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GMS 200 Lecture : Week 8

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violetraven122
30 Jan 2012
School
Ryerson University
Department
Global Management Studies
Course
GMS 200
Professor
Shavin Malhotra

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GMS 200 Full Course Notes
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GMS 200 Full Course Notes
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Document Summary

What are the useful planning tools and techniques? y swot y porter"s five forces model y bcg - boston consulting group matrix y scenario planning. Tools for external environment analysis - porter"s five forces model. Potential entry for new competitors y when a firm can easily enter a new industry, competition in that industry y this threat is aggravated when new entrants can leverage their existing cash flows in. Increases other businesses y universal, sony bmg, warner and emi y. Increase barriers to entry through: large economies of scale, strong brand preferences. Configuration of these forces differ across industries y to counter customer power y expand your services so its harder for customers to leave you for a rival: high switching costs. Sbu - strategic business unit? y describes a business focused on a particular product-market. Conglomerates - a large industry which has sbu"s. Rise of conglomerates: 1960s and 1970s y matsushita, toyota, mitsubishi motors.

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Related Questions

Which of the following is not one of the competitive forces in Porter's model?
 
A) Other competitors
B) External environment
C) Suppliers
D) New market entrants
E) Customers
Which of the following is the best example of a well-stated strategic objective? 
 
A)Increase revenues by more than the industry average. 
B)Be among the top 5 five companies in the industry on customer service. 
C)Overtake key competitors on product quality within three years. 
D)Improve manufacturing performance by 5% within 12 months. 
E)Obtain 150 new customers during the current fiscal year.
The competitive threat that outsiders will enter a market is weaker when
 
A)financially strong industry members send strong signals that they will launch strategic initiatives to combat the entry of newcomers. 
B)the industry is characterized by the lack of sizable scale economies and learning/experience curve effects. 
C)the industry’s market growth is rapid.
D)there are more than 2 entry barriers. 
E)buyers have little loyalty to the brands and product offerings of existing industry members.