: threat of new entry, competitive rivalry, supplier power, buyer power and threat of substitutes have been considered. The selection of the target markets and recognizing customers preferences belong to the most important tasks of strategic planning. An enterprise can select three levels of international involvement: passive participation, active involvement and taking the international position. Foreign countries impose barriers on international trade, but international agreements facilitate healthy competition.
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Prasetyo, Thomas Ivantoro, and Gintoro Gintoro. "PENGEMBANGAN MODEL PELATIHAN ONLINE BERBASIS WEB UNTUK KEUNGGULAN BERSAING PADA PT INTELLISYS TRIPRATAMA." CommIT (Communication and Information Technology) Journal 4, no. 2 (October 30, 2010): 109. http://dx.doi.org/10.21512/commit.v4i2.544.
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In order to face competition, PT Intellisys, as the service provided in web-based online training, is trying to serve every customer from wherever and whenever in a good quality service. It started with the analysis of competitior’s condition using Porter’s five competitive forces analysis, internal condition using SWOT analysis, and internal componay process using Value Chain analysis to conclude a suitable IT strategy for the company. It is then continued with Work-Centered analysis to produce the increasing of business process then designing web-based online training system model in doing evaluation to show good accommodation and training service from Intellisys to customers that could bring the company competitive advantages. The research result is a model design from web-based online training system that is cheap and flexible, easier to get wherever and whenever, and also innovative and easier-to-learn material.Keywords: e-learning, competitive advantages, information technology, training service provider, SCROM
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Ancell, Debbie. "THE PARADOX OF COMPETITION FOR AIRLINE PASSENGERS WITH REDUCED MOBILITY (PRM)." Journal of Air Transport Studies 7, no. 1 (January 1, 2016): 111–29. http://dx.doi.org/10.38008/jats.v7i1.55.
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Airline competition with customer service as product differentiator has forced down costs, air fares and investor returns. Two passenger markets operate in aviation: (a) able-bodied passengers for whom airlines compete and (b) passengers with reduced mobility (PRMs) – disabled by age, obesity or medical problems – for whom airlines do not compete. Government interference in the market intended to protect a minority of narrowly-defined PRMs has had unintended consequences of enabling increasing numbers of more widely-defined PRMs to access complimentary airline provisions. With growing ageing and overweight populations and long-haul travelling medical tourists such regulation could lead to even lower investors’ returns. The International Air Transport Association (IATA) (2013) examined the air transport value chain for competitiveness using Porter’s (2008) five forces but did not distinguish between able-bodied passengers and PRMs. Findings during an investigation of these two markets concurred with IATA-Porter that the markets for the bargaining powers of PRM buyers and PRM suppliers were highly competitive. However, in contrast to the IATA conclusions, intensity of competition, and threats from new entrants and substitute products for PRM travel were low. The conclusion is that airlines are strategically PRM defensive by omission. Paradoxically, the airline which delivers the best PRM customer service could become the least profitable.
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ALBU, Cătălina Florentina, Ștefan Cătălin POPA, and Ana Alexandra GORA. "ANALYSIS OF ROMANIAN IT INDUSTRY; STRATEGIC DIAGNOSTICS USING MICHAEL PORTER'S MODEL." Business Excellence and Management 9, no. 3 (September 15, 2019): 59–68. http://dx.doi.org/10.24818/beman/2019.9.3-05.
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The information technology (IT) sector represents a phenomenon of modern society, which has led to a favorable change in the economic course, in most countries of the world. This study aims to establish the attractiveness of the IT industry in Romania, as well as the factors that led to the development of the competitive environment, through a strategic diagnosis using a tool for strategic analysis and diagnosis - the model of the five forces, developed by Michael Porter. The results of the study indicate that all five strengths of Michael Porter's model exert significant influence, but in different proportions, on the competitive environment and the degree of attractiveness of the IT industry. Although Porter's model offers a clear strategic frame of the IT industry, it is quite static, and the manifestation of the five forces does not maintain its validity over time.
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Dobrivojević, Gordana. "Analysis of the Competitive Environment of Tourist Destinations Aiming at Attracting FDI by Applying Porter’s Five Forces Model." British Journal of Economics, Management & Trade 3, no. 4 (January 10, 2013): 359–71. http://dx.doi.org/10.9734/bjemt/2013/4180.
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Zaidi, Neha, Pallavi Tyagi, and Animesh Singh. "Nokia’s Comeback — Is it Revival of an Iconic Brand?" Asian Case Research Journal 23, no. 02 (December 2019): 415–26. http://dx.doi.org/10.1142/s0218927519500172.
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The case highlights how once a market leader went from glory to decline because of its averseness to change in the dynamic competitive environment. It also emphasises the importance of innovation, flexibility and constant upgradation for sustainability. It talks about constant improvement upon one’s core competencies. The case restates the ideas and theories of Dr. C.K. Prahalad and Gary Hamel that core competencies are not permanent and stagnant, and they need to be acquired, refined, developed and evolved to sustain the competitive advantage. The case further highlights the dynamic nature of the market, and how various forces both internal (to the organisation) and external may overthrow the throne of seemingly big players and how the small players can give them a run for the share. The case can be analyzed through various strategic management frameworks such as PESTEL analysis, TOWS analysis and Porter’s Five Forces Model.
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Chik, Jerry. "Analysis of the Boiler and Heat Exchanger Manufacturing Industry in the US Using Porter's Five Forces Framework." Alberta Academic Review 4, no. 2 (July 26, 2021): 1–18. http://dx.doi.org/10.29173/aar116.
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As global trade expands and technological progress is being made in developing countries, manufacturers of boilers and heat exchangers in the United States (US) are facing increasing import competition while industry profitability is competed away from industry rivals, market entrants, as well as by the growing number of available choices for buyers, and by suppliers with larger clientele and differentiated products and services. The forces that influence profitability in this industry is an essential part of strategic planning for any boiler and heat exchanger manufacturer that aims to control competition risk and optimize profitability. This research aims to break down and analyze the influences that industry manufacturers, market entrants, purchasers, component and raw material suppliers, foreign imports, technological advances, government policies, industry organizations, and future trends have on the profitability of industry players. While it was found that the level of competition in the industry is moderate, rapid advances in technology, increasingly stringent government policies on emission standards and boiler and heat exchanger efficiencies, as well as growing import competition may catalyze industry competition in the near future. The use of Porter’s five forces in this analysis suggests the need to consider the significance of technology and the challenges posed by imports through increasing globalization, as these factors could substantially change and disrupt the industry by reducing barriers to entry and by raising the threat of substitutes. As a result, the boiler and heat exchanger manufacturing landscape in the US could become much more competitive, which in turn, could diminish returns for industry operators. This could also change the structure of the industry with the inception of industry players that offer differentiated products and services. The question for industry groups and policy-makers is to what extent should these five forces be influenced, since the degree of support for or of counteraction to these forces will guide the future competitiveness and marketization of the boiler and heat exchanger manufacturing industry in the US.
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Pahurkar, Rajesh N., and Parag Metha. "Developing Sustainable Marketing Strategy for Electric Vehicle (EV) - Automotif." International Journal of Emerging Research in Management and Technology 6, no. 11 (June 13, 2018): 115. http://dx.doi.org/10.23956/ijermt.v6i11.54.
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Future of urban mobility is electric vehicle (EV) and there is no doubt about it. At the same time, it is considered as a new product among the automobile industry. However, entire EV industry is evolving and lot of R&D is going to get major lead in this industry.This project puts forward and determines sustainable business strategy for EV by doing external environment analysis using PESTEL and Porter’s five forces and mapping of opportunities and threat which effects company’s direction as well as to locate potential sources of competitive advantage from a perspective that encompasses the internal, external, and dynamic fit of strategy.Project give the assessment of the strategic impact of the moves of competitors and how to maintain competitive advantage, understand the general drivers that create and sustain competitive advantage using Porter’s Generic strategy, and how to identify organizational barriers to change using Ansoff’s Matrix and Value Chain Analysis. It also tries to analysis market using segmentation, targeting and positioning based on conducted survey. It also provides overview of distribution and suggests omnichannel approach.This project aimed to use as an assessment and redesign of steps of current strategy and develop plans for effective implementation to give firm a competitive advantage.Maintaining a competitive advantage takes more than great timing or a single solution. Sustainable advantage requires a well-designed and well-executed strategy. This project covers analysis of various tools and frameworks that can be used to develop and execute a successful strategy.
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Anastasiu, Livia, Ovidiu Gavriş, and Dorin Maier. "Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources." Sustainability 12, no. 6 (March 15, 2020): 2300. http://dx.doi.org/10.3390/su12062300.
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This article argues for adapting Porter’s Five Forces Model to strategic human resources management. The world business environment is facing real challenges: Shortage of talents, ageing of the world population, and disappearance of repetitive jobs. For a sustainable approach, the quality and stability of human capital should be analyzed strategically, based on the influence of five forces which act in the market: Competition in the industrial sector between specialists with core competencies (rivalry), demands of the hiring companies in terms of the number of employees and updated skills (organizations as buyers), recruitment companies and schools (suppliers), effects of globalization on people’s migration (new entrants), and modern technologies and innovation (substitutes). The stronger the forces are, the harder it will be for the organization to select or retain valuable employees who will add value to products/services. Actual and future employees should analyze the intensity of these forces when they plan to prepare for jobs or change their career. This analysis was focused mainly on the manufacturing sector, where jobs based on repetitive or dangerous tasks may disappear in time.
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Kulakova, Aleksandra Vitalevna, and Izabella Magometovna Ugurchieva. "Factors that Influence the Hostels’ Activity in Odintsovo." Interactive science, no. 1 (56) (January 20, 2021): 37–40. http://dx.doi.org/10.21661/r-552865.
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In currently dynamic environment and fierce competition, hostels are forced to focus not only on the internal state of affairs of the company, but also on developing a long-term strategy of behavior that would allow them to quickly respond to changes in their environment. To analyze the micro-level of the organization's external environment, a competitive analysis is used according to the Porter's five forces model (the intensity of competition among existing players, the threat of the appearance of substitute goods, the threat of new players on the market, the bargaining power of suppliers and the bargaining power of consumers). The article analyzes the Porter's model and assesses the factors that influence hostels’ activities in Odintsovo.
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Mathooko, Francis M., and Martin Ogutu. "Porter’s five competitive forces framework and other factors that influence the choice of response strategies adopted by public universities in Kenya." International Journal of Educational Management 29, no. 3 (April 13, 2015): 334–54. http://dx.doi.org/10.1108/ijem-12-2013-0187.
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Purpose – The purpose of this paper is to establish the extent to which Porter’s five competitive forces (PFCF) framework, among other factors drive the choice of response strategies adopted by public universities in Kenya. Design/methodology/approach – The study design was descriptive and utilized a cross-sectional survey of all the public universities in Kenya by administering a structured questionnaire to the top management team. Additional primary data were collected through observations and interviews. Secondary data were also collected in order to corroborate the data collected from the primary sources. Findings – PFCF framework influenced the choice of response strategies adopted by the public universities “to a great extent”, the most influence being the threat from new entrants. The influence of the choice of response strategies by PFCF framework was independent of the age and category of the universities. Pressure from stakeholders, changes in government policies and regulations, reforms in higher education, unethical response strategies by some universities and university location also influenced the choice of response strategies. Research limitations/implications – The study collected data from the top management team only; however, other stakeholders could have given additional information not reported here. Further, the research only considered public universities and not all higher education institutions (HEIs) in Kenya, and was cross-sectional, hence generalization and application of the results over a long time, respectively, may be limited. Practical implications – The value of this study lies in HEIs achieving a competitive advantage and shaping strategic policy direction in the face of changing environment and global commodification of higher education. Originality/value – Current public universities in Kenya have adopted a business-like approach in their operations in view of changing environment and have adopted coping strategies. Therefore, understanding the factors that influence the choice of response strategies is important for improvement of quality, efficiency and effectiveness as well as in policy formulation and serve as a guide to strategic management.
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Progress, Hove, Smith Whilhemia, and Chikungwa Tarisai. "The Delineation of Porter’s Five Competitive Forces Model from a Technological Marketing Perspective: A Case Study of Buffalo City Metropolitan Municipality." Journal of Economics 4, no. 2 (December 2013): 169–82. http://dx.doi.org/10.1080/09765239.2013.11884976.
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Wengkau, Raymondo, Chalil Chalil, and Maskuri Maskuri. "STRATEGI BERSAING RUMAH MAKAN HENI PUTRI KAILI." Jurnal Ilmu Manajemen Universitas Tadulako (JIMUT) 1, no. 2 (July 24, 2020): 109–26. http://dx.doi.org/10.22487/jimut.v1i2.14.
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Heni Putri Kaili Restaurant is located at Kaombona Street/ Kampung Nelayan No. 09 Talise, East Palu Sub-district, Palu City. Heni Putri Kaili restaurant has been established since 6 years ago, precisely on February 20th 2010. The owner of the restaurant is Mrs. Haeni R. Kara , S.Pd. The research intends to find out the competitive level faced by Heni Putri Kaili Restaurant among the restaurant industries in Palu City and to comprehend the alternative strategy that can be used by Heni Putri Kaili Restaurant. Data analysis methods used are Porter’s Five Forces analysis and the SWOT (Strength, Weakness, Opportunities, Threats) analysis. Based on Porter’s Five Forces analysis, the study concludes that Heni Putri Kaili restaurant experiences a great rivalry among the restaurant industries in Palu City, which includes the rivalry beetween the competitors from the similiar industry, the suplier’s supplying capacity, and the threat of substitutes products. The result of SWOT metric diagram and IE table suggests that Heni Putri Kaili Restaurant should focus on the diversifications strategy while improving the service and the strategy to increase the promotion of the main product together with other products that are still unfamiliar by the consumers/markets. Heni Putri Kaili Restaurant terletak di Kampung Nelayan No. 09 Talise, Kecamatan Palu Timur, Kota Palu. Restoran Heni Putri Kaili telah berdiri sejak 6 tahun yang lalu, tepatnya pada 20 Februari 2010. Pemilik restoran tersebut adalah Nyonya Haeni R. Kara, S.Pd. Tujuan penelitian ini adalah untuk mengetahui kondisi persaingan restoran Heni Putri Kaili di antara industri restoran di Kota Palu dan untuk mengetahui strategi alternatif yang dapat digunakan oleh restoran Heni Putri Kaili. Metode analisis data yang digunakan adalah analisis Lima Kekuatan Porter dan SWOT (Strength, Weakness, Opportunities, Threats). Berdasarkan analisis Lima Kekuatan Porter, dapat disimpulkan bahwa persaingan antara restoran Heni Putri Kaili di industri restoran di Kota Palu mengalami persaingan yang sangat baik. Ada banyak faktor; persaingan antara pesaing dari industri serupa, kapasitas penyuplai suplier, dan ancaman produk substitusi. Sebagai hasil diagram metrik SWOT dan tabel IE, strategi kompetitif dapat direkomendasikan. Restoran Heni Putri Kaili berfokus pada Strategi Diversifikasi dengan program strategi untuk menegakkan dan memperbaiki layanan dan strategi untuk meningkatkan promosi produk unggulan tanpa meninggalkan produk lain yang masih belum diketahui oleh konsumen / pasar.
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Antonio, Javier, Ricardo Cornejo, Raquel Reinoso, Fanny Soto, and Sara Uribe. "FUERZA DE LA COMPETENCIA EN EL SECTOR PERIODÍSTICO: El Caso de los Diarios Formales de Lima." Cuadernos de difusión, no. 6 (December 30, 1995): 41–57. http://dx.doi.org/10.46631/jefas.1995.n6.03.
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Applying Porter's methodology of the well-known five competitive forces to analyze the nature of competition, this article seeks to demonstrate that the competitive advantages obtained by the companies are a function of the structure of the industry and the strategies developed by the intervening companies. To this end, we analyze the Peruvian print journalism sector, that of non-specialized newspapers, exponents of a formal style of presentation of information and aimed at traditional readers, a segment made up of: El Comercio, Expreso, La Republica and La Nación. The results show that, of the five competitive forces, the most relevant for the segment studied are the high barriers to entry, mainly due to the high levels of investment and know-how required; the permanent possibility of substitution by television and radio; and the bargaining power of clients, exercised by distribution agents and advertisers. It can be said that there are two aspects on which the newspapers analyzed have developed their competitive advantages: the barriers created and the positioning achieved.
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Gupta, Shivani, Josue Patien Epane, and Robert Weech-Maldonado. "Hiring internationally educated nurses in hospitals: role of competition and resource availability." Journal of Hospital Administration 4, no. 3 (May 5, 2015): 79. http://dx.doi.org/10.5430/jha.v4n3p79.
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Objective: This study used Porter’s Five Forces Model and the Resource Dependence Theory (RDT) to examine the association of competition and other market factors with the hospital’s decision to hire internationally educated nurses.Methods: A panel design was used comprising a national sample of nonfederal, acute care hospitals (n = 4,116) in the United States. Data, for the years 2008-2012, were derived from American Hospital Association’s Annual Survey and Area Health Resource File. Logistic regression with hospital random effects and state and year fixed effects was conducted to test the above mentioned association.Results: The study findings suggest that hospitals hire internationally educated nurses as a strategy to meet their staffing needs in more competitive and diverse markets. Moreover, hospitals that hire internationally educated nurses are system-affiliated, larger, and see more Medicare patients than those that do not hire them.Conclusions: Findings of this study could help health care managers to understand the influence of market factors on utilization of internationally educated nurses to fulfill their hospitals’ nurse staffing needs. Furthermore, the study findings can inform policymakers in crafting policies on the use of internationally educated nurses as a strategy to address nursing shortages.
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BARUTÇU, Süleyman. "PORTER S FIVE FORCES ANALYSIS FOR NATURAL STONE INDUSTRY AND COMPETITIVE STRATEGIES." Journal of Global Strategic Management 1, no. 2 (June 16, 2008): 58. http://dx.doi.org/10.20460/jgsm.2008218500.
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Bernardino, Edgar B., Kryslen M. Serona, Jowell C. Cando, Imee C. Acosta, and Eduardo P. Malagapo. "Strengthening Success Factors and Overcoming Profitability Barriers towards Sustainable Project Management Consultant Companies." Business and Economic Research 8, no. 2 (May 29, 2018): 230. http://dx.doi.org/10.5296/ber.v8i2.13003.
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Project success can be assured by identifying, reducing, and eliminating the impact of profitability barriers; and by understanding and exploring the success factors in order to achieve sustainable profitability of Project Management Consultant (PMC) companies. Currently, practices of project management consultants in the construction industry sector do not always ensure project success. Thus, this paper aims to assess and strengthen the success factors; and overcome profitability barriers to improve effectiveness of project delivery. Using Porter’s five forces model as profitability barriers, areas with the highest impact to sustainable profitability were investigated. Data were gathered through a survey questionnaire and purposive sampling technique was used to select 140 respondents who are working in a project management and consulting company in Doha, Qatar for the year 2016-2017. The findings revealed that profitability barriers such as: power of suppliers, industry competition, and impact of new entrants are correlated to some of the areas of success factors, such as: effective project management, efficient cost leadership, competitive differentiation, and strategic alliances and networking. Sustainable profitability is significantly affected by the power of suppliers, and strategic networking and alliance. Whereas, competitive differentiation significantly affects profitability barriers. Based on the findings of this study, recommendations were given on how to strengthen project success factors and reduce the impact of profitability barriers.
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Špačková, Lucie, and Pavel Žufan. "Intensity of rivalry in Czech furniture production industry." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 2 (2012): 421–28. http://dx.doi.org/10.11118/actaun201260020421.
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The paper focuses on furniture production industry in the Czech Republic and evaluates the influence of competition forces within this industry. These forces have a direct impact on success of competitive strategies of the firms. Furniture production industry is a typical branch occupied by numerous small and medium-sized firms. Small firms aim on satisfying domestic (or rather local) demand, medium-sized and big firms are much more aiming on exports. The methodical sources for evaluation of rivalry represent particular influences defined by Porter in his model of five competitive forces. Main influences identified by Porter, which are increasing the intensity of competition in the furniture production industry in the Czech Republic include low industry concentration, relatively low diversity of competitors, decline in sales, low (or none) switching costs, and existing excessive capacity within the industry. Further development will be most significantly influenced by a growing concentration of the bigger Czech producers on domestic market and overall economic development.
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Yunna, Wu, and Yang Yisheng. "The competition situation analysis of shale gas industry in China: Applying Porter’s five forces and scenario model." Renewable and Sustainable Energy Reviews 40 (December 2014): 798–805. http://dx.doi.org/10.1016/j.rser.2014.08.015.
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Ahmad, Syed Zamberi, and Norita Binti Ahmad. "Just Fresh: fresh juices from the desert!" Emerald Emerging Markets Case Studies 7, no. 2 (June 23, 2017): 1–13. http://dx.doi.org/10.1108/eemcs-11-2014-0268.
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Subject area Strategic management, Strategic marketing, Entrepreneurship and Small business ventures. Study level/applicability This case study will be useful for undergraduate level students majoring in strategic management, entrepreneurship, small business ventures and marketing. Case overview Just Fresh Juice is a small entrepreneurial venture in the United Arab Emirates (UAE), specialising in preparing all-fresh juices, special mixes and fruit salads. The purpose of this paper is to analyse how Just Fresh can maintain its competitive advantage, and how it could sustain its rapid growth in the market and gain more market share in the long run. Just Fresh focuses on satisfying its customers more effectively than its competitors through a competitive strategy of cost leadership (Papulova and Papulova, 2006), direct interaction with the customers through social media (Srinivasan, 2014) and creating a customer experience (Porter, 2008), as delivering a good customer experience is often more effective in building a competitive advantage than optimising internal processes. Expected learning outcomes The purpose of this case is to enable management students to evaluate and analyse a small business established in the United Arab Emirates. Students will gain a comprehensive understanding of new business set-up and build proper business strategy. They will be able to perform the company’s competitive standing using Porter’s Five competitive forces and analyse its business strategies as well. They will be able to analyse the current status of the company using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Furthermore, students will be able to build a cost analysis model for the company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.
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Sun, Leo, and Chung Tin Fah. "XIAOMI – TRANSFORMING THE COMPETITIVE SMARTPHONE MARKET TO BECOME A MAJOR PLAYER." EURASIAN JOURNAL OF SOCIAL SCIENCES 8, no. 3 (2020): 96–110. http://dx.doi.org/10.15604/ejss.2020.08.03.002.
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Over the past six years, (between the period 2014 -2019), China's electronic information industry and mobile Internet industry has morphed rapidly in line with its economic performance. This is attributable to the strong cooperation between smart phones and the mobile Internet, capitalizing on the rapid development of mobile terminal functions. The mobile Internet is the underlying contributor to the competitive environment of the entire Chinese smartphone industry. Xiaomi began its operations with the launch of its Android-based firmware MIUI (pronounced “Me You I”) in August 2010; a modified and hardcoded user interface, incorporating features from Apple’s IOS and Samsung’s TouchWizUI. As of 2018, Xiaomi is the world’s fourth largest smartphone manufacturer, and it has expanded its products and services to include a wider range of consumer electronics and a smart home device ecosystem. It is a company focused on developing newgeneration smartphone software, and Xiaomi operated a successful mobile Internet business. Xiaomi has three core products: Mi Chat, MIUI and Xiaomi smartphones. This paper will use business management models from PEST, Porter’s five forces and SWOT to analyze the internal and external environment of Xiaomi. Finally, the paper evaluates whether Xiaomi has a strategic model of sustainable development, strategic flaws and recommend some suggestions to overcome them.
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Kaliski, John, Jon Kalinowski, Paul Schumann, Tim Scott, and Dooyoung Shin. "Competition In The eLearning Industry: A Case Study." Journal of Business Case Studies (JBCS) 4, no. 2 (June 27, 2011): 106. http://dx.doi.org/10.19030/jbcs.v4i2.4760.
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This paper highlights the structural attributes of the eLearning Industry. The case presents details regarding the evolution of the eLearning market and provides the opportunity for students of strategic management to build critical industry analytical skills by applying a variety of techniques highlighted in the accompanying case teaching note. To obtain a copy of the teaching note, contact the corresponding author by email. The analytical techniques applied include the identification of the chief economic characteristics of the industry, Porters five force model of competition, the impact of driving forces on industry structure, and the identification of necessary competitive capabilities (success factors) for success in the eLearning industry.
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Sahir, Syafrida Hafni, and Rosmawati Rosmawati. "Improve Marketing Mix for Marketing Plan Strategic in Coffeeshop Business." Management Analysis Journal 9, no. 4 (December 31, 2020): 459–66. http://dx.doi.org/10.15294/maj.v9i4.42613.
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This research aims to establish a strategic marketing strategy for the Medan City coffee shop company. The methodology used in this study was descriptive qualitative research through the method of the marketing combination 4Ps and Porters five strategic forces theory. The outcome of the analysis provided strategic marketing strategy for all facets of the 4Ps marketing mix, such as product, price, venue, and promotion. As five competitive forces are generated based on Porters, the resulting strategic marketing strategy becomes more oriented. This analysis will be useful for the company owner to take the best strategic marketing approach in particular.
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Haryadi, Hari, and Cennet OGUZ. "Trade Opportunity Of Potential Agricultural Commodities Between Turkey And Indonesia (Case Study Palm Oil)." Indonesian Journal of Agricultural Research 2, no. 1 (July 23, 2019): 50–59. http://dx.doi.org/10.32734/injar.v2i2.866.
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This research was conducted in Indonesia and Turkey. The aims of this study is to analyse the Strengths, Weaknesses, Opportunities, and Threats (SWOT) of trade relations in macro-scale of commodities, the industry attractiveness, trade potential, strategic orientation of the palm oil commodities traded between Turkey and Indonesia, and to analyse the industry competitive forces. The data used are primary and secondary data both quantitative and qualitative. The primary data obtained from deep interview by purposive sampling, Focus Group Discussion (FGD) method by online and offline communication, and from experts acquisition. The secondary data obtained from UN Comrade, FAOSTAT, IMF, World Bank, Ministry of Commerce, Ministry of Agriculture and other relevant agencies. Descriptive data were analysed using the SWOT Matrix method, the SOR (Strategic Orientation) Matrix method, Internal Factor Analysis (IFAS), External Factor Analysis (EFAS), Strategic Position and Action Evaluation (SPACE), and the Porter’s Five Competitive Forces Matrix. Based on the diagram by the internal-external factor matrix, it is known that the condition of between Turkey and Indonesia were same condition on the Divest (X = 0.67; Y = 1.42) and (X = 1.31; Y = 0.57). Therefore, the main suggestion concluded by the study were that the best attack strategy for Turkey are to strengthen the defence strategy first, before then attack has been better for national agro-industrial ability.
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Prasetyo, Danianto Enggar, and Agustinus Fritz Wijaya. "Perencanaan Strategis SI/TI menggunakan Framework Ward and Peppard (Studi Kasus: PO. Blue Star)." Jurnal Telekomunikasi dan Komputer 10, no. 3 (December 15, 2020): 177. http://dx.doi.org/10.22441/incomtech.v10i3.9802.
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Pengelolaan perusahaan yang belum terkomputerisasi menyebabkan manajemen yang kurang efektif dan efisien, sehingga mengakibatkan biaya operasional yang tinggi dan banyaknya variabel tidak terdokumentasi dengan baik. Pengembangan SI/TI yang tepat diperlukan agar fungsi-fungsi yang dihasilkan dapat memberikan manfaat dan keunggulan kompetitif bagi perusahaan. Untuk itu dibutuhkan suatu Perencanaan Strategis SI/TI yang terarah dan selaras dengan visi-misi perusahaan. Metode yang digunakan dalam penelitian ini adalah framework Ward and Peppard. Tahapan awal dari penelitian ini adalah dengan menganalisis lingkungan bisnis dan lingkungan SI/TI internal dan eksternal perusahaan, seperti analisis SWOT, analisis Value Chain, analisis PEST dan analisis Porter’s Five Competitive Forces. Hasil dari penelitian adalah beberapa rekomendasi Sistem Informasi yang selaras dengan visi-misi dan kebutuhan perusahaan dengan dipetakan menggunakan matriks McFarlan Strategic Grid dan roadmap implementasi SI pada organisasi dalam jangka waktu empat tahun kedepan. Diharapkan dengan adanya perencanaan strategis ini, pengembangan SI/TI dapat terarah dan mendorong implementasi aplikasi yang mendukung kelangsungan proses bisnis perusahaan secara efektif dan efisien dan meminimalkan kebocoran anggaran.
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Björk, Bo-Christer. "Open access to Construction IT research articles – developments over the past 25 years." Journal of Information Technology in Construction 26 (February 5, 2021): 23–27. http://dx.doi.org/10.36680/j.itcon.2021.002.
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The Journal of Information Technology in Construction (ITcon), was founded in 1996, using the new innovative open access business model enabled by the World wide web. A quarter century later Open Access (OA) journals have established themselves in all fields of science, in particular in biomedicine, so that around a fifth of all high quality peer reviewed articles are currently published in OA journals. In building and construction there are half a dozen active full OA journals, although ITcon remains the only one dedicated specifically to construction IT research. The development of OA has been slower than anticipated in the early years. An analysis using Michael Porter’s five forces model of the competitive environment of scholarly publishing helps to highlight the reasons for this. Particularly important as a barrier to change is the strong emphasis in academic evaluations on impact factors, which favors old established journals. Despite such hurdles OA continuously grows in importance and pioneering journals like ITcon have helped to pave the way.
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Sekletsova, Ol'ga. "Competitive Status of the Enterprise as a Production Factor." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 3 (October 16, 2020): 387–96. http://dx.doi.org/10.21603/2500-3372-2020-5-3-397-407.
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Competitiveness ensures the effectiveness of the enterprise both in the long and short term of its activity within a particular market segment. This criterion reflects the enterprise's ability to meet the needs of customers and use available resources. It reflects the conformity of products to market requirements, as well as their qualitative and quantitative characteristics. Ice cream production sector will continue to grow in the medium term, and the industry's prospects will depend on the effective marketing policy. The present research assessed the competitiveness of Kemerovo Khladokombinat LLC (a refrigeration plant) on the local market of ice cream producers. It revealed the main directions for increasing the competitiveness of this enterprise. The assessment was based on the market position of the enterprise regarding the growth in demand for this product and the market share held by the enterprise. The analysis used a Boston Consulting Group (BCG) matrix. The analysis also involved the method of expert scoring and Michael Porter’s Five Forces model. A SWOT analysis helped to assess the market position of Kemerovo Khladokombinat LLC. The competitiveness of the company in question was assessed as high, compared to other enterprises engaged in the production and marketing of ice cream on the local market. The following recommendations can help the company to cement its place: Kemerovo Khladokombinat LLC should 1) strengthen its marketing component, 2) improve work with suppliers of raw materials in order to improve product quality and reduce production costs, 3) pay attention to its financial state.
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Zelkowski, Jarosław, Mariusz Gontarczyk, Magdalena Kijek, and Paulina Owczarek. "Implementation of Porter five forces method for analysis and evaluation of courier services in Poland." WUT Journal of Transportation Engineering 124 (March 1, 2019): 193–205. http://dx.doi.org/10.5604/01.3001.0013.7190.
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In article was characterized courier services’ market and estimation of its specific conditions. There were pointed factors which determine development of that sector of business. Moreover it was presented Porter five forces method with application to assessment of competitive environment of an enterprise. Proposed procedure allows firms to conduct appropriate analyses in scope of determining of conditions, which facilitate or impede their operation on the market.
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Ang, Hendry. "Model Supplay Chain Management dan Perancangan Aplikasi E-SCM pada PT Indofood Sukses Makmur Tbk Bogasari Flour Mills Division." Winners 15, no. 1 (March 31, 2014): 72. http://dx.doi.org/10.21512/tw.v15i1.637.
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The purpose of this study is to analyze company business process by determining the appropriate model of supply chain at PT Indofood Sukses Makmur Bogasari and designing the e-SCM system that aims to facilitate the flow of information and products to the company, ranging from suppliers to customers. Research used Porter’s Five Forces analysis, value network analysis, order fulfillment based on the concept of decoupling point, EOQ (Economic Order Quantity) inventory model, and the method of designing an e-SCM system with Object Oriented Analysis Design (OOAD). The results of Porter’s Five Forces analysis show that bargaining power of suppliers and competition among similar companies had a strong tendency, while bargaining power of customers, new competitors, and product substitution had a weak tendency in the external environment. In addition, the value chain analysis results show the condition of the company's internal information flows were substandard, especially in the upstream of the business process in the company. Based on the concept of decoupling point, MTS was more appropriate to Bogasari in response to consumer demand. Furthermore, this study also proposed EOQ inventory model so that the company can manage inventory and order better as well as overcome some of the problems such as the uncertainty in the inventory levels of consumer demand and limited raw materials from suppliers. The e-SCM online system application designed with Object Oriented Analysis Design (OOAD) is expected to facilitate the flow of information and to integrate its customers and agents in supporting company business process, so the information between suppliers and customers becomes well integrated.
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Ogorelc, Anton, Boris Snoj, and Ales Petejan. "THE ANALYSIS OF COMPETITIVE FORCES: THE CASE OF HOTEL ENTERPRISES." Tourism and hospitality management 11, no. 2 (December 2005): 41–49. http://dx.doi.org/10.20867/thm.11.2.4.
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Companies are faced with a multitude of environmental influences. The dynamism of these influences is more and more turbulent. Also the interactions of the companies with their relevant environment are dynamic and complex. Porter has identified five forces that are widely used to assess the structure of any industry. This paper discusses the situation in the field of competitive forces: customers, competitors, technology, and suppliers. The research compares all the Slovene companies with companies in the hotel industry. The researched population includes the companies with more than 20 employees. According to the results of the ANOVA tests, the basic hypothesis that there are no statistically significant differences in the perception of trends in competitive environment between all surveyed companies and hotel companies is generally confinned, with the exception of only two of the eleven statements.
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ÖZTOPÇU, Aslı. "EVALUATION OF COMPETITIVE STRATEGIES OF COFFEE RETAILING IN ASPECT OF MARKET ECONOMY." Business & Management Studies: An International Journal 5, no. 2 (September 16, 2017): 246–67. http://dx.doi.org/10.15295/bmij.v5i2.89.
Full textAbstract:
Coffee retailers are trying to improve both their products and services and to increase their market share. Companies are both competing and developing different strategies such as issues production, R&D, business model, customers, and innovations. The aim of this study is to determine the competitive strategies in the coffee retailing aspect of the market economy. For this purpose, firstly, in this sector, the major competitors, suppliers, and customers were researched and the general structure of the sector was determined. Secondly, size of the global market, industry, and demand growth rate and the future status of the coffee retail industry were determined. Finally, the bargaining power of customers and suppliers of the sector were evaluated. According to the evaluation obtained, it was understood that coffee retailing is an attractive, large and dynamic sector. In the analysis according to the study of Porter’s five force model, important information was obtained for coffee retailing.