Intl Marketing 2
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| Factor Conditions | : human resources, physical resources, knowledge
resources, capital resources and infrastructure.
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| Demand Conditions | size/nature of home market buyers pressure firms
to innovate faster and to create more advanced products than others.
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| Related and Supporting Industry | can produce inputs which are
important for innovation and internationalization, stimulating other
companies in the chain to innovate
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| Firm strategy, structure and rivalry: | how firms are created, set
goals and are managed? High home rivalry creates pressure to innovate
and enhance competitiveness.
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| Government | : Can influence the supply conditions of key production
factors, demand conditions in the home market, and competition
between firms. Government interventions can occur at local, regional,
national or supranational level.
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| Chance | uncontrolled external events. They create discontinuities in
which some gain competitive positions
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| Barriers to New Entrance | Economies of Scale
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| Barriers to New Entrance 2 | 2. Product Differentiation (advertising, promotion)
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| Barriers to New Entrance 3 | 3.Capital requirements
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| Barriers to New Entrance 4,5 | 4.Degree of customers’ loyalty
5.Required expenditures in R&D
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| Barriers to New Entrance 6,7 | 6.Customers’ switching costs
7.Access to distribution channels or raw material
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| Barriers to New Entrance 8,9,10 | 8.Cost disadvantages
9.Degree of expected retaliation in the industry
10. Government Policy (Licensing requirements)
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| Market Competitors | Horizontal Collaboration with other enterprises operating at the same stage of the production process/producing the same group fo closely related products.
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| Suppliers | Vertical collaborations with suppliers of components or services to the firm
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| Buyers | Selective partnering arrangements with specific channels or customers that involve collaboration extending beyond standard, purely transactional relationships.
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| Substitutes | Related diversification alliances with producers of both complements and substitutes. Producers of substitutes are not natural allies but such alliances are not inconceivable.
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| New entrants | Diversification alliances with firms based in previously unrelated sectors, but between which a blurring of industry borders is potentially occurring
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| Competitive Triangle | consists of a customer, the firm, and a competitor. The winning of a customer’s loyalty depends upon the perceived value offered compared to the relative costs between the firm and the competitor.
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| Stage 1- Model development of core competencies | Analysis of Situation- Identification of competence gaps: How are firm A's competences in relation to market demands for supplier?
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| Stage 2- Model development of core competencies | Scenarios- To be able to estimate future market demand different scenarios are made of the possible future development.
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| Stage 3- Model development of core competencies | Objectives- the company chooses which competence profile the company wants in a set time in the future.
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| Stage 4- Model development of core competencies | Strategy and implementation- How should the objectives be reached?
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