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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 academic known for his theories on economics, business strategy, and social causes. He is the Bishop William Lawrence University Professor at Harvard Business School, and 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 for creating Porter's five forces analysis, which is instrumental in business strategy development at present. He is generally regarded and hailed 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 the world has ever seen. He is the most sought after research scholar and his work has been highly recognised by governments, non governmental organisations and universities. Early life Michael Porter's father was a civil engineer and Georgia Tech graduate who had go ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Neuroscientist
A neuroscientist (or neurobiologist) is a scientist who has specialised knowledge in neuroscience, a branch of biology that deals with the physiology, biochemistry, psychology, anatomy and molecular biology of neurons, Biological neural network, neural circuits, and glial cells and especially their Behavior, behavioral, Biology, biological, and psychological aspect 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 typically spend their time designing and carrying out scientific experiments that contribute to the understanding of the nervous system and its function. They can engage in basic or applied research. Basic research seeks to add information to our current understanding of the nervous system, whereas applied research seeks to address a specific problem, such as developing a treatment for a neurological disorder. ... [...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 wholly owned subsidiary of Harvard University. ''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, 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 publication in thirteen languages besides English. Ba ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Value Chain
A value chain is a progression of activities that a firm operating in a specific industry performs in order to deliver a valuable product (i.e., good and/or service) to the end customer. The concept comes through business management and was first described by Michael Porter in his 1985 best-seller, ''Competitive Advantage: Creating and Sustaining Superior Performance''. The concept of value chains as decision support tools, was added onto the competitive strategies paradigm developed by Porter as early as 1979. In Porter's value chains, Inbound Logistics, Operations, Outbound Logistics, Marketing and Sales, and Service are categorized as primary activities. Secondary activities include Procurement, Human Resource management, Technological Development and Infrastructure . 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, wit ... [...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 shou ... [...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 customer. 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 (MIT). The development of the delta model created a large amount of research into the drivers of sustainable profitability for businesses. Why 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 managerial frameworks had become invalid or incomplete. These huge advancements were caused by the internet. The internet created a huge potential ... [...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. It involves the systematic collection and analysis of information from multiple sources, and a coordinated CI 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 focus is on the external business environment ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Porter Five Forces Analysis
Porter's Five Forces Framework is a method of analysing the operating environment of a competition 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 pr ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Simulation
A simulation is the imitation of the operation of a real-world process or system over time. Simulations require the use of Conceptual model, 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. Often, computers are used to execute the computer simulation, 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 functioning, as in economics. Simulation can be used to show the eventual real effects of alternative conditions and courses of action. Simulation is also used when the real system cannot be engaged, because it may not be accessible, or it may be dangerous or unacceptable to engage, or it is being designed bu ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Conceptual Framework
A conceptual framework is an analytical tool with several variations and contexts. It can be applied in different categories of work where an overall picture is needed. It is used to make conceptual distinctions and organize ideas. Strong conceptual frameworks capture something real and do this in a way that is easy to remember and apply. Isaiah Berlin used the metaphor of a "fox" and a "hedgehog" to make conceptual distinctions in how important philosophers and authors view the world. London: Weidenfeld & Nicolson; 1986 New York: Simon and Schuster, introduction by M. Walzer. Berlin describes hedgehogs as those who use a single idea or organizing principle to view the world (such as Dante Alighieri, Blaise Pascal, Fyodor Dostoyevsky, Plato, Henrik Ibsen and Georg Wilhelm Friedrich Hegel). Foxes, on the other hand, incorporate a type of pluralism and view the world through multiple, sometimes conflicting, lenses (examples include Johann Wolfgang von Goethe, James Joyce, William S ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
