QuickMBA / Strategy / Porter's 5 Forces Porter's Five Forces A MODEL FOR INDUSTRY ANALYSIS The model of pure competition implies that risk-adjusted rates of return should be constant across firms and industries. However, numerous economic studies have affirmed that different industries can sustain different levels of profitability; part of this difference is explained by industry structure. Michael Porter provided a framework that models an industry as being influenced by five forces. The strategic
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50 Key Concepts in Gender Studies Jane Pilcher & Imelda Whelehan Fifty Key Concepts in Gender Studies i Recent volumes include: Key Concepts in Social Research Geoff Payne and Judy Payne Key Concepts in Medical Sociology Jonathan Gabe, Mike Bury and Mary Ann Elston Forthcoming titles include: Key Concepts in Leisure Studies David Harris Key Concepts in Critical Social Theory Nick Crossley Key Concepts in Urban Studies Mark Gottdiener The SAGE Key Concepts series provide students
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IIBM Institute of Business Management Marketing Management www.iibmindia.in Subject: MARKETING MANAGEMENT Credits: 4 SYLLABUS Concepts of Marketing Management: Definition and Concepts: Definitions of Marketing, Scope of Marketing; Core Marketing Concepts: Concept of Demand and Supply; Transaction; Major Marketing Management Philosophy; Social Marketing Marketing Environment - Internal & External Marketing Environment Forces; Macro Environment; Micro and Internal Environment;
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“A critical component of any winning business is an HR function that improves business results. I highly recommend this book to HR and business leaders everywhere.” —William S. Allen, Senior VP, Group HR, AP Moller-Maersk AS, Copenhagen, Denmark “Got business? This book does. By asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and
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S U C C E S S F U L ON THE INTERNET A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF A MASTERS IN BUSINESS ADMINISTRATION (MBA) AT THE UNIVERSITY OF CAMBRIDGE ROBIN S. CLELAND SEPTEMBER 2000 BUILDING SUCCESSFUL BRANDS ON THE INTERNET CONTENTS SUBJECT PAGE CHAPTER 1 1.1 1.2 1.3 1.4 Overview Objectives Methodology Structure INTRODUCTION 6 7 9 9 11 CHAPTER 2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 THE NATURE OF BRANDS 12 13 13 14 15 16 18
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Strategic Management Strategic Management Philip Sadler First published in 1993, authors James C Craig and Robert M Grant Second edition published in Great Britain and the United States in 2003 by Kogan Page Limited, author Philip Sadler Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means
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STRATEGIC MANAGEMENT UNIT- I STRATEGY AND PROCESS 9 Conceptual framework for strategic management, the Concept of Strategy and the Strategy Formation Process – Stakeholders in business – Vision, Mission and Purpose – Business definition, Objectives and Goals - Corporate Governance and Social responsibility-case study. Concept, Meaning, Definition: Strategy is the determination of the long-term goals and objectives
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IIBM Institute of Business Management Corporate Governance www.iibmindia.in Chapter 1 Corporate Governance Corporate governance refers to the system by which corporations are directed and controlled. The governance structure specifies the distribution of rights and responsibilities among different participants in the corporation (such as the board of directors, managers, shareholders, crors, auditors, regulators, and other stakeholders) and specifies the rules and procedures for
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collaborative yet independent: Information practices in the physical sciences december 2011 Acknowledgements This report was the result of a collaborative effort between the Research Information Network, the Institute of Physics, Institute of Physics Publishing and the Royal Astronomical Society. They would like to thank the study authors at the 1) Oxford Internet Institute, University of Oxford, 2) Department of Information Systems, London School of Economics, 3) UCL Centre for Digital Humanities
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FUN IN THE WORKPLACE: TOWARD AN ENVIRONMENT-BEHAVIOR FRAMEWORK RELATING OFFICE DESIGN, EMPLOYEE CREATIVITY, AND JOB SATISFACTION By ALEXANDRA M. MILLER A THESIS PRESENTED TO THE GRADUATE SCHOOL OF THE UNIVERSITY OF FLORIDA IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF INTERIOR DESIGN UNIVERSITY OF FLORIDA 2005 Copyright 2005 by Alexandra M. Miller ACKNOWLEDGMENTS First, I would like to thank my committee chair, Dr. Margaret Portillo, for her direction and guidance
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