6th lecture Analyzing Competition of Strategic Marketing
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6th lecture Analyzing Competition of Strategic Marketing
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This is an Exclusive Lecture about Analyzing Competition of Strategic Marketing for MBA Students.
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6th lecture Analyzing Competition of Strategic Marketing
- 1. ANALYSING COMPETITION Presented by: Prof. Akhlas Ahmed IHM – DUHS Session # 06 (Oct, 18th , 2017)
- 2. CLASS PRESENTATIONS Session # 06 (Oct, 18th , 2017)
- 3. OVERVIEW Session # 06 (Oct, 18th , 2017)
- 4. Today’s topics: Competition Forces of competition Michael Porter’s five forces model Strategy Typologies Aerospace industry Session # 06 (Oct, 18th , 2017)
- 5. Session # 06 (Oct, 18th , 2017) Competition: Competition is the process of active rivalry between the sellers of a particular product as they seek to win and retain buyer demand for their offerings. Therefore, the act of competing; rivalry for supremacy, a prize, etc. is called competition.
- 6. Session # 06 (Oct, 18th , 2017) Five level of competition: 1.Direct competition 2.Close competition 3.Products of a similar nature 4.Substitute products 5.Indirect competition
- 7. Session # 06 (Oct, 18th , 2017) Forces of competition:
- 8. Session # 06 (Oct, 18th , 2017) Forces of competition:
- 9. Session # 06 (Oct, 18th , 2017) Forces of competition:
- 10. Session # 06 (Oct, 18th , 2017)
- 11. Session # 06 (Oct, 18th , 2017)
- 12. Session # 06 (Oct, 18th , 2017)
- 13. Session # 06 (Oct, 18th , 2017) Strategy Typologies: 1. Market Leader 2.Market Challenger 3.Market Follower 4.Market Nicher
- 14. Session # 06 (Oct, 18th , 2017) Aerospace industry 1. Market Leader 2.Market Challenger 3.Market Follower 4.Market Nicher
- 15. Session # 06 (Oct, 18th , 2017)
- 16. Q/A Session
Notas do Editor
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department. If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.