Explain the threats of new entrants in a strategic decision making
The 'threats of new entrant' is one of the five forces discussed in Porter's five-force framework used in analyzing the competitive environment of a firm in a given industry boundary for a particular time frame. This is about how easy or difficult for a new entity to start the business in the given market and what are the typical entry barriers set by the existing players to resist it. Some of the known barriers of entry are as follows:
a) The supply-side economies of scale - The existing players maybe buying a huge quantity of materials from its suppliers and getting discounts for this high volume. New entrants will be unable to order such huge volumes from the suppliers and hence the cost of material for the new firm will always be higher than incumbent competitors.
b) The demand-side economies of scale - Similarly, the existing players may have a huge customer base. The volume demanded will be quite high to reduce the overheads and fixed cost resulting in a low cost of production per unit. A new entrant will not have such a huge customer base and volume and the production cost per unit remains high.
c) Incumbency advantage - The existing firms might have acquired rights over some resources such as process patents, or any kind of intellectual rights. A new firm will just be barred to use such process/ technology and get the related advantages.
d) Capital required - The very nature of the business can itself be a barrier to entry. The business can be highly capital intensive (e.g. automobile) for which a new firm may not be able to acquire the required capital.
e) Customer switching cost - The switching cost of a typical customer in changing the product can be higher. For example, in a cable TV business, a customer, even when frustrated by the existing service, will think twice before considering a new service provider because there will be an additional fixed cost for the equipment and material that he/ she needs to buy. In all such situations, a new firm will experience a higher barrier.
f) Government Policies - Finally, the laws and regulations of the country or state can also play a role in deciding how strong the entry barrier is.
Porter's 5 Forces: Threats of New Entrants, Power of Suppliers, Power of Customers, Threats of Substitutes, and Rivalry among existing Firms Question: Give 3 detailed examples for EACH of the forces in a can manufacturing company.
An example of strategic decision making is: A. Pricing of a new product B. Designing a product's package C. Determining the product size D. Entering into a new market doctor with an idea
In this question you will explain the importance of the different strategic decision making techniques available for capital expenditures. Describe capital expenditures for a corporation and discuss the process the business may/will take to assess the long-term decision. How will the business ultimately make a decision for capital expenditures?
Imagine yourself contemplating buying a new car. Explain your decision making process using the consumer decision-making model ( Need recognition, Alternative search, Alternative evaluation, purchase decision, post purchase evaluation). Be sure to address in detail each step of this model.
Relationship between planning and decision making in resource allocation in the strategic planning process
write about how management accountants can best support management decision making in defining an organization’s strategic vision Key points you should include the following how the management accountant’s skills, roles and responsibilities support strategic decision making.
Describe how decision making and resource allocation are important for managing a strategic planning process in a public health organization. (15 points)
Discuss accountability within a healthcare organization . Discuss the strategic decision-making process on the basis of financial metrics. Define strategy, organizational performance, finance, and quality and their interactions.
1. Describe how decision-making and resource allocation are important to managing a strategic planning process in a public health organization? 2. How would a public health executive compare and differentiate two strategic plans from public health-related organizations?
Extensive material has been covered in 7 weeks. Decision-making must be strategic to have a lasting impact on an organization. What “ah ha” moments did you have? What have you learned that changed your perspective of decision-making? Which topic made the most impact on your management and decision making development? Has your frame of reference expanded and if so how? Do you prefer to be in a learning organization or a traditional setting? Initial Post Length: minimum of 350 words