Management

CRM Case Study: From Students to Alumni: Implementing CRM to Build Lifelong Relationships at HEC Montreal CRM Case Study: From Students to Alumni: Implementing CRM to Build Lifelong Relationships at HEC Montreal These materials are available through the HBR link. The CRM Case Study has three parts (A, B and C).  Your written submission will […]

functional organizational structure with sales, marketing, product development, finance and accounting You have been assigned the task of working with a company that had a traditional, functional organizational structure with sales, marketing, product development, finance and accounting, and operations teams each reporting to a VP, who then reported to the CEO. The company wants to

When using Porters five forces model, how do managers’ cognitive perceptions and emotions interact with each other to shape their judgements? Besides applying new ideas to the teaching and practical application of Porter’s five forces, this also offers a most promising area for future research, especially to explore how managers respond to using more advanced

Conclusions: possible ways forward This paper has shown how Porter’s five competitive forces model could be much developed by: � Combining it and interrelating it with other tools such as growth drivers and PEST factors. � Examining other systemic interdependencies. � Prioritizing it with the competitive force field type of analysis. � Examining the sub-forces

Mapping the five competitive forces the carpet cleaning market, 2004. 226 Tony Grundy had inhibited growth but had also sustained a low competitive rivalry. However, key players in the industry had identified considerable latent growth as the rate of penetration of the potential market was low. These conditions triggered a wave of major expansion as

Mapping competitive forces: horizontally and vertically Porter’s Competitive Strategy (1980) focused principally on analysis at the industry level. However, this could be inappropriate, partic- ularly as the competitive landscape for a busi- ness might be of highly variable attractiveness. For example, consider the fees for a one-day strategy course, comparing rates from inde- pendent consultants

Porters micro forces: supplier power. figures. For instance in Figure 9, the impor- tance of a purchase is linked with its emo- tional content, discretion is partly linked to urgency, and urgency needs to be traded off with importance. Competitive dynamics Porter’s five competitive forces is traditionally a very static model, which diminishes its use-

Buyer power: micro forces. The choice of these criteria is quite interest- ing. Importance and urgency we derive from prioritization. Urgency can be measured according to the lead times required to satisfy the need. Discretion is defined as being the extent to which customers have to fulfil a need or not. For example, in most

The micro competitive forces Whilst Porter does give some narrative help for assessing the five forces, this is not presented in the very powerfully distilled and visual format of his original model. For example, for competitive rivalry, Porter asks us to think about things like the relative concentration of rivals, such as how many are

Porters five competitive forces: key internal interdependencies. importance. Also, where a force can be split into sub-forces (discussed in the next subsec- tion) it can depict these sub-forces easily. Figure 5 gives an example of this format within the funeral industry. Here the funeral business is depicted as being relatively attrac- tive, particularly through the