Threat of New Entrants The internet reduces barriers to entry such as the need for a sales force‚ access to channels and physical assets. New entrants to an industry can raise the level of competition‚ thereby reducing its attractiveness. The threat of new entrants largely depends on the barriers to entry. New entrants can develop their web sites in a short period of time with incredible final results. This can be the proof that a threat of new entries into the market is possible. The internet mitigates
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STAPLES CASE STUDY Proposed Merger Between Staples and Office Depot Leads to Concern NGUYEN TOAN THANG tnguyen@student.bristoluniversity.edu BRISTOL UNIVERSITY BUS 525: MANAGERIAL ECONOMICS April 23th 2014 1. How would you classify the office superstore industry? Who are the competitors? What are the characteristics of this industry that lead to this conclusion? Today’s office superstore industry in the United States provides a convenient one-stop shopping experience
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medium‚ or low on the Porter’s Five-Forces framework for industry structure. Which is likely to earn the highest returns? (PHBWBL p44‚ Q4 adapted) 4. What are the ways that an organisation can create barriers to entry to deter competition in its business? What factors determine whether these barriers are likely to be enduring? (PHBWBL p44‚ Q8) B. Case Study Inventec Case PHBWBL p48-53 Attempt the following questions (p53) 1. Despite its growth and size why is Inventec not very profitable
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industry whether to defend or attack in its favor. To understand such competition can help the company to consider and implement its strategies. Porter 5 Competitive Force Model points out that the competitive force from different sector. Threat of Entry (-) The newcomers in the industry bring new capacity and acquire a certain piece of market share‚ the rate of return in the industry‚ therefore‚ would increase and the competition would enhance. Since it is common for the newcomer to offer lower price
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vii. High exit barriers b. Weak viii. Buyer demand is growing rapidly ix. Buyer costs to switch are high x. Products of rivals are strongly differentiated and customer loyalty is high xi. Fixed costs are low xii. Sales are mostly among a few large sellers xiii. Rivals are similar in objectives and strategies xiv. Low exit barriers 2. Potential new entrants c. Strong xv. Low entry barriers xvi
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1. Bibliography of Michael E Porter Michael E. Porter is the Bishop William Lawrence University Professor‚ based at Harvard Business School. A University professorship is the highest professional recognition that can be given to a Harvard faculty member. Professor Porter is the fourth faculty member in Harvard Business School history to earn this distinction‚ and is one of about 15 current University Professors at Harvard. Professor Porter is a leading authority on competitive strategy and the
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Heinz proposed a merger with Beech-Nut. This would create a duopoly with only two players‚ Gerber holding 65% of the domestic market and Heinz-Beech-Nut holding 32.8%. This would eliminate competition between the Heinz and Beech-Nut and make a huge barrier for any other competitors to enter the market. Currently‚ at the whole sale level‚ Heinz and Beech-Nut price against each other and the merger would end that while lowering the price of their products as well as Gerber’s products. Heinz also claims
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the different levels of profitability across firms and industries by his “Porter’s Five - Forces”. The main factors that affect the difference are: 1. Threat of Substitutes‚ 2. Buyer Power‚ 3. Supplier Power‚ 4. Barriers to Entry/Threat of Entry and 5. Rivalry. He analyzed the importance of all these forces minutely and provided the reason why these are useful and has to be considered in the strategy of companies growth in respective industry. We should consider “Threat
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the incumbent companies are earning profits greater than their cost of capital. Furthermore‚ we are told that entry will occur until profits net of the cost of capital are driven to zero. Obviously‚ this view of the world is too simplistic. We can think of many examples of markets with no regulatory barriers to entry in which incumbent companies are making high profits‚ yet little or no entry occurs. For example‚ in a 1999 working paper‚ Boston University economist Marc Rysman estimates that the profits
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Market Entry Timing Strategy Empirical study (Robinson and Fornell‚ 1985) shows that first mover 20%‚ early followers 17%‚ and late entrants 13% market share. Robinson (1988) believes that the order of entry alone explain 8.9% of the variation in market shares. It has been shown that the longer the elapsed time between entry of the first mover and that of later entrants‚ the more opportunities becomes available to the first mover to achieve cost and differentiation advantages. A longer response
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