Front | Back |
A product
or service that an organization’s customers place a greater value on than
similar offerings from a competitor
|
Competitive
advantage
|
Occurs
when an organization can significantly impact its market share by being first
to market with a competitive advantage
|
First-mover
advantage
|
Helps to determine the relative attractiveness of an industry
and includes the following five forces: buyer power, supplier power, threat of substitute
products or services, threat of new entrants, rivalry among existing
competitors
|
Five
Forces Model
|
In the Five Forces Model is high when buyers have many
choices of whom to buy from and low when their choices are few
|
Buyer
power
|
Rewards
a customer based on the amount of business they do with a particular
organization
|
Loyalty
programs
|
In the
Five Forces Model is high when buyers have few choices of whom to buy from and
low when their choices are many
|
Supplier
power
|
Consists
of all parties involved, directly or indirectly, in the procurement of a
product or raw material
|
Supply
chain
|
An internet-based
service that brings together many buyers and sellers
|
Business-to-business
(B2B) marketplace
|
Is a B2B marketplace in which a single buyer posts its needs
and then opens the bidding to any supplier who would care to bid
|
Private
exchange
|
An auction format in which increasingly lower bids are
solicited from organizations willing to supply the desired product or service
at an increasingly lower price
|
Reverse
auction
|
In the
Five Forces Model is high when there are many alternatives to a product or
service and low when there are few alternatives from which to choose
|
Threat
of substitute products or services
|
Are
costs that can make customers reluctant to switch to another product or service
|
Switching
costs
|
In the
Five Forces Model is high when it is easy for new competitors to enter a market
and low when there are significant entry barriers to entering a market
|
Threat
of new entrants
|
Is a
product or service feature that customers have come to expect from an organization
to compete in a particular industry and must be offered by an entering organization
to compete and survive
|
Entry
barrier
|
In the
Five Forces Model is high when competition is fierce in a market and low when
competition is more complacent
|
Rivalry
among existing competitors
|