| |School of Business | |Business Strategy MHR 723 | |Monday evening 6:15 -9:00
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Attractiveness Strategy (source, cost, availability, adequacy) Technical Attractiveness Strategy (Existing/new technology and products/services) Market opportunity Marketing Attractiveness Strategy (size, Entry, Sustenance) Entrepreneurial Capability Strategy (Attitude, Skills, Knowledge pool/network – individual/group) Why businesses fail? • Not spotting opportunity right • Not developing balanced tripod and sharpened diamond • Not maintaining sharpness of diamond over time • In
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Topics Readings 1 17.03.2016 Thursday Introduction • Globalisation • Competitive advantage of nations Additional readings: Davies, H. & Ellis, P., 2000. Porter’s competitive advantage of nations: time for the final judgement? Journal of management studies, 37(8), pp.1189–1214. Dunning, J.H., 1993. Internationalizing Porter’s diamond. MIR: Management International Review, pp.7–15. Porter, M., 1990. The competitive advantage of nations. Harvard Business Review, 68(2), pp.73–93. 2 31.03.2016
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|Business and Management |[pic] | ASSIGNMENT FRONT SHEET |To be completed by student | | | |Date Submitted: .......................... | |Name ...........
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Corporate Governance Cooperate Strategy Corporate Level Strategy International Strategy Merger and Acquisition Strategies Competitive rivalry and competitive Dynamics Business Level strategy Strategic Inputs Vision Mission The Internal Organization Strategic Actions Source: The management of Strategy Concept and Cases, Ireland, Hoskisson, Hitt, 9th Edition Feedback Strategic Outcomes Competitiveness Above average Returns Strategy Implementation Strategy Formulation Above
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In 1979, Harvard Business Review published “How Competitive Forces Shape Strategy” by a young economist and associate professor, Michael E. Porter. It was his first HBR article, and it started a revolution in the strategy field. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corporations, regions, nations, and, more recently, health care and philanthropy. “Porter’s five forces” have shaped a generation of academic research and business
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office is a great example of a monopoly. They only deliver envelopes (Hagen, 2014). De Beers is a great example of a monopoly. They offered diamonds very openly. They put a complete lockdown on the whole chain of supply. De Beers put quite a bit of pressure on retailers to just sell their diamonds. The company would buy up all diamonds; so that the diamond supply was limited because of De Beers’ monopoly and ways of doing business. Until a few years ago, another monopoly was seen as related to
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Industry and Government Reviews 7 SWOT Analysis 7 Analysis Summary 8 Porters Five Forces Model 9 Porter’s Diamond Model 11 Demand Conditions 12 Related and Supporting Industries (collaborative industries) 12 Firm Strategy, Structure and Rivalry 12 Role of Government 13 Interconnectedness, Complexity and Business Models 15 Challenges and Strategies 15 External 16 Internal Strategies 17 Summary 19 Reference 20 Question Select one of the themes listed at the end of this table
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ASSESSING THE POWER OF PORTER'S DIAMOND MODEL IN THE AUTOMOBILE INDUSTRY IN MEXICO AFTER TEN YEARS OF NAFTA SALVADOR BARRAGAN Master in Business Administration, IPADE Business School, 1996 BSc in Industrial Engineering, Universidad Panamericana, 1994 A Research Project Submitted to the School of Graduate Studies of the University of Lethbridge in Partial Fulfilment of the Requirements for the Degree MASTER OF SCIENCE IN MANAGEMENT Faculty of Management University of Lethbridge LETHBRIDGE
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Market expansion strategies, incremental versus simultaneous entry A firm may decide to enter international markets on an incremental or experimental basis, entering first a single key market in order to build up experience in international operations, and then subsequently entering other markets one after the other. Alternatively, a firm may decide to enter a number of markets simultaneously in order to leverage its core competence and resources rapidly across a broader market base. Entry on an incremental
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