The South African Competition Act of 1998, implemented on 1 September 1999, establishes a range of criteria for evaluating mergers and company practices that are deemed to harm economic efficiency, among other objectives. In particular, the Act prohibits a range of practices if the firm is ‘dominant’, including charging an ‘excessive price’, engaging in an ‘exclusionary act’, or price discrimination (Sections 8 and 9). ‘Dominance’ is defined as having at
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GROUP : STAKEHOLDER MEMBER : Dini Siti Ayu Ariani 19010025 Dora Lisnandani M. Firdaus Ivadaputra 19010112 Risky Adha Kayom Nursalim Hanny Aqmarina Hartini Soraya 1. Identify and explain the Opportunities and Threats of the assigned external forces. Opportunities * Cooperation with a number of other national companies. The company, PT Len Industri for the development and production of inverters, battery management system, charging system and DC-DC converter electric
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retaliate? 6. Govt. action. 7. How important is differentiation? Entry barriers Govt. policy related (Coke, FDI in Retail ) Technology related (Steel, Thermal, Aluminium) Marketing related ( Distribution, Contacts, Differentiation ) Ex: Control, Sony could overcome the entry barrier The product categories and the entry barriers ( Cigarette as a Product category and its marketing and technology related entry barriers) Threat of Substitutes This is High where: • There is Product
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and capacity to assess why postentry competition may be like. Barriers to Entry Structural entry barriers exists when the incumbent has natural cost of marketing advantages, or when the incumbent benefits from favorable regulations. Strategic entry barriers result when the incumbent takes aggressive actions to deter entry. Bain’s Typology of Entry Conditions * Blockaded Entry Entry is blockaded if structural barriers are so high that the incumbent need do nothing to deter entry. For
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Gap Inc. in 2010: Is the turnaround strategy working? Gap Inc. is a leading international specialty retailer offering clothing, accessories and personal care products for men, women, children and babies. Gap owned and operated more than 3,100 Gap, Banana Republic and Old Navy stores world wide in 2010. With stores located in the U.S, UK, Canada, France, Japan and Germany, Gap Inc. employees nearly 165,000 employees world wide. Since 2002 Gap Inc. has been a number of issues including the declining
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Running head: BIG DRIVE AUTO Big Drive Auto Michelle International Economics August 29, 2011 Big Drive Auto In the automotive industry there is evidence that supports the future of economics within the automotive industry such as Big Drive Auto, a multi-manufacture of cars and trucks. Not only does the company conduct contributions in the coolant, tire replacement and motor oil industry, but Big Drive Auto, also, services parts for repairs and sales vehicles. Big Auto will have to forecast
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and product differences | | | |Industry is growing rapidly but no excess capacity | | | |High exit barriers | | | |Fixed costs are relatively low | | |
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ABSTRACT This paper studied to identify the barriers of this entrepreneurship and the reason behind the emergence of those barriers that will help the farmers to have smooth business which will ultimately lead to a successful growth and development of pond fish culture of Bangladesh. The population of this study consisted of 252 fish farmers of the selected villages of Faridgonj upazila of Chandpur district. Required data are collected by personal interviewing of the respondents. From the study
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Analysis of forces affecting Cola Industry Concentrate Producers Bargaining power of suppliers was very low for concentrate producers while the threat of substitute products is very high. The main inputs for Coke and Pepsi products were sugar (sweetener) and packaging. Both had very low bargaining power due to the large number of suppliers in the industry. Concentrate producers (CPs) negotiated directly with sweetener and packaging suppliers. This was done to ensure that prices were
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First movers may also make preemptive investments. Japanese MNE’s picked South-East Asian distributors and suppliers as new members of Keiretsu, but blocked all the late movers. It is also possible for the first movers to erect significant entry barriers for late entrants, such as high switching costs due to brand loyalty. Another great advantage of a first mover is that, they can avoid clash with dominant firms at home. Intense domestic competition may drive some non-dominant firms abroad to avoid
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