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Intl Marketing 2
| Question | Answer |
|---|---|
| Factor Conditions | : human resources, physical resources, knowledge resources, capital resources and infrastructure. |
| Demand Conditions | size/nature of home market buyers pressure firms to innovate faster and to create more advanced products than others. |
| Related and Supporting Industry | can produce inputs which are important for innovation and internationalization, stimulating other companies in the chain to innovate |
| Firm strategy, structure and rivalry: | how firms are created, set goals and are managed? High home rivalry creates pressure to innovate and enhance competitiveness. |
| 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. |
| Chance | uncontrolled external events. They create discontinuities in which some gain competitive positions |
| Barriers to New Entrance | Economies of Scale |
| Barriers to New Entrance 2 | 2. Product Differentiation (advertising, promotion) |
| Barriers to New Entrance 3 | 3.Capital requirements |
| Barriers to New Entrance 4,5 | 4.Degree of customers’ loyalty 5.Required expenditures in R&D |
| Barriers to New Entrance 6,7 | 6.Customers’ switching costs 7.Access to distribution channels or raw material |
| Barriers to New Entrance 8,9,10 | 8.Cost disadvantages 9.Degree of expected retaliation in the industry 10. Government Policy (Licensing requirements) |
| Market Competitors | Horizontal Collaboration with other enterprises operating at the same stage of the production process/producing the same group fo closely related products. |
| Suppliers | Vertical collaborations with suppliers of components or services to the firm |
| Buyers | Selective partnering arrangements with specific channels or customers that involve collaboration extending beyond standard, purely transactional relationships. |
| Substitutes | Related diversification alliances with producers of both complements and substitutes. Producers of substitutes are not natural allies but such alliances are not inconceivable. |
| New entrants | Diversification alliances with firms based in previously unrelated sectors, but between which a blurring of industry borders is potentially occurring |
| 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. |
| 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? |
| 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. |
| Stage 3- Model development of core competencies | Objectives- the company chooses which competence profile the company wants in a set time in the future. |
| Stage 4- Model development of core competencies | Strategy and implementation- How should the objectives be reached? |
Created by:
rahm3069
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