Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
All of these elements are included in how the resource-based model of above-average returns is implemented in the world's largest software company (Gomes, 2009).
Compare Google with Facebook. In terms of the five forces of competition, how are these companies competing against each other?
Google and Facebook are competing on several fronts the most significant being social networks and content aggregation including contextual search. Both Google and Facebook compete across social networks, yet long-term the greater competitive rivalry will be in the areas of aggregated and contextual search (Wall Street Journal, 2012). The five forces of competition including bargaining power of customers, threat of new entrants, threat of substitute products and bargaining power of suppliers all combine to define the competitive rivalry in an industry (Porter, 2008). In the social networking areas of Google and Facebook's competitive direction the bargaining power of customers is exceptionally strong as their loyalty drive advertisement revenues for both businesses (Wall Street Journal, 2012). And advertising revenue is the strongest source of revenue each company has. The secondary area of competitive rivalry is aggregated and contextual search (Gomes, 2009). The dominant competitive force on this dimension of their business is the threat of substitute products. As the pace of technological change continues to accelerate, both Facebook and Google will face significant competition on this area of their business models.
Describe the elements of an organization's...
Why is it important to understand the external environment include discussion of opportunities and threats?
There are a myriad of factors in an organization's external environment. These include the microeconomic and macroeconomic forces, customer and competitor dynamics and trends, pricing and related elasticity and substitute products, and the definition of demand curves for each product. There are also the supply chain, sourcing, procurement and distribution channel management strategies that are also critically important as well. It is imperative to understand all of these factors to better mitigate risk and get the most value out of opportunities. Many of the best-run organizations have a framework for continually monitoring, classifying and acting on specific cues from their external environment. In WalMart there are systems like this for managing supply chain risk and opportunities, including optimizing supply chain performance over time
(WalMart Investor Relations, 2013).
References
Gomes, L. (2009, Mar 16). Microsoft vs. The Big Three. Forbes, 183, 46.
Porter, M.E. (2008, the five competitive forces that shape strategy. Harvard Business Review, 86, 78-93.
The Competition vs. Google. (2012, May 24). Wall Street Journal.
WalMart Investor Relations (2013). Investor Relations. Retrieved May 8, 2013, from Wal-Mart Investor Relations and Filings with the SEC:
http://investors.walmartstores.com/phoenix.zhtml?c=112761&p=irol-estimates
(2009). Retrieved April from http://www.geert-hofstede.com/hofstede_malaysia.shtml CIA World Factbook: Malaysia. (2011). Retrieved April 3, 2011 from https://www.cia.gov/library/publications/the-world-factbook/geos/my.html Malaysian Industrial Development Authority. Retrieved April 3, 2011 from http://www.mida.gov.my/en_v2/ Transparency International. Retrieved April 3, 2011 from http://www.transparency.org/publications/gcr Ranasinghe, D. & Sing, L. (2007). In new business climate, Malaysian ringgit to shine. Reuters. Retrieved April 3, 2011 from http://www.reuters.com/article/2007/01/16/us-malaysia-ringgit-idUSSP21937420070116 . (2009). Retrieved April 3, 2011 from http://knol.google.com/k/accounting-kl-management-services/malaysia-s-political-investment/zldh5amdpvqb/30# Embassy of Malaysia, Washington. Retrieved April 3, 2011 from http://www.kln.gov.my/web/usa_washington/home United Nations. (2002).
Japanese Business Management The purpose of this work is to discuss the future of small businesses in Japan and to consider whether the era of the supportive small firm has ended. Further this work will address the following issues: Are small businesses beautiful in Japan's present economy? Explanation of the changing roles (trends) of the small firm in Japan. Small businesses have supported the large firm segment in Japan. Future of Small firms will be
E-Commerce on Business Strategy The purpose of this literary review is to determine the effects and impacts of e-commerce on business strategies and internal processes with particular emphasis on the travel industry. Our review will include material from several different sources including the Sloan Management Review, Travel Weekly and white papers from Ernest & Young. We will begin by defining E-commerce and the impact of it in the new economy. Subsequently we
The market analysis is provided in Table 2. Table 2: Market Analysis 2012 2013 2014 2015 2016 Potential Customers Growth CAGR Home Office 2% 22,000 22,440 22,889 23,347 23,814 2.00% Small Office 5% 15,000 15,750 16,538 17,365 18,233 5.00% Professionals 8% 10,000 10,800 11,664 12,597 13,605 8.00% Academic 0% 12,000 12,000 12,000 12,000 12,000 0.00% Other 0% 10,000 10,000 10,000 10,000 10,000 0.00% Total 15.00% 69,000 70,990 73,091 75,309 77,652 15.00% The company will also use different market strategy to achieve its business goals. Ivy Discover will run a very attractive advertising banner on different websites, which are constantly being visited by target customers, and the business will use several different form of promotion to attract potential customers. The promotion strategy will include discounted package deal. The
Interrelationships of Major Fields of Business Management The purpose of this paper is to explore the interrelationships of nine key areas of a business, and the synergism that results from the interactions of these key business areas. These interrelationships of all nine key areas of a business create a dynamic, successful, and responsive business by capitalizing on the whole instead of the component parts. To illustrate how synergism arises from these
One business research method that has been used to good effect by some companies is the data envelope analysis methodology developed by Charnes and his colleague (1978, cited in Marcoulides at p. 122). According to Marcoulides (1998), "This method is used to evaluate the relative efficiency of a set of decision-making units (DMUs)" (p. 122). The term "decision making unit" was coined by Charnes and his associates to describe a