Jdc Porter's Five Forces

The 4th Armored Brigade Combat Team (ABCT) has a proud history of accomplishments. It has served in the wars in Iraq and Afghanistan. Historically, the morale across the brigade was high; leaders took care of their Soldiers, and all of them did their best to train them, accomplish missions successfully, and support them in any way. The 4th ABCT HQ, as well as each of the battalions, were highly efficient and effective, and most of them were jubilant to be part of the brigade. Three years ago, one of the best maneuver brigades in FORSCOM was the 4th ABCT. The brigade had focus; leaders and soldiers were dedicated, and there was a strong work ethics. However, the 4th is facing some challenges ahead that are going to make difficult to reach its full potential. Amongst several leadership problems, there is a major one. There is not an organizational vision in the brigade, and if there is, it is unclear and poorly evident.

a) Economies of scale—the top three carriers (Federal Express, UPS, and Airborne Express) serve slightly more than 85% of the domestic express mail market. All three carriers deliver a high volume of packages, and thus, are able to spread fixed costs over more units. Also, each carrier has integrated technological systems that improved operational efficiency. In addition, intensive training programs of employees increase service and delivery efficiency.

The first of Porter’s Five Forces is the threat of new entrants. According to the case study, there has been a wave of new entrants to the retail industry. These include Best Buy, Costco, Wal-Mart, Old Navy and the recently irrelevant, Target Canada. The second force, the threat of substitute products or services, is also prevalent in the retail market. Inevitably, the target audience that the Hudson’s Bay Company is trying to cater to, will shop at other retail stores for the same goods due to consumers behaviours and preferences. Another impacting force is the bargaining power of suppliers. However, this force does not play as large of an impact to HBC as one might initially assume. Traditionally, HBC among other large retail stores makes a large percentage of their

Assuredly, our business will be offering some specialty product and service. Our competitive strategy is differential. We are different from other companies because we are specializing in an online service that other companies don’t have.  Companies like Pbteen and Dormco are very limited on their service because they only provide a certain amount of diagrams. Our company provides the actual size/diagram of the room in which the students are living in. Additionally, our company’s product/service that we are providing is different from your competitors because no other company offers all college students a kit that provides all the essentials at a special discounted price. Furthermore, our business will act against each of the Michael Porter’s five forces by offering a variety of products and services.

The efficient integration of Title 10 and National Guard forces during domestic operations increases the threshold of a state’s capacity to respond to disasters or security requirements. Pre-event preparation is required to achieve efficient integration. This preparation requires three critical elements, building relationships, integrated planning and exercises. To successfully incorporate federal forces during a response, states must develop positive relationships with key Title 10 partners during steady-state operations. Building upon these relationships, state and federal partners conduct deliberate planning for the integration of Title 10 forces in a state response. Finally, exercises validate plans and grow relationships. This paper describes

The State of Utopia has determined to develop a Continuity of Operations Plan (COOP) that incorporates all of the key state governmental functions. The National Guard (NG) being one of these key organizations has been tasked to develop and coordinate their own plan and ensure it nests correctly within the state plan. The Adjutant General of Utopia has ordered that the Joint Staff produce a COOP that relocates the affected units to an alternate site, accounts for and protects all personnel and equipment, and maintains mission command capabilities. We must maintain the ability to quickly generate ready forces to safeguard Utopia and protect the nation while adding value to our communities. The National Guard of Utopia is made up of approximately 2,000 Army NG (ARNG) members, 1,500 Air NG (ANG) members, and 150 state employees spread across 24 different campuses statewide. The National Guard also services approximately 4,500 veterans throughout the state.

forces. The DCO should be required to know state military capabilities as well as federal

The Oregon National Guard in the last three years has gone through great changes that have challenged the senior leaders throughout the organization. These changes started with the retirement of The Adjutant General (TAG), Major General Raymond F. Rees, who has run our organization for four terms since 1987. MG Rees did not just command the Oregon National Guard for the past twenty-nine years; he created the culture of the organization and his vision carried the ORNG through numerous mobilizations in support of Operation Iraqi Freedom, and Operation Enduring Freedom. Famous for his pointy finger, no one ever wanted to be in the general direction of his pointy finger, and if you were, you knew he did not agree with your thinking, or your

The first lesson was that all federal agency personnel must understand the roles and responsibilities they have when a natural disaster strikes (Menzel, 2006). In addition and most importantly, they must all be aware of the situation on the ground and work together to share a common operating strategy when an incident occurs (Menzel, 2006). These lessons led to the formation of the National Operations Center to deal with a natural disaster or catastrophic crisis.

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

Lastly he added they still had a long way to go and they all needed to step up their games and think outside the box and listen to everyone’s idea. With that General Townsend introduced General Welford, he left the podium as General Welford took over. “Well wasn’t that a real eye opener?” General Welford led with which garnered a few chuckles. “General Townsend is correct though without a doubt we need to step it up like our counterparts on the West Coast. How many have asked yourself why was the West Coast successful in regrouping and moving forward in a manner which we couldn’t?” General Welford asked the group and no one responded. “Simple, the architect of the recovery back there was a Special Forces Officer who had gotten intense public and military training on what to expect and how to handle such an event. Special Operations was also prepared for this and by their very nature in operations they are all taught and trained to think of out of the box solutions to a situation. Their chain of command listens to their people and expects nothing less primarily because each one is considered the ultimate

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

The global economy and closely tied emerging socio-factors continue to cause a decline in demand for soft drinks. This paper will utilize Porter's Five Forces Model and the PEST analysis to determine whether or not these external pressures have created an attractive industry (NAICS) and what barriers exist.

The Five Forces framework is a “useful starting point for strategic analysis even where profit criteria may not apply” (Johnson, Scholes & Whittington, 2008, p. 60). The factors that are influencing a company within an industry can be extremely various. In addition to the competition among the existing competitors, Porter’s Five Forces model identifies another four forces that characterize the intensity of competition within an industry: Bargaining power of Supplier, Bargaining power of Buyer, Threat of Substitutes and Threat of new Entrants (Porter, 1979).

Porter 's Five Forces model (PFF) is a powerful instrument that can be utilized by companies to investigate its situation and identify its industry 's competitors. Analyzing industry will help any business in determining the competitive strength and weaknesses. By using PFF model, investors can gain valuable information regarding what the actual factors that affect the organization 's profitability (Evans & Neu 2008). This paper will analyze the Cola Wars case study based on the PFF model, and the primary components of soft drink industry. At the end of this paper, some recommendations will be given to Coca-Cola company to enhance its position in the market.