2453863 kvalitet i konkurentnost strategijsko pozicioniranje 2011-11-01
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Strategijsko pozicioniranje-Vanjsko okruenje org.
L3
EFBL, 19-10-2011
Prof. J. Ateljevic
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Fokus i kljuna pitanja
Kako analizitrati poziciju org u kontekstuvanjskog okruenja?
Kako analizirati i utvrditi detreminantestrategijskih sposobnosti?
Kako razumjeti namjere org uzimajui u obzorkorporativno upravljanje, oekivanja interesnihgrupa i poslovnu etiku?
Kako adresirati vanost tradicije i kulture
poslovanja u odreivanju pozicije org.?
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Oekivani rezulatati predavanja(1)
Razumijevanje generalnog makro okruenaja upogledu politike, ekonomije, drutva, prirodenesredine, tehnologije i zakonodavstava.
Razumijevanje i mogunost identifikacije kljunihpokretaa i makroekonomskom okruenju unjihovu upotrebu u odoreivanju alternativnogscenarija u sluaju promjena u okruenju.
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Exhibit 2.1 slojevi poslovnogokruenja
The
Organisation
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The Macro-Environment
PESTEL
Scenarios
Key
drivers
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PESTEL Framework
Political Economic
Technological
Environmental Legal
Social
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Dr. Jovo Ateljevic, University ofStirling
Source: Johnson,
Scholes &Whittington,2006:68
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KEY CONCEPTS: A PEST Analysis of the
Credit-card Industry
Political-Legislation allowing young people to own creditcards. The threat of restrictions on Internet trading.
Economic-The future presenceor notof the UK,Denmark and Sweden in the Euro-Zone and the European
single currency, and the impact of the single currency oninterest rates generally. Future economic trends which willaffect demand for consumption and credit. Freedom for, orrestrictions on, new entrants to the industry.
Social-The willingness or reluctance to buy on creditwhilecredit is readily available for many people, there can be a
rebellion against high interest charges. The increasingacceptance of Internet shopping, which depends on credit-card transactionspossibly affected by the age profile of thepopulation.
Technical-Internet and e-business possibilitiesandsecurity
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Neto vie o makro-okruenju
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Levels of analysis
Microeconomic analysisconcerned with the study ofeconomic decision taking by both individuals and firms
Macroeconomic analysisconcerned with the study ofeconomic decision as a whole (i.e. with economicaggregates)
Macroeconomics recognise the interdependent natureof markets, and studies interaction in the economydealing with such questions as the overall level ofemployment, the rate of inflation, the % of growth ofoutput in the economy etc.
The macro environment is closely linked to the generalbusiness cycle, as opposed to the performance of anindividual business sector.
The macro environment in which a company/sector
operates will influence its performance
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The flows of the economic activity
Economic activity can be seen as a flow of economic
resources into firms which produce output forconsumers and the corresponding flows of payment (seeFigure 1)
The flows of resources, production, income and
expenditure represent fundamental activities of aneconomy at work (describing the real flows)
The consumption gives rise to the flow of expenditurerepresenting an income for firms which they use topunches resources flow of income and expenditure isshown in Figure 2
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The flows of the economic activity
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Model of real economy and income flow: ananalytical tool
Firms success is connected with the spending decision ofhouseholds
Level of spending have repercussion at both micro and macrolevel
During recessions consumption level declines that may beinfluenced by high interest rates, debt growth due to previousspending, decline for markets abroad
Some businesses survive recession yet many go out from it
resulting declines in economic output, unemployment grow,investment decline, house prices fall
Recovery is back with increase of consumer confidence (thekey link between consumption and entrepreneurial activity)
Ch i i i ti it (Fi 3 d 4)
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Changing in economic activity (Figures 3 and 4)
The level of spending by consumers is influenced by manyfactors (i.e. income tax reducing the income to spendplus
more saving, and buying preferencedomestic vs. importedproducts/services), thus reducing the income of domesticfirms
This creates leakages (withdrawal) from the circular flow ofincome (explaining business revenue fluctuation)
Part of leakages may go to the economy to stimulatedomestic firms (production and demand for capital goods)investment spending (films for investment can borrow manysaved by consumers)
Govt use taxation on provision of public goods (publicexpenditure), plus export spending- these additional formsof spending represent and injection of income into thecircular flow (Figure 4)
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Government and the macroeconomy: keyissues
Spending comes from consumers, firms,government and external sourcestotaldemand in the economy for goods and services(AggregateMonetaryDemand- AMD =consumer
+ investment + govt spending + exportspending-import spending)
Govt have critical roll on shaping demandthrough polices on spending and taxation or on
int. rates influencing both demand and supply
Understanding choice of polices used by govtand the objectives is important to understand
/analyse the business environment
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Controlling inflation Upwards movement of level of prices , for govt reducing this
trend is a primary economic objective
monitoring trends in predicting price movement may includes:
Retail price indexaverage family spending
Examination of the underling rate of inflation
(excluding mortgage) Measuring factory gate prices to indicate future
changes in consumer prices
Comparing domestic inflation rate with the key(country) competitors Changes in monetary aggregates (measures amount of many
potential spending power) circulate in the economy is also a
reliable guide for possible future price increases
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Economic growth Govts objectives is to achieve steady (3-4%) and
sustained levels of non-inflationary growth (led byexport) (real national income or GDP)
Negative growth of GDP for 2 consecutive
quarters produce recession Encouraging increased consumption of imported
goods /services could be at the expense ofdomestic firmer (deindustrialisation)
Increase consumption on govt spending thepotential gain for business may be offset by theneed to increase int. rates to fund the spending
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Reducing unemployment
Full employment is developed countries is no longerpriority, but govt tend to focus on job creation and skillsdevelopment to meet demands
Statistic relating to the employment/unemployment needto be used with care
Higher unemployment may cause broader economic andsocial consequences (waste of resources, pressure onpublic servicesreduction on tax yields, increase publicexpenditure on welfare state etc. )
Cyclical (general deficiency in demand), Structural(deficiency in demand in particular sector), andtechnological unemployment
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A favourable balance of payment
BoP the net balance of credit (earnings) and debits(payments) arising from international trade in a givenperiod of time
Govt prefer to have either equilibrium or payment surplus
BoP on current account (imports and exports ofgoods/services) is an important indicator ofcompetiveness (economy, firms, industry)
Sustain Current account deficit indicates structural
problems in particular sector or its economy or possibilityof exchange rate which favourites import
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Controlling public borrowing
Govt raise large amounts of revenue trough taxation(surplus and deficit of the budget)
Govt often face budget deficit therefore have a public sectorborrowing requirements (sign of an economy difficulties)
high level of public borrowing tends to have impact on:
Interest rates (high interest ratesimpact onconsumption and investment)
Opportunity costs of debt interest particularly other formsof public spending
General lack of confidence in the market about govtability to control the economy
convergence criteria laid down at Maastricht to entry toEuro zone (govt debt no higher then 3% of GDP
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Govt and the macro-economy: polices
Key roles in the economy:
Consumer or resources (e.g. employer, landowner)
Supplier of resources (e.g. infrastructure, information)
Consumer of goods and services (govt spending)
Supplier of goods and services (e.g. nationalisedindustries)
Regulator of business activity (e.g. fiscal andmonetary policy),
Redistributors of income and wealth (e.g. taxationsystem)
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Fiscal policy Involves the use of change in govt spending and taxation
and influence the level of consumption of aggregate
demand of in the economy Important implication for businesses, such as:
Reduction in taxation will inject additional income intothe economy, or
opposite effect, depressing business prospects,discouraging investment and causing rise inunemployment
Reduction of taxes can be used to encourage business
and investment See Figures (5 and 6)for govt revenues and spending
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Monetary policy
It influences monetary variablesmoneysupply or rates of interest in order regulatethe economy
Interest rates manipulation has a numberimplications in the economy
Changing in the money stock (credit inparticular) affect the capacity of individualsand firms to borrow / spending
Oversupply of money tends to createinflationary pressure and to increase
spending on import
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The role of financial institutions
Interaction in the macro economy (govt, businesses,
consumers) take place within institutional environment includesnumerous financial intermediaries
Elements of the financial system
Lenders and borrowers
Financial institutions Financial markets (transfer of many and other type of asset
including papers assets such as shares and stock
Financial markets includes the markets for short-term funds
(money markets), long term finance for both private and public(capital market)- stock exchange is central part of it
Financial intermediaries play vital role in the operation of thefinancial system (see Figure 7)
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International economic institutions and organisations
IMF1946 (Bretton Woods conference togovern the global finance to avoid another
depression that triggered the WWII), 184members
It was to provide a pool of foreign currencies
from its member states use to facilitate tradeimbalance between countriespromotingstructural growth, boosts international tradingenvironment, encouraging exchange rate
stabilities Most recent objectives to switch towards
international surveillance and helping developingeconomics with monitoring debt problems, and
assisting with reconstruction
C t d
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Cont..ed
EBRD- 1991 to facilitate the transformation of the staesof CEE (transition)privatisation process, technical
assistance, training and investment in upgrading ofinfrastructure
The World Bank (IBRD)- 1945 know as intr. bank forreconstruction and development as a specialised agency
of the UN set up to encourage economic growth in dev.Countries (provision of loans and technical assistance),180 members
The European Investment Bank (EIB)1958 at the
Treaty of Rome to finance institution of EU to Contribute to the integration, balance development
and the economic and social cohesion
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Nastavak...
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Kljini pokretai promjenaposlovnog okruyenja
kljini pokretai promjenasu onifaktori poslovnog okruenja koji
vjerovatno imaju veliki uticaj nauspjeh i neuspjeh org. ili njene
stratgije.
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Neizvjesnost p.okruenja i planiranje/izradascenarija
Scenarioje detaljni i vjerodostojni pogled napravce moguih promjena biznis okruenja
rukovodei se kljunim pokretaima
promjena pri emu se mora voditi rauna ovisokom nivou neizvjesnosti.
Primjer: energija, mediji, izdavake kue
(budunost?)
Primjer izdavake industrije
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Primjer izdavake industrije,Izdavanje knjiga
Korak 1.
Ident. visoke uticaj i faktore u p.okru
a) Razvoj trita za e-komunikaciju
b) Percepcija potroaa o konvencionalnimknjigama u odnosu na e-medije (substituti)
c) Trokovi papira i drugih sirovina
d) Trokovi javne admin (vlada) i regulative
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...nastavakKorak 2.
Ident. moguih pravaca (buduih) ovih faktora( a. Brze i mjerljive promjene; b. Povoljne, nepovoljno; c. Visok i
rastui, stabilan; d. Podrati knjige, podrzati e-medije)
Korak 3. konstrukcija scenaria na bazi validne konfiguracije faktora
Scenario 1. nema veih promjena: b. Povoljna, kon. Knjige podraneod strane vlade (potronje i regulative; d. Mjerljive promjene e-trita; a. Stabilni trokovi papira i dr. sirovina.
Scenario 2. elektronski haos: sve skoro suprotno predhodnom
Scenario 3. infarmacijsko drutvo
a. Stabilkon trite konv. knjiga poredei sa e-tritem, b. Mjerljivepromjene razvoja e-trita, a. i validni trokovi iregulative upodravanju kon. Medija (d). Ali. Mogui rast trokova papira i dr.Sir. (c.).
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Industrije i Sektori
Snage
Konkurentnosti
Cikluskonkurentnosti
ivotni vijek
Industrije
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Concept Pet Snaga (izvorkonkurentnosti)
Competitiverivalry
Potentialentrants
Buyers
Substitutes
Suppliers
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Prijetnje od novih firmi: Barijere zaulaz na trite
Obim i iskustvo
Pristup nabavljaima i kanali distibucije
Oekivana osveta postojee kompanije
Zakonodavstvo i vladine mjere
Diferencijacija
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Zato je substitucija (zamjena)prijetnja?
Zamjena moe smanjiti potranju za odreenuvrstu proizvoda kada potroai preu naalternativni proizvod.
Mogue implikacije:dodatni napori industrije
odnos cijene i performance
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Snaga (prednost) kupaca
Postojili koncentracija kupaca?
Koji su trokovi pri promjeni nabavljaa?
Dali postoji veritkalna integracija unazad?
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Snaga nabavljaa
Postojili koncetracija nabavljaa?
Koji su trokovi pri promjeni nabavljaa?
Dali postoji verikalna integracija unaprijed?
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Nivo konkurentskog rivalstva
Balans konkurencije (veliina i uticajkonkurenata i elja za dominacijom)
Stopa industijkog rasta (ostvarenje raste
firme kao rezultat vee potranje ili nautrb konkurencije) Visoki fiksni trokovi
Visoke barijere izlaza Mala diverzifikacija (mala diverzifikacijavee mobilnost potroaa, izbor)
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Thompson,Philips, iRiver
otherproducts with
betterbbatterylife, soundquality
Demand forbetter price,quality,customizedproduct
Newentrants?
PortalPlayer
Portelligent Inc
Sharp
Electronics Corp
Primjer
I d 5th & 6th G i
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Ipod 5th& 6thGeneration
5thGeneration
Released (lansiran)October 2005
Memory 3060 GB
6th
Generation Released September2006.
Enhanced (bolji) video
Longer battery life. Thinner (manji)
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Menadment Implikacije
u koju industriju da uemo i koju danapustimo?
Koji (vlastiti) uticaj moemo iskorititi?
ta je sa konkurencijom, dali oni imajurazliite probleme i da li se ti problemirazlikuju od naih?
O t li kti li k t
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Ostali aspekti analize konceptaPet Snaga (Porter, 1980, 1985)
Identifikovanje prave industrije
Utvrivanje mogucnosti industrijskekonverzije ili integracije
Identifikacija komplementarnih proizvoda
E hibit 2 3 Th I d t
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Exhibit 2.3 The IndustryLife Cycle (ivotni ciklus)
Ciklus konkurentnosti (proces konkurentnosti
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Ciklus konkurentnosti (proces konkurentnostikroz vrijeme, erozija konkurencije)
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Hiperkonkurencija?
Hiperkonkurencijase javlja u prisustvuvelike frenkventnosti, agresivnosti i velikedinaminosti konkurenata to dovodi do
breg kreiranja uslova konstatnogekvilibrija i promjena.
E hibit 2 5 C ti I d t
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Exhibit 2.5 Comparative IndustryStructure Analysis
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Konkurencija i trite
Strategijskegrupe
Strategijapotroaa
Segmentacijatrita
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ta su strategijske grupe?
SG su organizacije u okviru industrije sa slinimstarategijskim karakteristikama, u pogledustarategijskog planiranja ija se strategija
konkurentnosti bazira na slinim principima.Hunt (1972) je definisao koncept SG u inustrijikucnih/industrijskih aparat otkrivajuci visok nivo
rivalstva
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Karakteristike SG
Okvir djelatnosti Nivo dierzifikacije
proizvoda Geografska pokrivenost
Broj ciljnih grupa Kanali distribucije
Resursi Nivo brendiranja Marketing aktivnosti Nivoi vertikalne
integrisanosti Kvaliteta proizvoda Liderstvo u tehnologiji Organizacija i njen obim
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Razlog za identifikaciju SG
Razumijevanje konkurencije
Analiza strategijskih mogunosti
Analiza mobilnosti barijera
ta je trini segment (ciljna grupa
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ta je trini segment (ciljna grupa-CG)?
CG je grupa potroaa sa slinimosobinama/potrebama koje se
razlikuju od osobina /potreba drugihpotroaa na tom tritu.
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Broad
PRODUCT
RANGE
Narrow
National GEOGRAPHICAL SCOPE Global
NATIONALLY- FOCUSED,SMALL, SPECIALIST
PRODUCERS e.g., Bristol
(U.K.), Classic Roadsters(U.S.), Morgan (U.K.)
NATIONALLY FOCUSED,INTERMEDIATE LINE
PRODUCERS
e.g. Tofas, Kia, Proton, Maruti
REGIONALLY-FOCUSEDBROAD-LINEPRODUCERS
e.g. Fiat, PSA, Renault,
PERFORMANCECAR PRODUCERS
e.g., Porsche,Maserati, Lotus
LUXURY CARMANUFACTURERS
e.g., Jaguar, Rolls Royce,BMW
GLOBAL SUPPLIERS OF
NARROW MODEL RANGEe.g., Volvo, Subaru, Isuzu,Suzuki, Saab, Hyundai
GLOBAL, BROAD-LINEPRODUCERS
e.g., GM, Ford, Toyota,Nissan, Honda, VW, Daimler
Chrysler
Example: Mapping strategic groups
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Industry group attractiveness
Unattractive
industry/groups
Attractive
industry/groups
Low entry andmobility barriers
Suppliers andbuyers havestrong positions
Strong threatsfrom substituteproducts
Intense rivalryamongcompetitors
High entry andmobility barriers
Suppliers andbuyers have weakpositions
Few threats fromsubstituteproducts
Moderate rivalryamongcompetitors
E l f J S i d t
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Example of Japanese SemiconductorIndustry (the 1980s)
Group whose core business was computers (NEC,- Nationalelectronic code - Fujitsu, Oki Electric)
-Strong link-up between core products and semiconductors
Concentration of managerial resources on thesemiconductor business
General electronics group (Hitachi, Toshiba, Mitsubishi)
-Having many business sectors including growing ones,
concentrating resources on semiconductor was difficult.
Exhibit 2 7 Some Bases of
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Exhibit 2.7 Some Bases ofMarket Segmentation
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Kljuna pitanja segmentacije
Kako se potrebe potroaa razlikuju odtrita do trita?
Relativne razlike uea na tritu(market share) u okviru ciljnih grupa?
Kako se mogu identifikovati ciljne grupe iusluiti?
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American Express
Based on Income and age - 9 segments Up and Comers - $40k
Affluent established - > 50, > $40k
Affluent Retired - retired, > $40k Successful Beginners - 50
Young Survivors Older Survivors
Retired Survivors
F d P d t
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Food Products(bazirano na linim stavovima prema hrani )
Hedonists (20%) want good life, taste, convenience, not
expensive, not health conscious, young, no
kids Dont Wants (20%)
Avoid sugar, fat; Are over 50 years, better
educated Weight Conscious (33%)
Moderates (25%)
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Levi Strauss Mens Clothing
Practical Jeans Customer (26%)
Loyalist, work and play, does not care for style
Trendy/Casual (19%)
High fashion, likes to be noticed, younger
Price shopper (12%) Older, department store sales and discount
stores
Mainstream Traditionalist (22%)
Older, conservative tastes, shops with wife,department stores
Classic Independent (21%)
late 20s/30s, real spender on clothes, shops
alone, specialty stores, traditional styles
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Strategijski potroa?
SP je osoba koja se uvijekidentifikuje u strategiji iz razloga s
njenog uticaja na aktivnosti nabavkeproizvoda i usluga.
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Kritini faktori uspjeha
KFU su one karakteristike proizvodasa kojima organizacija postie
konkurensku prednost iz razloga totakvi proizvodi imaju veu potranju
od strane potroakih grupa.
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Tipovi mogunosti
U industrijskojsubstituciji
U drugimstratgijskimgrupama
U ciljnimkupcima
Komplementiranjeproizvoda
U novoj trinojsegmentaciji Vremenom
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Saetak(1)
Uticaj poslovnog okruenja se moeshvatiti kao slojevi oko jeden org.
Za analizu makro-okruenja se moekoristiti kocept PESTEL faktori
Za analizu Industrije i sektora najee sekoristi Porterov model Pet Snaga (Five
Forces model)
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Saetak (2)
Promjene u indutriji se mogu analizirati ukontekstu njenog ivotnog vijeka ili ciklusa,modelom hiperkonkurentnosti, i pomou
radarske mree pet snaga Unutranji slojevi se mogu analizirati putem
analize stratgeijskih grupa, trinasegmentacija, i strategijsko platno.
Kljuna debata: kolika je vanost
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Kljuna debata: kolika je vanostindustije? (1)
Dali strageije treba da bude fokusirana nainterno ili vanjsko okruenje
Porterov doprinos predlae da faktori
industrije imaju vei uticaj na profitabilnostnego faktori koji se odnose na samu firmu.
ali, ovo varira od jedne do druge industrije
Kljuna debata: kolika je
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Kljuna debata: kolika jevanost industije? (2)
Kljuna debata: kolika je
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Kljuna debata: kolika jevanost industije? (3)
Porterovo i McGahanovo istraivanjepredlae da neke industrije imaju veliuticaj na profitabilnost firme od drugih.
zato moda neke industrije imaju velikiuticaj na profitabilnost firmi od drugih?
Case Example: The European
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Case Example: The EuropeanBrewing Industry (1)
Complete a PESTEL analysis of theEuropean brewing industry.
Complete a five forces analysis for theindustry.
Case Example: The European
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Case Example: The EuropeanBrewing Industry (2)
How will the environment affect thesecompanies?
What are the relative strengths andweaknesses of each?
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