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Porter's Four Corners Model
Porter's four corners model is a predictive tool designed by Michael Porter that helps in determining a competitor's course of action. Unlike other predictive models which predominantly rely on a firm's current strategy and capabilities to determine future strategy, Porter's model additionally calls for an understanding of what motivates the competitor. This added dimension of understanding a competitor's internal culture, value system, mindset, and assumptions helps in determining a much more accurate and realistic reading of a competitor's possible reactions in a given situation. Four corners model ;Motivation – drivers: This helps in determining competitor's action by understanding their goals (both strategic and tactical) and their current position vis-à-vis their goals. A wide gap between the two could mean the competitor is highly likely to react to any external threat that comes in its way, whereas a narrower gap is likely to produce a defensive strategy. The question to ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Michael Porter
Michael Eugene Porter (born May 23, 1947) is an American businessman and professor at Harvard Business School. He was one of the founders of the consulting firm The Monitor Group (now part of Deloitte) and FSG, a social impact consultancy. He is credited with creating Porter's five forces analysis, a widely used management framework. He is generally regarded as the father of the modern strategy field. He is also regarded as one of the world's most influential thinkers on management and competitiveness as well as one of the most influential business strategists. His work has been recognized by governments, non-governmental organizations and universities. Early life and education Michael Porter's father was a civil engineer and Georgia Tech graduate who had also gone on to a career as an army officer. During Porter's childhood, his family moved around the United States, and to France and Canada. This contributed to Porter's interest in understanding the economic development ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Simulation
A simulation is an imitative representation of a process or system that could exist in the real world. In this broad sense, simulation can often be used interchangeably with model. Sometimes a clear distinction between the two terms is made, in which simulations require the use of models; the model represents the key characteristics or behaviors of the selected system or process, whereas the simulation represents the evolution of the model over time. Another way to distinguish between the terms is to define simulation as experimentation with the help of a model. This definition includes time-independent simulations. Often, computer simulation, computers are used to execute the simulation. Simulation is used in many contexts, such as simulation of technology for performance tuning or optimizing, safety engineering, testing, training, education, and video games. Simulation is also used with scientific modelling of natural systems or human systems to gain insight into their functio ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Harvard Business Review
''Harvard Business Review'' (''HBR'') is a general management magazine published by Harvard Business Publishing, a not-for-profit, independent corporation that is an affiliate of Harvard Business School. ''HBR'' is published six times a year and is headquartered in Brighton, Massachusetts. ''HBR'' covers a wide range of topics that are relevant to various industries, management functions, and geographic locations. These include leadership, negotiation, strategy, operations, marketing, and finance. ''Harvard Business Review'' has published articles by Clayton Christensen, Peter F. Drucker, Justin Fox, Michael E. Porter, Rosabeth Moss Kanter, John Hagel III, Thomas H. Davenport, Gary Hamel, C. K. Prahalad, Vijay Govindarajan, Robert S. Kaplan, Rita Gunther McGrath and others. Several management concepts and business terms were first given prominence in ''HBR''. ''Harvard Business Review''s worldwide English-language circulation is 250,000. HBR licenses its content for pub ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Value Chain
A value chain is a progression of activities that a business or firm performs in order to deliver goods and services of Value (economics), value to an end customer. The concept comes from the field of business management and was first described by Michael Porter in his 1985 best-seller, ''Competitive Advantage: Creating and Sustaining Superior Performance''. According to the OECD Secretary-General , the emergence of global value chains (GVCs) in the late 1990s provided a catalyst for accelerated change in the landscape of international investment and trade, with major, far-reaching consequences on governments as well as enterprises . Role of the business unit According to Porter, the appropriate level for constructing a value chain is the business unit within a business,Michael E. Porter (1985) Competitive advantage: creating and sustaining superior performance. The Free Press not a division (business), business division or the company as a whole. Porter is concerned that analy ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Porter's Five Forces Analysis
Porter's Five Forces Framework is a method of analysing the competitive environment of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability. An "unattractive" industry is one in which the effect of these five forces reduces overall profitability. The most unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit levels. The five-forces perspective is associated with its originator, Michael E. Porter of Harvard University. This framework was first published in ''Harvard Business Review'' in 1979. Porter refers to these forces as the microenvironment, to contrast it with the more general term macroenvironment. They consist of those forces close to a company that affects its ability to serve its customers and make a profit. A change ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
National Diamond
Within international business, the diamond model, also known as Porter's Diamond or the Porter Diamond Theory of National Advantage, describes a nation's competitive advantage in the international market. In this model, four attributes are taken into consideration: factor conditions, demand conditions, related and supporting industries, and firm strategy, structure, and rivalry. According to Michael Porter, the model's creator, "These determinants create the national environment in which companies are born and learn how to compete." Background Strategic analysis typically focuses on two views of organization: the industry view and the resource-based view (RBV). These views analyse the organisation without taking into consideration relationship between the organizations strategic choice (i.e. Porter generic strategies) and institutional frameworks. The diamond model is a tool for analyzing the organization's task environment. The diamond model highlights that strategic choices sho ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Delta Model
Delta model (after the Greek letter Delta, standing for transformation and change) is a customer-based approach to strategic management. Compared to a philosophical focus on the characteristics of a product (product economics), the model is based on consumer economics. The aim is to create a very strong bond between the company and its customer or its complementors (other products and services in the same business ecosystem). The customer-centric model was developed by Dean Wilde and Arnoldo Hax. The model was first thought about at a confab of alumni that took place at Massachusetts Institute of Technology (Massachusetts Institute of Technology, MIT). The development of the delta model created a large amount of research into the drivers of sustainable profitability for businesses. Why Dean L Wilde II and Arnoldo C.Hax created the "Delta model" The unique set of frameworks and methodologies, grew from the fact that changes in the world of business were so enormous that existing ma ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Competitive Intelligence
Competitive intelligence (CI) is the process and forward-looking practices used in producing knowledge about the competitive environment to improve organizational performance. Competitive intelligence involves systematically collecting and analysing information from multiple sources and a coordinated competitive intelligence program. It is the action of defining, gathering, analyzing, and distributing intelligence about products, customers, competitors, and any aspect of the environment needed to support executives and managers in strategic decision making for an organization. CI means understanding and learning what is happening in the world outside the business to increase one's competitiveness. It means learning as much as possible, as soon as possible, about one's external environment including one's industry in general and relevant competitors. Key points # Competitive intelligence is a legal business practice, as opposed to industrial espionage, which is illegal. # The ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Porter Five Forces Analysis
Porter's Five Forces Framework is a method of analysing the competitive environment of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability. An "unattractive" industry is one in which the effect of these five forces reduces overall profitability. The most unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit levels. The five-forces perspective is associated with its originator, Michael E. Porter of Harvard University. This framework was first published in ''Harvard Business Review'' in 1979. Porter refers to these forces as the microenvironment, to contrast it with the more general term macroenvironment. They consist of those forces close to a company that affects its ability to serve its customers and make a profit. A change ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Business War Games
Business war gaming, corporate war gaming or business wargaming is an adaptation of the art of simulating moves and counter-moves in a commercial setting. In a complex global and competitive world, formulating a plan without testing it against likely external reactions is the equivalent of walking into a battlefield without the right weapons or a plan to win. In situations where the cost of being wrong is high, war games can be very helpful to understand from a 360-degree perspective the external opportunities and challenges of all the key stakeholders in the industry. Unlike military war games or fantasy war games, which can be set hundreds of years in the past, business war games are usually set in the present and are a relatively recent development, but they are growing rapidly. The rationale for running a business war game is that it is a tool of particular value when the competitive environment is undergoing a process of change, as it allows decision makers to consider pr ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Neuroscientist
A neuroscientist (or neurobiologist) is a scientist specializing in neuroscience that deals with the anatomy and function of neurons, Biological neural network, neural circuits, and glia, and their Behavior, behavioral, biological, and psychological roles in health and disease. Neuroscientists generally work as researchers within a college, university, government agency, or private Private industry, industry setting. In research-oriented careers, neuroscientists design and conduct scientific experiments on the nervous system and its functions. They can engage in basic or applied research. Basic research seeks to expand current understanding of the nervous system, whereas applied research seeks to address a specific problem, such as developing a treatment for a neurological disorder. Neuroscientists have numerous career opportunities outside of academic research, including careers in industry, science writing, government program management, science advocacy, and education. A ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
