Direction: Explain the Porter's Five Forces. 1, Threat of new entrants. 2. Bargaining power of buyers. 3. Bargaining power of suppliers. 4. Threat of substitute. 5. Intensity of Competitive Rivalry.
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Direction: Explain the Porter's Five Forces.
1, Threat of new entrants.
2. Bargaining power of buyers.
3. Bargaining power of suppliers.
4. Threat of substitute.
5. Intensity of Competitive Rivalry.
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- Questions: 1. If you were a friend of Sammy, what would you tell him? Explain. 2. Is Sammy’s situation hopeless? Why and why not? Justify your answer. 3. What did Sammy miss regarding his business plan? Be specific and explain.13. From the Company WALMART a. Write a paragraph describing the business model of the company. b. Use the Strategy Diamond Model to outline what the company is doing, how it is pursuing its strategy, and what its time frame appears to be. c. Find another company on the list that is in a similar business and repeat a. and b. above. d. Compare the two companies. How are they different? Similar? Which company's strategy seems to be closest to establishing SCA? Justify your answer.Rockwater, a wholly owned subsidiary of Brown & Bread, a global engineering and constructioncompany, is a worldwide leader in underwater engineering and construction. Norman Chambers,hired as CEO in late 2019, knew that the industry’s competitive world had changed dramatically.“In the 1990s, we were a bunch of guys in wet suits diving off barges into the North Sea withburning torches,” Chambers said. But competition in the subsea contracting business had becomekeener in the 2000s, and many smaller companies left the industry. In addition, the focus ofcompetition had shifted. Several leading oil companies wanted to develop long-term partnershipswith their suppliers rather than choose suppliers based on low-price competition.With his senior management team, Chambers developed a vision: “As our customers’ preferredprovider, we shall be the industry leader in providing the highest standards of safety and quality toour clients.” He also developed a strategy to implement the vision. The…
- 6. A company wants to add Urban Transport Business to its portfolio. It is proposing a minimum of 100 buses to run on Ten major cities in Ghana The New Business Concept Statement tested positive with sampled population. The feasibility analysis also looks good. You have been consulted to advise on whether or not to go on with the business investment. Using the five competitive forces model, analyse the industry to show its attractiveness or otherwise under the following heading: (a) Threat of substitutes (b) Threat of new entrants (c) Bargaining power of suppliers (d) Bargaining power of buyers (e) Rivalry among the existing firm11. As an entrepreneur, Mr. Abdullah has always hoped to expand his business to many countries in the world, among which is South Korea. Before making a decision to invest, what are the factors/conditions that Mr. Abdullah need to consider about South Korea? Discuss.Identify Netflix’s current pestle analysis?
- How does Walmart’s partial ownership of TikTok represent a strategic opportunity for Walmart? What advice would have for Walmart on how to make the most of this opportunity?111) A research associate is requested by his boss to write a report identifying potential new arenas in which the business might launch overseas operations. Which of the following categories is the associate least likely to include as a potential arena in his report? A) technologies B) customers C) product categories D) channels 112) Which of the following is not an example of a vehicle as described in the strategy diamond? A) joint ventures B) internal development C) licensing D) customer service 113) ________ is/are not a vehicle described in the business strategy diamond. A) Reputation B) Franchising C) Acquisitions D) Joint ventures 114) A company makes a decision to expand only by developing new stores internally. The company can best be described as using which of the following? A) the vehicle of organic growth B) the vehicle of acquisition C) the economic logic of customization D) the differentiator of alliances 115) In the perceptions of consumers, low prices tend to be…12. Develop a strategy for a new venture. a. What entry wedges, major and minor, will you use? b. How will you attempt to collect and appropriate rents? c. What industry environment are you entering? How will this environment influence your strategy? d. Apply the four tests to your strategy. What questions do they raise? How would you answer these questions if they were posed by a banker or venture capitalist?
- 1. Strategic alliances are common in international marketing. A great example of strategic alliances would be, the U.S.-based Delta Airlines is in charge of all sales in the U.S. for the KLM Royal Dutch Airlines. Which of the following is true regarding strategic alliances? a. All the other choices are true of strategic alliances b. They share corporate and market goals c. They involve two or more companies d. They tend to be non-equity-based alliances 2. efers to the budget method that is based on past or projected sales numbers. a. Historical b. Objective-and-task c. Benchmarking on competitors d. Percent-of-salesWildwood Manufacturing Company is in rural Virginia involve in distribution of wood for furniture products. After a 50 years period of stable progress, Wood involves in the acquisition of other businesses which is the wood chemical industry. Later Wildwood was transformed to a distributor of a wide range of a wood furniture products and wood chemicals industry operating across United States. Later, after spending 5 years incorporating past acquisitions, decreasing expenditures and growing margins, the board of directors of Wildwood recognized that the company was ready to get on a new phase of progress and to continue the company former tactic of acquiring existing businesses which is related to their core of businesses. Subsequently, after reviewing the company strength, weaknesses, opportunities and threat, and the opportunity of generating more profit and more shareholder value, the board has decided to search for the new acquisition target that would increase the value and profit…Rockwater, a wholly owned subsidiary of Brown & Bread, a global engineering and construction company, is a worldwide leader in underwater engineering and construction. Norman Chambers, hired as CEO in late 2019, knew that the industry’s competitive world had changed dramatically. “In the 1990s, we were a bunch of guys in wet suits diving off barges into the North Sea with burning torches,” Chambers said. But competition in the subsea contracting business had become keener in the 2000s, and many smaller companies left the industry. In addition, the focus of competition had shifted. Several leading oil companies wanted to develop long-term partnerships with their suppliers rather than choose suppliers based on low-price competition. With his senior management team, Chambers developed a vision: “As our customers’ preferred provider, we shall be the industry leader in providing the highest standards of safety and quality to our clients.” He also developed a strategy to implement the…