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Sutherland, Ewan. "Lobbying and litigation in telecommunications markets – reapplying Porter’s five forces." info 16, no. 5 (August 5, 2014): 1–18. http://dx.doi.org/10.1108/info-03-2014-0018.
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Purpose – The purpose of this paper is to consider extending the Porter “five forces” model for business strategy to encompass nonmarket actions in the telecommunications sector. Design/methodology/approach – The Porter five forces model is reviewed in terms of a heavily regulated sector, examining each force in turn, with examples of the use by market players of lobbying and litigation to affect market outcomes. Findings – The “five forces” model is a useful tool in analysing advocacy, lobbying and litigation by players in a heavily regulated market. Practical implications – The extension opens the way to research in a number of areas to examine issues of structure and strategy, effectiveness in coupling market and nonmarket strategies. Originality/value – Business strategy is infrequently analysed in the telecommunications sector and only rarely considers lobbying and litigation. This article provides a framework for such analyses and opens up new areas of research.
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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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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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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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Mathur, Mini, and Smita P. Kothari. "Wealth out of Waste (WOW): a business paradox." Emerald Emerging Markets Case Studies 20, no. 2 (July 2, 2020): 1–27. http://dx.doi.org/10.1108/eemcs-12-2019-0326.
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Learning outcomes Help students understand Porter’s five forces framework. Explore and analyze possible growth strategies using the Ansoff matrix. Case overview/synopsis This case study integrates lessons in growth strategies, Porter’s five forces and the Ansoff matrix. Vijay Kothari, Founder of Wealth out of Waste (WOW) is in a fix. In spite of functioning in an environment of abundant demand and potential, he is unable to perform in his optimum capacity because of operational and manpower-related issues. WOW, which turned nine in 2019, is a sort of monopoly in the organized business of scheduled collection of recyclable trash. WOW is operating in a 2% market with 98% being captured by traditional “pastiwalas.” From the current waiting period of up to seven days, Kothari wants to service any area in the city of Ahmedabad, Gujarat, India within 2 h. To achieve this objective, how should Kothari overcome the growth challenge in the business. Complexity academic level Undergraduate and postgraduate. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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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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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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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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E. Dobbs, Michael. "Guidelines for applying Porter's five forces framework: a set of industry analysis templates." Competitiveness Review 24, no. 1 (January 14, 2014): 32–45. http://dx.doi.org/10.1108/cr-06-2013-0059.
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Purpose – The purpose of this paper is to provide practitioners and students a practical yet comprehensive set of templates for applying Michael Porter's five forces framework for industry analysis. Design/methodology/approach – Based on experiences with practicing managers, small business owners, industry analysts, academics, and students, a set of industry analysis templates that systematically guides an analyst through a comprehensive assessment of the five forces is presented with the following: copies of the templates themselves, descriptions of their structure and use, an example of a completed template (spectator sports industry), and a discussion of possible modifications and extensions. Findings – The industry analysis templates described in this paper retain the comprehensiveness of Porter's framework but in a format much more student/manager-oriented using graphics, visual cues, a uniform structure, and straightforward descriptions of concepts. Template users show evidence of deeper strategic insights and have a sophisticated tool for future analysis. Practical implications – Managers, analysts, students, and others wanting robust industry analysis are provided with a comprehensive, structured, and practical set of templates to use in assessing an industry using the five forces framework. Originality/value – Leading strategic management texts and other sources provide no comprehensive, systematic, and robust format for conducting a five forces analysis of an industry. The set of industry analysis templates described in this paper provides a visually compelling, user-friendly format that can assist those analyzing industries gain important strategic insights not only into industry drivers, but also important competitive advantages for individual firms.
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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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So, Idris Gautama, and Sheila Sheila. "Analisis Perancangan Customer Relationship Management Berbasis Web pada PT ASP Jakarta." Binus Business Review 2, no. 1 (May 30, 2011): 100. http://dx.doi.org/10.21512/bbr.v2i1.1115.
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The purpose of this thesis is to identify the needs of web-based CRM in PT ASP and also to design the suitable CRM for the company. The research method is by analyzing competitions in the industry with Porter’s five forces analysis and formulating framework in input stage, matching stage, decision stage to choose the best strategy for the company. From the analysis of formulating strategy, it could be concluded that market penetration strategy is the best strategy for PT ASP. Market penetration strategy is an approach of web-based Customer Relationship Management (CRM) to increase service quality for customers and company introduction to broaden community. Web-based CRM design is suitable for PT ASP based on interview conclusion using 5 features (5C) from the 7 features (7C) in web design elements.
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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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., Novrizal, Florentina Rahayu, and Joni Phangestu. "The Increase in Porang Instant Noodle Market Share from the Perspective of Transformative Business Model Analysis." International Journal of Research and Review 8, no. 6 (June 15, 2021): 117–26. http://dx.doi.org/10.52403/ijrr.20210614.
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Indonesia is one of the 10 countries with the consumption of the world's biggest instant noodles. One alternative to raw materials that instant noodles are healthier than iles-iles porang or bulbs. Through connecting consumer needs with developing technology that is Transformative Business Model, this research aims to: 1) Learn how the companies condition instant noodles made from porang (porang instant noodles) currently; 2) Figure out the model business to run the porang instant noodles company; 3) Identify the challenges in porang instant noodles industry; 4) Recommend the increase in market share of porang instant noodles. Conceptual framework in this research processed through PESTEL analysis, Porter’s Five Forces Model analysis, Competitive Profile Matrix (CPM), Value Chain analysis. The conceptual framework validated by Transformative Business Model. The results showed that the challenges are not coming from competitors, but comes from the main raw material suppliers up to now only have one company. One company subdue the raw material market supply also makes high dependency in industry. On the other hand, potential market share in porang instant noodles is still huge to local as well as the international market. Keywords: market share, consumer needs, technology, instant noodle, Porang, Transformative business model.
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O'Hara, Nathan N., Letshego E. Nophale, Lyndsay M. O'Hara, Carlo A. Marra, and Jerry M. Spiegel. "Tuberculosis testing for healthcare workers in South Africa: A health service analysis using Porter's Five Forces Framework." International Journal of Healthcare Management 10, no. 1 (January 2, 2017): 49–56. http://dx.doi.org/10.1080/20479700.2016.1268814.
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Narayanan, V. K., and Liam Fahey. "The Relevance of the Institutional Underpinnings of Porter's Five Forces Framework to Emerging Economies: An Epistemological Analysis." Journal of Management Studies 42, no. 1 (January 2005): 207–23. http://dx.doi.org/10.1111/j.1467-6486.2005.00494.x.
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Eberspaecher, Kai C. "The case for shared infrastructure to unlock onshore resources." APPEA Journal 60, no. 2 (2020): 431. http://dx.doi.org/10.1071/aj19020.
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This paper outlines the current state of the upstream industry for smaller oil and gas developers in Australia’s mature onshore basins. In particular, a strategic review of the market landscape based on Porter’s Five Forces model is undertaken from a junior exploration company’s perspective with a focus on barriers to market entry, such as access to infrastructure, capital, assets and expertise. In the strategic framework context, the paper examines the opportunities to break down natural monopolistic structures and barriers to entry across incumbent producers, pipeline transportation companies and contractors. It also investigates potential changes in resource policy dealing with access to infrastructure and general development requirements. In its analysis, the importance of junior explorers to extend the longevity of mature basins by looking at other petroleum provinces around the globe is highlighted. Examples in North America (onshore) and the UK (offshore) are used to showcase approaches in assisting smaller companies converting resources into reserves. In its conclusion, the paper demonstrates qualitatively how shared infrastructure, coopetition and incorporating renewables can be game changers for junior explorers in unlocking further resources and new prospects in the Australian onshore hydrocarbon provinces. The paper also calls for further coordination between companies, industry bodies and government under an improvement framework to ensure continued success.
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Hamilton, John. "The Strategic Change Matrix and Business Sustainability across COVID-19." Sustainability 12, no. 15 (July 27, 2020): 6026. http://dx.doi.org/10.3390/su12156026.
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This study’s case narrative presents the Australian digital marketing firm (DUK). DUK successfully transitioned across the 2020 Australian business economic downturn created during the COVID-19 global pandemic. DUK’s competencies, capabilities and competitiveness form its 3Cs Market Intelligence Framework. When these 3Cs are expanded, and then networked with Porter’s Five Forces model, along with the firm’s decisive pivot with knowledge inclusions, the DUK strategic change matrix can be used to portray a firm’s matrix-box of its current multi-dimensional business components. The strategic change matrix approach offers a firm a visual map that can be matrix-boxed and quickly interpreted. When faced with adversity, a firm can remap its matrix-box into an expanded form that includes its proposed enhanced competitiveness business solutions. These solutions can then be operationalised to form potentially sustainable business pathways into the future. This approach is particularly useful when a firm is confronted with a perceived economic, or game-changing business crisis, or when a firm makes the strategic decision to pivot, and to seek a new sustainable business-enhancing pathway, or when a firm just wants to visualise its ongoing business pathways into the future.
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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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Frederking, Lauretta. "Getting to green: Niche-driven or government-led entrepreneurship and sustainability in the wine industry." New England Journal of Entrepreneurship 14, no. 1 (March 1, 2011): 47–60. http://dx.doi.org/10.1108/neje-14-01-2011-b004.
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Through the framework of Michael Porterʼs five forces, this article compares sustainability in the Oregon and British Columbia wine industries. After describing the contrasting characteristics of the green niche model and the government-led model of environmental change, the article analyzes the emerging challenges for each type of change.The distinct sources for profitability and future innovation suggests diversity within the sustainability movement and two very different processes of translating environmental values into entrepreneurial practice.
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Tirana, Andry Adrian. "Information System Strategic Planning at PT EP-TEC Solutions Indonesia." Winners 20, no. 2 (October 11, 2019): 71. http://dx.doi.org/10.21512/tw.v20i2.5773.
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This research aimed to analyze the internal and external environment of business and information system /information technology (IS/IT), to identify current and future application portfolios, and to develop an Information System Strategic Planning to achieve the vision, mission, and objectives of PT EP-TEC Solutions Indonesia. The data were obtained from the results of interviews, observations, literature study, questionnaires, and analysis of the company’s internal documents. Data were taken from interviewing and questionnaires that were ten managerial levels of 50 employees at PT EP-TEC Solutions Indonesia. The weight on the SWOT IFAS and EFAS matrix used a pairwise comparison method. The method applied descriptive method by using the Information System Strategic Planning framework from Ward and Peppard. The analytical tools used Porter’s Five Forces, PEST, SWOT, Value Chain, IT Balance Scorecard, and McFarlan Strategic Grid. The results of this research indicate that future application portfolio recommendation that supports SI business strategies, IS/IT management strategies, and IT strategies that can help PT EP-TEC Solutions Indonesia in achieving strategic goals. From these results, it can be concluded that there are several proposals for applications, security tools, profiles of knowledge and skills, and recommendations for IS/IT infrastructure that can be applied in the company.
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Isabelle, Diane, Kevin Horak, Sarah McKinnon, and Chiara Palumbo. "Is Porter's Five Forces Framework Still Relevant? A study of the capital/labour intensity continuum via mining and IT industries." Technology Innovation Management Review 10, no. 6 (June 30, 2020): 28–41. http://dx.doi.org/10.22215/timreview/1366.
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Contò, Francesco, Felice Adinolfi, Mariantonietta Fiore, and Piermichele La Sala. "An incubator model based on the territorial value chain." Applied Studies in Agribusiness and Commerce 7, no. 2-3 (September 30, 2013): 43–47. http://dx.doi.org/10.19041/apstract/2013/2-3/7.
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Policies to promote and encourage local foods may take many different shapes depending on both the specific targets and strategies. Some policies, especially at a local level, promote supply-chain vertical and horizontal integration as a comprehensive strategy which aims to help firms pursue several of the promoting policies. A business model that focuses its attention on the consumer of the product and territory can be a crucial driver in generating a ‘land fecundation’ as a response to globalization. The aim of the paper is to investigate the link between rural development and territorialisation, exploring the role of Local Action Groups Integrated Projects of Food Chain and Rural Development Programmes from 2007-2013 in a region in Southern Italy. The article makes use of a value chain approach, starting with Porter’s value chain model and five forces model of competition; it proposes a methodological framework for the development of an organisational model that includes and builds networks between the several stakeholders and local programmes, creating a shared strategy to revitalising the area and the food choices of its residents. This revitalising process takes place through the implementation of a multi-purpose incubator establishing strong partnerships that are able to foster complementarities among all rural stakeholders. Conclusions and implications for policy makers are drawn: a model of territorial organisation could link territorial capital and local stakeholders, and therefore the programming carried out under the entire RDP.
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Qehaja, Albana Berisha, Enver Kutllovci, and Justina Shiroka Pula. "Strategic Management Tools and Techniques Usage: a Qualitative Review." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 65, no. 2 (2017): 585–600. http://dx.doi.org/10.11118/actaun201765020585.
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This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice‑based context. Consequently, some questions arise: Do they use these strategic tools and techniques in their workplace? Which strategic tools and techniques are used more in organizations? To answer these questions we have made a review of empirical studies using textual narrative synthesis method. Initially, this study presents a tabulation with a summary of empirical research for the period 1990–2015. The included studies are organized clustering them by enterprise size and sector and by country level development. A synopsis of the ten most used strategic tools and techniques worldwide resulted as follows: SWOT analysis, benchmarking, PEST analysis, “what if” analysis, vision and mission statements, Porter’s five forces analysis, business financial analysis, key success factors analysis, cost‑benefit analysis and customer satisfaction.
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George, Sajeev Abraham, Latika Tejwani, Anubha Kachhawa Saini, Nikhil Pathak, and Nimish Kanvinde. "Suntej Engineering: a struggle to stay afloat in the face of competition." Emerald Emerging Markets Case Studies 8, no. 4 (October 29, 2018): 1–16. http://dx.doi.org/10.1108/eemcs-03-2018-0041.
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Learning outcomes The case is intended to enable the student to understand: The dynamics of SME, particularly in the adhesive industry entrepreneurial dilemma faced by the owner of an SME, faced with an existential crisis; the application of analytical frameworks such as Porter’s five forces, PESTEL and SWOT in strategy formulation; importance of long-term supplier relationships and focus on quality in retaining relationship clients. Case overview/synopsis The case is set up in the context of a SME in the adhesive industry in India where the Managing Director of the company Suntej Engineering Private Ltd was engulfed with questions on the future of the firm. The firm was faced with multiple challenges mostly from the external environment. The case could help students to appreciate the process of strategic decision-making by the owner of a small firm, in response to a crisis situation, and how his vast experience and entrepreneurial mind-set helps him to tide over the crisis. 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 Strategy
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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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Duke, Duncan. "Porter’s Five Forces and the Coffee Industry." Management Teaching Review 3, no. 3 (September 2017): 241–51. http://dx.doi.org/10.1177/2379298117726765.
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Nag, Barin, Chaodong Han, and Dong-qing Yao. "Mapping supply chain strategy: an industry analysis." Journal of Manufacturing Technology Management 25, no. 3 (April 1, 2014): 351–70. http://dx.doi.org/10.1108/jmtm-06-2012-0062.
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Purpose – In manufacturing industries, the levels of inventories at all stages (i.e. raw material, work-in-process and finished goods inventories) indicate the firm's competitive positioning, strategies, internal processes and relationships with suppliers and downstream customers. The authors identify patterns of manufacturing industries based on levels of raw material and finished goods inventories to classify inbound and outbound supply chain strategies. Design/methodology/approach – The authors review literature on supply chain inventory strategy and perform cluster analysis to analyze patterns of manufacturing industries based on manufacturing industry data collected from US Census of Bureau. Following Porter's Five Forces Model, the authors perform in-depth case studies of four representative industries to analyze factors driving supply chain strategies, including industry intensity of rivalry, threat of new entrants, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. Findings – This study identifies three streams of research on supply chain strategy: Fisher's model and its variations, lean and agile paradigms, and push/pull systems. It finds that whether an industry shows low or high raw materials or finished goods inventories depending on its products, processes, and the dynamics of all forces described in the Five Forces Model. Research limitations/implications – This study is not able to include supplier selection, production strategies, warehousing and distribution, and even product design into the analysis of supply chain strategy due to data limitation. This study classifies industries based on average inventory levels of raw materials and finished goods, while inventory levels and supply chain strategies for specific firms may vary significantly within each industry. Originality/value – This study contributes to the supply chain management literature by providing a parsimonious framework of mapping inbound and outbound supply chain inventory strategies, and the results based on the analyses of all US manufacturing industries provide a baseline picture for supply chain management professionals with manufacturing firms.
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Nag, Tirthankar, Rituparna Basu, and Buroshiva Dasgupta. "Dainik Jagran: sustaining leadership in the newspaper industry." Emerald Emerging Markets Case Studies 7, no. 1 (April 11, 2017): 1–36. http://dx.doi.org/10.1108/eemcs-05-2016-0083.
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Subject area The subject area is strategy and business. Study level/applicability The case can be used for MBA students. This is equally effective in short courses meant for low-to-mid-level working executives. The case is suited for classes in strategy, general marketing, media management and family business courses. Case overview Dainik Jagran – a vernacular daily – is the most read newspaper in India. Under the banner of Jagran Prakashan Ltd.; which is one of the leading media houses in India, the success of Dainik Jagran has been an outcome of the strategic marketing decisions taken by its founder and his successors in the post-independence era. With extensive circulation, it created a large readership base and took bold decisions to launch multi editions to its daily through a series of acquisitions, mergers and consolidations from 1975 to 2010, enabling it to step into product diversification. Readership surveys, investments in technology, advertising, regular branding events and smart phone applications are a few tools that helped. While the group has diversified into other industries, there is an underlying anxiety about the future prospects of its newspaper business. With the onslaught of online news dailies, will Dainik Jagran be able to expand and maintain its readership base using its previous business and marketing strategies? Or is it time to change strategies for businesses in the newspaper and allied media industry in India? Expected learning outcomes The study has the following outcomes: application of value chain concept in businesses serving two-sided markets; application of environmental analysis, Porter’s five forces analysis and related strategy concepts; and learning to critically approach and develop a sustainable growth strategy framework for a successful family-run newspaper business in India. 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 11: Strategy.
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Meyer, Chris, and David Gordon Cohen. "Porter’s Five Forces in the Post-industrial Age." Academy of Management Proceedings 2018, no. 1 (August 2018): 16589. http://dx.doi.org/10.5465/ambpp.2018.16589abstract.
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Do, Ngoc Minh. "An overview of strategic responses of Vietnamese higher education institutions." International Journal of Educational Management 34, no. 1 (January 6, 2020): 35–44. http://dx.doi.org/10.1108/ijem-02-2019-0074.
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Purpose The purpose of this paper is to review the strategic management of Vietnamese higher education institutions. Design/methodology/approach The paper examined the external environment of the country’s education system based on the five forces framework by Michael Porter and inspected the strategies of universities and colleges. Findings It was concluded that lack of environmental analysis from both the government and higher education institutions themselves diminishes the intended effectiveness of the reforms; problems of skill shortage in the labor market, staff insufficiency and poor quality are prevalent; and that strategies developed by the institutions are purely responsive to the State’s direction without considering sustainability. Research limitations/implications Lack of literature on Vietnamese higher education limits timely analysis. Practical implications Strategic planning based on a thorough investigation of the environment is imperative to enhance the performance of the education system generally as well as of academic institutions individually. The government plays a key role in developing initiatives to enhance staff capabilities and improve quality of educational outputs. Originality/value There has not been any paper that approached Vietnam’s higher education management under such an analytical framework.
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Fareed, Muhammad, and Sadaf Taimoor. "Washup: aspiring to empower Pakistan’s informal workers." Emerald Emerging Markets Case Studies 11, no. 1 (June 25, 2021): 1–24. http://dx.doi.org/10.1108/eemcs-09-2020-0331.
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Learning outcomes Learn the application of important strategy frameworks such as PESTLE, SWOT and Porter’s five forces. Understand the theoretical underpinnings of services marketing and learn the art of developing service blueprints. Critically evaluate the use of change management strategies to induce behavioral change among employees. Appreciate the balance that social enterprises need to achieve between their commercial and social impact goals. Critically evaluate the decision of outsourcing core competencies. Case overview/synopsis In 2019, Abbas Jaffery and Sumair Saleem, founders of Washup, Pakistan, a young venture providing on-demand, high-quality and cost-effective laundry service faced a critical management dilemma as their supply chain collapsed due to a rampant surge in demand. The demand surge had been the outcome of Washup’s effort to push its services to the customers by getting vetted by a social media influencer. However, the duo was caught off guard when their supply chain could not meet the sudden increase in demand. The hesitant behavior of the informal workers to join hands with Washup had not only cost Washup this management nightmare but even left the duo at wits ends to develop a strategy that would help gain business idea acceptance from the grass root workers to whom the core competencies of washing and ironing were being outsourced. This case is a rich description of the nuances of operating an unconventional social enterprise in an emerging market and gives an insight on how behavioral change among key workers is critical in ensuring the success of ventures. Complexity academic level This case is geared toward undergraduate students enrolled in courses of entrepreneurship, strategy and services marketing. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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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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Ng, Yin Kuan, Ka Fei Lai, Chee Yang Fong, Thiam Yong Kuek, Peter Sin Howe Tan, and Nurliyana Maludin. "POSH: can the lady captain shine and rise?" Emerald Emerging Markets Case Studies 9, no. 2 (October 25, 2019): 1–19. http://dx.doi.org/10.1108/eemcs-01-2019-0013.
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Learning outcomes At the end of the exercise, students will be able to identify the type of entrepreneur, apply Big Five Personality Traits characteristics of the successful entrepreneur, use the Porter five forces to define the company’s attractiveness, describe David’s three-stage framework, use David’s (2015) strategy formulation framework to propose appropriate strategies for a company, explain the interdependencies of the nine key elements of a business model and create the business model canvas. Case overview/synopsis The case focuses on Posh Nail Beauty (POSH), one of the leading manicure and pedicure companies in Malaysia. The case concentrates on the discussion of business development, business strategies and challenges of POSH. Complexity academic level The case study is suitable to be used by undergraduate students who are taking the courses such as entrepreneurship, business strategy and marketing related courses. 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. Pearce and Robinson (2013). Strategic management: Planning for domestic & global competition, (13th ed.). McGraw-Hill/Irwin, New York. • Posh Nail Spa. (2017), available at www.poshnailspa.my/ • Posh! Nail Spa Presents The First Nail Art Fashion Show in Malaysia. (2016), available at http://femalemag.com.my/beauty/posh-nail-spa-presents-first-nail-art-fashion-show-malaysia/ • Scarborough and Cornwall (2015). Entrepreneurship and effective small business management, (11th ed.). Pearson, England. • Siaw (2015). “How to nail it: Plus the do’s and don’ts,” The Star, Malaysia. • This Local Nail Salon Is Going Beyond Mere Manicures. (2017), available at http://marieclaire.com.my/beauty/local-nail-salon-posh-nail-spa/ • Torlak and Şanal (2007). David’s strategy formulation framework in action: the example of Turkish Airlines on domestic air transportation. İstanbul Ticaret Üniversitesi Fen Bilimleri Dergisi, 6(12), 81-114. • David (2011). Strategic management (Concepts and cases)(Global Edition 13e). Pearson, Upper Saddle River, New Jersey. Subject code CSS 3: Entrepreneurship.
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Nyanga, Christopher, Jaloni Pansiri, and Delly Chatibura. "Enhancing competitiveness in the tourism industry through the use of business intelligence: a literature review." Journal of Tourism Futures 6, no. 2 (November 15, 2019): 139–51. http://dx.doi.org/10.1108/jtf-11-2018-0069.
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Purpose The purpose of this paper is to demonstrate the relevance of business intelligence (BI) in businesses in general and tourism firms in particular. BI has been hailed as an innovation that can propel businesses that adopt the system to high productivity and efficiency. This paper confirms that view but further adds that BI also enhances a business’s competitiveness. Design/methodology/approach This paper reviews literature on the use of BI in tourism. Although current literature is largely fragmented, focusing on BI, the tourism industry and the notion of competitiveness separately, this paper makes an attempt to bring the three sub-themes in the same study and highlights their interconnectedness. The study adopts two environmental analysis models to better analyze this matter. First is the environmental analysis model as based on Downes’s modification of Porter’s five forces framework. The second model used is the resource-based view approach to business environmental analysis. Findings This paper affirms that the tourism industry is one of those industries that continue to benefit from the advantages that come with the adoption of a BI system. Literature shows that the tourism industry was one of those that first adopted BI in order to benefit from the benefits that come with its adoption. Such advantages include flexible and user friendly tourists’ data capture, storage, retrieval, processing and analytical capabilities. Research limitations/implications This was a largely literature review-based study. There is, therefore, room for strengthening its findings by conducting field work and mixed methods research for more robust results. Practical implications This study will surely benefit the tourism industry and business in general from its highly favorable conclusions to the benefits that come with the adoption of a BI system. It can also be used as a reference in to the tourism field, especially aggregating important concepts and literature that can help future practical studies. Social implications Society will also benefit from this study in terms of the new knowledge that has been generated. Members of society will then be in a position to demand products and services that are a result of innovation and informed decision making. Originality/value Although this paper is largely based on literature, the conclusions reached are those of the authors. A close assessment of the literature in BI and the tourism industry was done, resulting in the conclusions reached by the authors.
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Gupta, Atul, and Stef Nicovich. "Vodafone India: the Indian wireless industry." Emerald Emerging Markets Case Studies 9, no. 3 (November 21, 2019): 1–24. http://dx.doi.org/10.1108/eemcs-06-2018-0134.
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Learning outcomes From a pedagogical point, the case may fulfill following objectives: First, to understand Vodafone’s position in the current environment. Does the environment present the elements that are necessary for them to thrive (as analyzed using a PESTEL framework)? Second, to understand the resources needed to build competitive advantage in an emerging market context (as analyzed using the Porter five forces model); and third, to understand the competitive challenges of conducting business in a highly (and sometimes capriciously) regulated industry. Case overview/synopsis The Indian Telecommunication sector is one of the fastest growing industries in the world. There are nine telecom operators who are pioneering this growth; however, five private companies: Bharti, Idea, Reliance, Aircel and Vodafone make up 78.86 per cent of the market. These five companies have the opportunity to increase their market share by expanding the services provided to rural India; however, the Indian Tax Authorities have caused some hesitation. Aside from being known as heavy handed and unpredictable, the authorities have also demanded that Vodafone pay them billions in taxes. These court cases have challenged the way that other telecom operators look at investing. The arrival of Reliance Jio as a new player in the Indian wireless space with deep pockets has not helped the already fierce competitive landscape. Reliance Jio is forcing all wireless companies including Vodafone to reevaluate their India strategy. Complexity academic level This case could be used in both MBA and executive education programs. 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 11: Strategy.
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Abinsay, Marivic. "Porter’s Five Forces Analysis of the Organic Farming in Laguna Province." International Journal of Academe and Industry Research 1, no. 2 (2020): 20–46. http://dx.doi.org/10.53378/345652.
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Barnardo, Claire, Mignon Reyneke, Caitlin Ferreira, and Jeandri Robertson. "GrowBox: the reality of growth challenges for a social entrepreneur in Cape Town." Emerald Emerging Markets Case Studies 11, no. 1 (February 26, 2021): 1–23. http://dx.doi.org/10.1108/eemcs-03-2020-0060.
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Learning outcomes The learning outcomes of this paper is as follows: to strategically evaluate the strengths, weaknesses, threats and resulting opportunities that face an entrepreneurial startup. To apply the academic principle of competitiveness and evaluate the competitive advantage of the business and its competitors through the application of the Porter’s five forces model. To evaluate the contextual tensions that entrepreneurial ventures face, and how these affect the growth of a sustainable business. To develop the skills to create a target market analysis by using segmentation, targeting and positioning principles. To evaluate the best strategic actions to grow a business through the lens of sustainable entrepreneurship, by using principles such as the triple bottom line and people, opportunity, context and deal and framework. Case overview/synopsis The case look at business challenges faced by an entrepreneur, Renshia Manuel, the CEO of GrowBox, as she attempts to balance the profitability and social impact of her venture in Cape Town, South Africa. GrowBox sells customisable self-contained wooden boxes equipped with all materials to grow a variety of vegetables and herbs for consumers. Large volumes of boxes are often purchased by corporate clients who donated these to lower-income communities as part of their social responsibility projects. Additional landscaping and food-scaping services make up another revenue stream of the business. The case study documents the conception of GrowBox in 2016 and the growth of the business in the first four years of operation. The theft of equipment, and difficulty in recruiting and retaining staff due to the volatile social climate of where the business was situated, have put the business under great financial pressure and reduced the efficiency of business processes. The case highlights a number of the harsh realities of sustainable entrepreneurship where both profitability and social impact are vitally important to ensure business sustainability. The case dilemma involves the choices faced by Renshia at the beginning of 2020 regarding the future, sustainable growth of the business. Complexity academic level The target audience for this teaching case is primarily business students at a postgraduate level, particularly those studying in the fields of sustainable entrepreneurship and social development, as well as marketing in emerging markets. This teaching case is intended to be used as a case study in postgraduate business programmes such as postgraduate diplomas in management, specialist Masters programmes such as those focussed on entrepreneurship, social entrepreneurship or social development, as well as those studying a Master of Business Administration or related executive education programme. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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Qi, Xi Jing, Meng Tong Sun, and Meng Chen. "The Corporate’s Credit Evaluation of Engineering Supervision Based on Porter's Five Forces Model." Applied Mechanics and Materials 638-640 (September 2014): 2450–54. http://dx.doi.org/10.4028/www.scientific.net/amm.638-640.2450.
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In order to change our corporate credit defect engineering supervision status, this paper uses Porter’s five forces model to analyze our engineering supervision enterprises, and the credit system construction. Our thesis project supervision companies can change the status of lack of credit by starting professional liability insurance, and other methods.
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McGhan, Gwen, Fiona Clement, Natalie Ludlow, Jessica Lee, Michelle Cheng, and Deirdre McCaughey. "VALUE-BASED HEALTHCARE AS A FRAMEWORK OF CARE FOR OLDER ADULTS AND THEIR FAMILY CAREGIVERS." Innovation in Aging 3, Supplement_1 (November 2019): S137. http://dx.doi.org/10.1093/geroni/igz038.498.
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Abstract Value-based healthcare (VBHC) is a term synonymous with the pursuit of greater value in healthcare, however, the term “value” lacks conceptual clarity. Using Porter’s 2010 seminal VBHC shows promise for placing the older adult and their family caregiver at the center of care models, which is a central tenet in healthcare value. The purpose of our study is to conceptualize how Porter’s VBHC is defined, operationalized, and implemented to address the need for person-and-family centered care models that improve outcomes while being cost effective. A literature search in six academic databases was conducted to identify articles examining VBHC; specifically studies with a Porter-based patient-centric focus. 1,001 articles were retrieved for initial review. Using a consensus-based logic model for inclusion/exclusion, 802 met the inclusion criteria for full text review. Articles were examined using the following objectives: 1) conceptually map the VBHC literature, 2) identify application of Porter’s equation, and 3) identify the methodologies used to measure outcomes, costs, and value. Findings were cross-compared and emergent themes organized to Porter facets of value (outcomes, costs, and value). Our review found the three facets of Porter’s VBHC are established across the literature, however, most studies examine only one or two facets and fail to specify or define all three. Although applied in research, there is a lack of consistency in the actual use of Porter’s definition. Five recommendations for future research using Porter’s VBHC include: (1) pre-selection of outcomes/costs, (2) operationalizing outcomes/costs, (3) value framework creation, (4) data collection, and (5) value calculation.
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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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Rahman, Mohammad Sayeedur, Busrat Jahan, Md Al-Amin Nipu, Shamsun Nahar, Mst Nishita Aktar, Nadira Islam, Mohammad Mobarak Hossain, and Md Faizul Huq Arif. "An Analysis of Smart-Phone Industry in Bangladesh Using Porter’s Five Forces Model." OALib 06, no. 09 (2019): 1–5. http://dx.doi.org/10.4236/oalib.1105730.
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Yetkin, Ugur. "Revealing the Change in the Maritime Security Environment through Porter’s Five Forces Analysis." Defence Studies 13, no. 4 (December 2013): 458–84. http://dx.doi.org/10.1080/14702436.2013.864504.
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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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Sianipar, Steffi Stefani. "Strategi Pemasaran Travel Organizer Berbasis Online ‘Fade Journey’." JURNAL TATA KELOLA SENI 2, no. 1 (December 20, 2017): 1–15. http://dx.doi.org/10.24821/jtks.v2i1.1810.
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Seiring dengan berkembangnya sektor pariwisata dan semakin berkembangnya media sosial memberikan peluang besar bagi agen perjalanan untuk menawarkan paket perjalanan melalui online, seperti sosial media. Fade Journey adalah salah satu travel organizer yang menawarkan travel tour di Yogyakarta, lewat online. Tentu saja, bisnis berbasis online mendapatkan berbagai manfaat salah satunya adalah media promosi gratis, namun jangan lupa bahwa banyak pemain besar yang tidak hanya memiliki modal besar, namun sudah terlibat dalam sektor pariwisata ini cukup lama di Yogyakarta, sehingga mereka memiliki jaringan yang luas dan dikenal baik oleh masyarakat. Artikel ini mencoba menganalisa situasi dan kondisi persaingan yang dihadapi Fade Journey, dengan melihat juga faktor internal dan eksternal yang akan mempengaruhi bisnis yang masih sangat muda ini. Data diperoleh dengan metode observasi dan kuesioner. Kemudian data dianalisis dengan model Five Porter's Forces, SWOT Matrix, Evaluasi Faktor Internal (IFE) dan Evaluasi Faktor Eksternal (EFE) dan IE Matrix. Dari hasil analisisnya, penulis mendapatkan kesimpulan strategi generik yang diambil oleh Fade Journey yang tepat yaitu untuk melakukan diferensiasi, penetrasi pasar dan pengembangan produk. Karena dari analisis Matrix IE, Fade Journey ada di kuadran „Growth and Build‟. Mengingat kondisi tersebut, penulis menyarankan Fade Journey untuk menembus pasar dengan mempromosikan tidak hanya mengandalkan media online, serta menggunakan strategi diversifikasi konsentris dengan menambahkan fasilitas layanan lainnya seperti pemesanan tiket penerbangan dan kereta api, yang akan membuatnya lengkap. Solusi perjalanan bagi wisatawan. Implementasi strategi dapat dilakukan dengan tahapan-tahapan dari kerangka kerja 7-S - Mc. Kinsey yang telah dijelaskan pada artikel ini. Along with the development of tourism sector and the growing use of social media provides a big opportunity for travel agencies to offer travel packages via online. Fade Journey is one of the travel organizer that offers travel tour in Yogyakarta, via online. Of course, online-based businesses offer various benefits for the perpetrators, one of them is the free promotion media, but do not forget that many big players have been involved in this tourism sector long enough in Yogyakarta, so they has a wide network and well known by the public. This article will try to analyze the situation and competitive conditions faced by Fade Journey, by looking at internal and external factors that will affect the business as well that is still very young. Data were obtained by observation and questionnaire methods. Then the data are analyzed with Five Porter's Forces model, SWOT Matrix analysis, Internal Factor Evaluation (IFE) dan External Factor Evaluation (EFE) and IE Matrix. From the results of the analysis, the authors get the conclusions that the generic strategy that is to differentiate, market development and product development taken by Fade Journey is right. Because from the IE Matrix analysis, Fade Journey is in the Growth and Build quadrant. In view of these conditions, the authors suggest Fade Journey to penetrate the market by promoting not only relying on online media, as well as using a concentric diversification strategy by adding other service facilities such as booking airline and trains tickets, will making it a complete travel solution for tourists. Implementation of the strategy can be done with the stages of The 7-S framework - Mc. Kinsey that has been described in this article.
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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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Jaya, P. E. J., and N. N. Yuliarmi. "FACTORS INFLUENCING COMPETITIVENESS OF SMALL AND MEDIUM INDUSTRY OF BALI: PORTER’S FIVE FORCES ANALYSIS." Russian Journal of Agricultural and Socio-Economic Sciences 89, no. 5 (May 12, 2019): 45–54. http://dx.doi.org/10.18551/rjoas.2019-05.06.
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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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Schwenger, Daniel, Thomas Straub, and Stefano Borzillo. "Non-governmental organizations: strategic management for a competitive world." Journal of Business Strategy 35, no. 4 (July 15, 2014): 11–19. http://dx.doi.org/10.1108/jbs-11-2013-0105.
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Purpose – This paper aims to empirically investigate competition within the non-governmental organization (NGO) sector, and presents some strategic approaches to managing it. Porter’s five forces (1980) model was used as a theoretical framework to understand and quantify competition in the NGO sector, as well as to explore the differences between NGOs’ budget sizes. Traditional strategic management often fails to meet NGOs’ needs. While economization is prevalent within the NGO sector, little is known about how NGOs address competition. Design/methodology/approach – An online global survey was conducted between November 2010 and May 2011. Data were collected from 1,211 NGOs that either function as consultants or work in association with the United Nations (UN). The key informants were leaders and executive managers of NGOs. The respondents’ fields of work varied from international advocacy and development (38 per cent), education and research (14 per cent), community and neighborhood (8 per cent), health (8 per cent), environment (8 per cent) and social services (7 per cent) to civil liberty (6 per cent), labor (6 per cent), culture (3 per cent), philanthropy (2 per cent) and religion (1 per cent). Findings – The findings suggest that the NGO sector is becoming increasingly competitive. However, the data suggest that the lower and upper budget classes have different priorities and perceptions. Small NGOs (with budgets <USD250,000 and especially <USD10,000) compete more aggressively for funding, as they have less bargaining power over donors and large foundations, and face stronger competition from social entrepreneurship. This results in income reductions. Large NGOs (with budgets >USD250,000 USD and especially >USD1 million) experience increased pressure for accountability. Research limitations/implications – This research is aimed at a wide range of NGOs. The findings are based on an empirical and open survey that was held among NGOs in association with the UN. Future research should survey NGOs that are not associated with the UN to generalize the results. This may lead to contradictory or more varied results. Practical implications – The findings can help NGOs adapt their strategy to cope more effectively with increasing competition in the sector. Large NGOs seem to prioritize fundraising measures and their positioning (uniqueness) through specialized knowledge. Small NGOs, on the other hand, seem to consider sharing resources, co-operation with other NGOs and co-operation with the private sector slightly more important. To enhance their competitive position, small NGOs are advised to improve their potential by concentrating on developing specific skills that are hard to imitate and to improve their fundraising measures. Finally, large NGOs could benefit from pooling their resources and collaborating with other NGOs and private organizations. Originality/value – NGOs have to pursue their missions under increasing competitive pressure. This paper comprehensively assesses competition, analyzes the various facets thereof and tests these aspects’ relevance to NGOs. It furthermore proposes strategies that are more appropriate for NGOs of different sizes to cope with this competition.
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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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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.