scholarly journals Fundraising competitive forces of small art and cultural NGOs during the crisis

2020 ◽  
pp. 92-106
Author(s):  
Olesya Radilova ◽  
Agnieszka Ziomek
Keyword(s):  
Competitive Forces

Pengaruh Hukum terhadap Lima Kekuatan Persaingan Terkait dengan Perumusan Strategi Bersaing Menurut Michael E. Porter

2021 ◽  
Vol 12 (1) ◽  
pp. 51-66
Author(s):  
Nugraha Pranadita ◽  
Ratih Hurriyati ◽  
Puspo Dewi Dirgantari
Keyword(s):  
Competitive Advantage ◽  
Business Performance ◽  
Warning System ◽  
Secondary Data ◽  
Cost Leadership ◽  
Industry Competition ◽  
The One ◽  
Generic Strategies ◽  
Competitive Forces ◽  
Laws And Regulations

There are five competitive forces that influence the Industry. Industry competition affects business performance, so companies must adapt to changing environments to maintain a competitive position. One of the ways to win the competition is to use a strategy. Strategy allows organizations to gain a competitive advantage from three different foundations namely: cost leadership, differentiation and focus. Strategic planning can help to develop an early warning system to avoid threats or develop strategies that can turn threats into profits for the company. Thus the strategy can maximize competitive advantage on the one hand, and can minimize the limitations of competing. The question is; How do laws and regulations affect Porter's five competitive forces and the three generic strategies? This research is a qualitative analytical descriptive study using secondary data, and the unit of analysis is the prevailing laws and regulations in Indonesia. The results of this study; consistently statutory regulations (laws) influence the five competitive forces and three generic strategies put forward by Porter.

scholarly journals FUERZA DE LA COMPETENCIA EN EL SECTOR PERIODÍSTICO: El Caso de los Diarios Formales de Lima

1995 ◽  
pp. 41-57
Author(s):  
Javier Antonio ◽  
◽  
Ricardo Cornejo ◽  
Raquel Reinoso ◽  
Fanny Soto ◽  
...  
Keyword(s):  
Bargaining Power ◽  
Competitive Advantages ◽  
Barriers To Entry ◽  
Print Journalism ◽  
Know How ◽  
Competitive Forces ◽  
Formal Style

Applying Porter's methodology of the well-known five competitive forces to analyze the nature of competition, this article seeks to demonstrate that the competitive advantages obtained by the companies are a function of the structure of the industry and the strategies developed by the intervening companies. To this end, we analyze the Peruvian print journalism sector, that of non-specialized newspapers, exponents of a formal style of presentation of information and aimed at traditional readers, a segment made up of: El Comercio, Expreso, La Republica and La Nación. The results show that, of the five competitive forces, the most relevant for the segment studied are the high barriers to entry, mainly due to the high levels of investment and know-how required; the permanent possibility of substitution by television and radio; and the bargaining power of clients, exercised by distribution agents and advertisers. It can be said that there are two aspects on which the newspapers analyzed have developed their competitive advantages: the barriers created and the positioning achieved.

scholarly journals The Competitive Forces Facing E-Health

2006 ◽  
Vol 1 (4) ◽  
pp. 68-81 ◽  
Author(s):  
Nilmini Wickramasinghe ◽  
Santosh Misra ◽  
Arnold Jenkins ◽  
Douglas R. Vogel
Keyword(s):  
Competitive Forces

Absenteeism Management

1996 ◽  
Vol 12 (03) ◽  
pp. 194-197
Author(s):  
Blaine Lewis
Keyword(s):  
Competitive Advantage ◽  
Close Attention ◽  
The Difference ◽  
The One ◽  
Competitive Forces ◽  
A Company

The 1995 Ship Production Symposium theme of "Competitiveness" is very timely. Competitive forces for new shipbuilding work are fierce. Any factor affecting competitive advantage which is not pursued and wrestled into submission may be the one that causes a company to be defeated in the battle for survival. The factor which this paper will focus on is Absenteeism Management. The severity of the absenteeism problem for business in general is growing. In a tight market such as shipbuilding, absenteeism can be the difference that results in a company being unable to compete. Those who do not know the degree to which absenteeism affects business should pay close attention.

Trends in the United States Mobile Wireless Industry and the Impact of a Merger of AT&T and T-Mobile on the Trends and Overall Competitiveness of the Wireless Industry

2012 ◽  
pp. 39-54
Author(s):  
John B. Meisel ◽  
John Navin ◽  
Timothy S. Sullivan
Keyword(s):  
United States ◽  
The United States ◽  
Federal Communications Commission ◽  
Electromagnetic Spectrum ◽  
Horizontal Merger ◽  
Mobile Wireless ◽  
Communications Services ◽  
The Impact ◽  
Competitive Forces ◽  
Wireless Industry

Thirty years ago, the United States Federal Communications Commission (FCC) gave birth to the mobile wireless industry by granting two licenses in each cellular geographic market across the United States. In the next three decades the FCC continually provided more access to the electromagnetic spectrum which is a critical input for the provision of mobile wireless communications services to, in part, promote a more competitive market structure in the mobile wireless industry. One objective of this chapter is to describe and analyze the trends in the overall competitiveness of the mobile wireless market during this time by utilizing a modified Porter competitive forces framework. This analysis will be supplemented with an analysis of the most recent proposed merger in the mobile wireless industry – between AT&T and T-Mobile. The proposed merger is an example of a continuing trend in the industry, consolidation of national mobile wireless carriers. This chapter will analyze the impact of proposed merger on the ability of the remaining mobile wireless carriers to constrain the market power of the national wireless carriers in the industry. Specifically, the arguments for and against the merger by major stakeholders are reviewed. There are signs that the mobile wireless industry may return to a duopoly structure. Recommendations regarding the horizontal merger will be offered.

Knowledge Asset Dynamics and Firm Performance

2011 ◽  
pp. 188-204
Author(s):  
Karim Moustaghfir
Keyword(s):  
Competitive Advantage ◽  
Case Study Research ◽  
Rapid Change ◽  
Value Drivers ◽  
Continuous Innovation ◽  
Knowledge Asset ◽  
Overall Performance ◽  
Competitive Forces ◽  
Over Time

In an economy characterized by rapid change, continuous innovation and high intensity and dynamism of competition, the analysis of strategy and competitive advantage has shifted from the more aggregate competitive forces to the idea that firms are essentially different and compete on the basis of their specific physical, human and organizational resources. The key to this new view of the firm as a collection of resources both human and material is understanding the relationships between resources, capabilities, competitive advantage, and profitability, in particular, an understanding of the mechanisms through which competitive advantage can be sustained over time. Even if knowledge assets have been widely recognized as the firm’s main value drivers, little guidance is provided of how these unique attributes affect the firm’s profitability and its overall performance. Through a case study research in the IT sector, this chapter provides empirical evidence as regards such interdependencies and analyze the effects of knowledge asset dynamics on firm’s performance and value creation mechanisms.

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