Cinq forces de Porter Les cinq forces de Porter. Wikipédia a besoin de vous Chers lecteurs du Canada, vous utilisez souvent Wikipédia, c'est formidable ! C’est un peu gênant, mais ce mercredi, nous avons besoin de vous. Si vous avez déjà fait un don, nous vous en remercions sincèrement. Nous ne sommes pas des vendeurs, nous dépendons de dons de $15 en moyenne, mais moins de 2% de nos lecteurs contribuent. Merci ! Le modèle des « cinq forces de Porter » a été élaboré en 1979 par le professeur de stratégie Michael Porter. Selon Porter, cinq forces déterminent la structure concurrentielle d'une industrie de biens ou de services : le pouvoir de négociation des clients,le pouvoir de négociation des fournisseurs,la menace des produits de substitution,la menace d'entrants potentiels sur le marché,l'intensité de la rivalité entre les concurrents. Description[modifier | modifier le code] Pouvoir de négociation des clients[modifier | modifier le code] Les clients disposent d'un pouvoir de négociation élevé quand :
The Evolution Of Strategy When we think of great strategists in history, from Sun Tzu to Alexander the Great to Clausewitz, we think of master chess players, leaders who personify timeless principles and can think two or three moves ahead. Strategy has always been the sexy part of business, where boring Word documents and endless Excel spreadsheets give way to glorious PowerPoint decks. Here drudgery ended and modern day corporate generals could sit back and formulate plans for world domination. For better or worse, those days are over. , strategy is now a game that looks more like World of Warcraft then the game of kings. The Last Thing We Need Now Is A Vision Many strategies start with a vision. However, sometimes a clear vision can blind management to market realities, which was the case with Jeffrey Skilling and Enron. Often, a vision has a shelf life. And that’s the problem with a vision, it’s almost impossible to distinguish it from a delusion. The Rise and Fall of Strategic Planning Emergent Strategy - Greg
Samsung Electronics Un article de Wikipédia, l'encyclopédie libre. Pour les autres sujets connus sous le nom abrégé de Samsung, voir Samsung. Samsung Electronics Le siège de Samsung Electronics à Séoul Samsung Electronics (coréen : 삼성전자) est une filiale à 100 % du Groupe Samsung, l'un des principaux chaebols coréens. Samsung a longtemps été un fabricant majeur de composants électroniques tels que des batteries lithium-ion, semi-conducteurs, circuits intégrés, mémoire flash et disques durs pour des clients tels que Apple, Sony, HTC et Nokia,. Samsung est le premier fabricant au monde d'écrans LCD depuis 2002, de télévisions depuis 2006 et de téléphones mobiles depuis 2011. Samsung dispose de 197 bureaux dans 72 pays. Histoire[modifier | modifier le code] 1969 à 1987 : les premières années[modifier | modifier le code] Samsung Electric Industries est créée en tant que filiale du groupe Samsung en 1969 à Suwon, dans la banlieue sud de Séoul. Localisation[modifier | modifier le code] Chennai
Bayesian Strategy Hannibal Smith, the fearless leader of the A-team, always loved it when a plan came together and on that campy ’80′s TV show, they always seemed to, no matter how intricate and contrived. It seems quaint now. In the real world, things rarely happen as we imagine they will. As Mike Tyson, another icon from the ’80′s, liked to say, everybody’s got a plan until they get hit and, like it or not, we all get hit, usually sooner rather than later. When that happens, as it inevitably always does, even our best laid plans go awry. In truth, planning has never been about strategy, but control and control has always been an illusion. The Rise and Fall of Strategic Planning When Alfred Sloan conceived the modern corporation at General Motors, he based it on hierarchical military organizations. Orders flowed downwards and your rank determined your responsibility. By the 1980’s, the seams started to show. Today, planning has become even less tenable. Why Our Numbers Are Always Wrong - Greg
LCD Technologies - DolceraWiki Introduction to Display Technology Display technology plays a critical role in how information is conveyed. Since its commercialization in 1922 up until the late 20th century, Cathode Ray Tube (CRT) has dominated the display industry. However, new trends such as the desire for mobile electronics have increased demand for displays that rival and surpass CRTs in areas such as picture quality, size, and power consumption. One such technology that has replaced the CRTs is Liquid Crystal Display (LCD) due to their lightweight, low operating power, and compact design. Comparison of LCD, OLED and Plasma Technologies LCD Technology LCD is an electronically-modulated optical device made up of any number of pixels filled with liquid crystals and arrayed in front of a light source (backlight) or reflector to produce images in color or monochrome. There are 2 types of LCD displays (based on the circuits that are responsible for activating pixels) LCD Industry Overview Market segmentation Technology Demand
Deming's 14-Point Philosophy - Strategy Skills Training from MindTools A Recipe for Total Quality Quality matters everywhere in an organization. © iStockphoto The concept of quality is at the core of many of our ideas about effective management and leadership, and programs like Total Quality Management and Six Sigma have been at the heart of many companies' success. We know now that quality needs to be built into every level of a company, and become part of everything the organization does. This idea is very much a part of modern management philosophy. A New Business Philosophy We owe this transformative thinking to Dr. After applying Deming's techniques, Japanese businesses like Toyota, Fuji, and Sony saw great success. So the business world developed a new appreciation for the effect of quality on production and price. There's much to learn from these 14 points. Note: Deming's points apply to any type and size of business. The 14 Points Create a constant purpose toward improvement. Tip: Remove barriers to pride of workmanship. Key Points
Debunking 3 myths of agile marketing Agile marketing continues to grow in popularity. Why? The old “waterfall” approach to marketing planning and execution simply can’t keep pace with the speed at which prospects (and competitors) can move in the superconductive digital world. In a Forrester report earlier this year, from which the graph below was excerpted, analyst Laura Ramos wrote, “The traditional annual planning routine is ripe for extinction, as 69% of our B2B marketing leaders say that conditions change too quickly to keep plans current. However, agile marketing is itself a work-in-progress. Agile marketing is more like chili — a catch-all label for a spicy, bean-based stew that has many diverse interpretations. For the most part, I believe such experimentation — an evolutionary approach to learning which agile marketing methods work best in different kinds of organizations — is the right strategy for our industry at this point. Myth #1: Agile is about doing things quick and dirty. Hey, change happens.
37 Signals Says Screw Growth And Dumps Its Products 37 Signals, the Web design company that created Ruby on Rails, Ta-da list, Highrise and a bunch of bestselling technology business books, has changed its name and will drop all but one of its products. Fifteen years after its founding, the company will be known by the name of its most successful product: Basecamp. The project management tool, which is now ten years old, has over 15 million accounts and continues to grow at a rate of more than 6,600 business customers each week. The fate of the company’s other products depends on finding the right financing and partners. They may be spun off under Basecamp’s partial ownership, sold off completely or left live but with no further development and no new customers. Basecamp expects that Campfire will sell in the “single digit millions” and Highrise will sell for “tens of millions.” It’s an unusual move for a technology firm. 37 Signals’ move then could be seen as a major step backwards. All Basecamp All The Time Thickest is Best
The Steve Jobs email that outlined Apple’s strategy a year before his death In 2010, a year before his death, Steve Jobs outlined Apple’s strategy in an email to the company’s 100 most senior employees. He heralded the “Post PC era,” vowed “Holy War with Google,” promised to “further lock customers into our ecosystem,” and warned that Apple was “in danger of hanging on to old paradigm too long.” From: Steve Jobs <firstname.lastname@example.org> Date: October 24, 2010 6:12:41 PM PDT To: ET <email@example.com> Subject: Top 100 – AHere’s my current cut.Steve1. 2011 Strategy – SJ - who are we? - headcount, average age, … - VP count, senior promotions in last year - percent new membership at this meeting - what do we do?
The surprising business model of OTT2 messaging apps [In the first part of this two-part blog post, we introduced a second tidal wave of mobile ecosystems (after Android/iOS), mobile-first and twice over-the-top (OTT²): messaging apps. OTT² ecosystems drive engagement by commoditizing hardware, apps and services. In part 2, Stijn Schuermans explores the unexpected way in which the engagement from messaging apps is monetized. (Hint: it’s not advertising.)] In the first part of this two-part blog post, I introduced a second tidal wave of mobile ecosystems (after Android/iOS), mobile-first and twice over-the-top (OTT²): messaging apps. By definition, a company with an asymmetric business model creates (and sometimes destroys) value in one vertical, in order to capture value in its core market. The surprising core business of second-wave mobile ecosystems The dominant business model for OTT² messaging apps is – perhaps unexpectedly – not advertising, but m-commerce. Let’s take a closer look at some examples. Developers are catching on