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Complete your Research Project 2 in a Word document, APA formatted, and then submit it in the Assignment section of the classroom by midnight, EST, Day 7. The instructions concerning this assignment as well as the grading rubric are reproduced below. In 2009 the American auto industry was in a dire economic state. Chrysler was in Chapter 11, GM was on the brink of bankruptcy, and Ford's future was at best uncertain. The demise of the U.S. auto industry would have a devastating impact on our national economy and specifically the economies of Michigan and Ohio. Economists occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. According to Porter, his model should be used at the industry level, defined as a marketplace in which similar or closely related products or services are marketed. This research paper requires the application of Porter's Five Forces Model to the auto industry. Porter's analytical framework consists of those forces that affect a producer's ability to serve its customers and make a profit. A change in any of these five forces requires a re-assessment of the marketplace. The five forces include: 1) The threat of substitute products : The existence of close substitute products (i.e., high elasticity of demand) increases the propensity of customers to switch to alternatives in response to price increases. 2) The threat of the entry of new competitors : Unless there are significant barriers to entry, profitable markets that yield high returns will attract firms (i.e., perfect competition), effectively decreasing profitability. 3) The intensity of competitive rivalry : As in the case of oligopoly markets, rivals may choose to compete aggressively, non-aggressively or in non-price dimensions. 4) The bargaining power of customers : The ability of customers to put the firm under pressure due to availability of existing substitute products, buyer price sensitivity, uniqueness of the products, etc. 5) The bargaining power of suppliers : The cost of factors of production (e.g. labor, raw materials, components, and services such as expertise) provided by suppliers can have a significant impact on a company's profitability. As such suppliers may refuse to work with the firm or charge excessively high prices for unique resources. References Porter, M.E. (1979) "How competitive forces shape strategy", Harvard Business Review, March/April 1979. Porter, M.E. (1980) "Competitive Strategy", The Free Press, New York, 1980. Porter, M.E. (1985) "Competitive Advantage", The Free Press, New York, 1985. Develop a detailed paper applying Porter's Five Forces Model to the American automotive industry, with a focus on the U.S. market. Your paper needs to include at least three scholarly sources, i.e. peer reviewed articles. I strongly recommend the use of the APUS library for these sources, as most acceptable resources can only be found in protected databases. Your pap.

Bildung

The threat of the entry of new competitors
: Unless there are significant barriers to entry, profitable
markets that yield high returns will attract firms (i.e., perfect
competition), effectively decreasing profitability.
3)
The intensity of competitive rivalry
: As in the case of oligopoly markets, rivals may choose to
compete aggressively, non-aggressively or in non-price
dimensions.
4)
The bargaining power of customers
: The ability of customers to put the firm under pressure due to
availability of existing substitute products, buyer price
sensitivity, uniqueness of the products, etc.
5)
The bargaining power of suppliers
: The cost of factors of production (e.g. labor, raw materials,
components, and services such as expertise) provided by
suppliers can have a significant impact on a company's
profitability. As such suppliers may refuse to work with the
firm or charge excessively high prices for unique resources.
References
Porter, M.E. (1979) "How competitive forces shape strategy",
Harvard Business Review, March/April 1979.
Porter, M.E. (1980) "Competitive Strategy", The Free Press,
New York, 1980.
Porter, M.E. (1985) "Competitive Advantage", The Free Press,
New York, 1985.

4.5. Threat of Substitutes
5. Conclusion
6. References

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Awareness of the fi ve forces can help a company understand the structure of its industry and stake out a position that is more profi table and less vulnerable to attack. 78 Harvard Business Review | January 2008 | hbr.org 1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM P et er C ro w th er Editor’s Note: In 1979, Harvard Business Review published “How Competitive Forces Shape Strat- egy” by a young economist and associate professor, Michael E. Porter. It was his fi rst HBR article, and it started a revolution in the strategy fi eld. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corpora- tions, regions, nations, and, more recently, health care and philanthropy. “Porter’s fi ve forces” have shaped a generation of academic research and business practice. With prodding and assistance from Harvard Business School Professor Jan Rivkin and longtime colleague Joan Magretta, Porter here reaffi rms, updates, and extends the classic work. He also addresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today. THE FIVE COMPETITIVE FORCES THAT by Michael E. Porter hbr.org | January 2008 | Harvard Business Review 79 SHAPE IN ESSENCE, the job of the strategist is to under- STRATEGYSTRATEGY stand and cope with competition. Often, however, managers defi ne competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profi ts goes beyond es- tablished industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all fi ve forces defi nes an industry’s structure and shapes the nature of competitive interaction within an industry. As different from one another as industries might appear on the surface, the underlying driv- ers of profi tability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care 1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy 80 Harvard Business Review | January 2008 | hbr.org delivery industry in Europe. But to understand industry competition and profi tability in each of those three cases, one must analyze the industry’s underlying structure in terms of the fi ve forces. (See the ex- hibit “The Five Forces That Shape Industry Competition.”) If the forces are intense, as they are in such industries as airlines, textiles, and ho- tels, almost no company earns attractive returns on investment. If the forces are benign, as they are in industries such as software, soft drinks, an ...

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Awareness of the fi ve forces can help a company understand the structure of its industry and stake out a position that is more profi table and less vulnerable to attack. 78 Harvard Business Review | January 2008 | hbr.org 1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM P e te r C ro w th e r Editor’s Note: In 1979, Harvard Business Review published “How Competitive Forces Shape Strat- egy” by a young economist and associate professor, Michael E. Porter. It was his fi rst HBR article, and it started a revolution in the strategy fi eld. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corpora- tions, regions, nations, and, more recently, health care and philanthropy. “Porter’s fi ve forces” have shaped a generation of academic research and business practice. With prodding and assistance from Harvard Business School Professor Jan Rivkin and longtime colleague Joan Magretta, Porter here reaffi rms, updates, and extends the classic work. He also addresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today. THE FIVE COMPETITIVE FORCES THAT by Michael E. Porter hbr.org | January 2008 | Harvard Business Review 79 SHAPE IN ESSENCE, the job of the strategist is to under- STRATEGYSTRATEGY stand and cope with competition. Often, however, managers defi ne competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profi ts goes beyond es- tablished industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all fi ve forces defi nes an industry’s structure and shapes the nature of competitive interaction within an industry. As different from one another as industries might appear on the surface, the underlying driv- ers of profi tability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care 1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy 80 Harvard Business Review | January 2008 | hbr.org delivery industry in Europe. But to understand industry competition and profi tability in each of those three cases, one must analyze the industry’s underlying structure in terms of the fi ve forces. (See the ex- hibit “The Five Forces That Shape Industry Competition.”) If the forces are intense, as they are in such industries as airlines, textiles, and ho- tels, almost no company earns attractive returns on investment. If the forces are benign, as they are in industries such a ...

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Awareness of the fi ve forces can help a company understand the structure of its industry and stake out a position that is more profi table and less vulnerable to attack. 78 Harvard Business Review | January 2008 | hbr.org 1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM P e te r C ro w th e r Editor’s Note: In 1979, Harvard Business Review published “How Competitive Forces Shape Strat- egy” by a young economist and associate professor, Michael E. Porter. It was his fi rst HBR article, and it started a revolution in the strategy fi eld. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corpora- tions, regions, nations, and, more recently, health care and philanthropy. “Porter’s fi ve forces” have shaped a generation of academic research and business practice. With prodding and assistance from Harvard Business School Professor Jan Rivkin and longtime colleague Joan Magretta, Porter here reaffi rms, updates, and extends the classic work. He also addresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today. THE FIVE COMPETITIVE FORCES THAT by Michael E. Porter hbr.org | January 2008 | Harvard Business Review 79 SHAPE IN ESSENCE, the job of the strategist is to under- STRATEGYSTRATEGY stand and cope with competition. Often, however, managers defi ne competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profi ts goes beyond es- tablished industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all fi ve forces defi nes an industry’s structure and shapes the nature of competitive interaction within an industry. As different from one another as industries might appear on the surface, the underlying driv- ers of profi tability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care 1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy 80 Harvard Business Review | January 2008 | hbr.org delivery industry in Europe. But to understand industry competition and profi tability in each of those three cases, one must analyze the industry’s underlying structure in terms of the fi ve forces. (See the ex- hibit “The Five Forces That Shape Industry Competition.”) If the forces are intense, as they are in such industries as airlines, textiles, and ho- tels, almost no company earns attractive returns on investment. If the forces are benign, as they are in industries such a.

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Industry Analysis Recall from the first session that a major tension in business-level strategy is whether it should be resource-driven or market-driven. The role of market is quite starkly evident in the strategies of console gaming firms. It has become increasingly difficult to develop major next generation breakthroughs in consoles, because they already feature cutting-edge graphics and motion features. Customers are delaying replacing older consoles with the new consoles, and are increasingly switching the use of consoles to watch movies, hurting the ability of console makers to make money by selling many expensive games to console owners. New entrants in social and mobile sectors are offering cheap games that are accessible anywhere online and that have a social aspect and are gaining popularity. Console gaming firms have responded by offering strip-down online versions of their console games, but these strategies have not been successful as they do not offer meaningful experiences the customers are looking for. The challenge is to design the right business model. Porter’s five forces framework helps to analyze the structural attractiveness of an industry, in order to assess the profit potential of the firms holding intermediate positions within a value system. The objective of the five forces analysis is to improve value capture, as opposed to improving value creation. The analysis assumes that it is not possible to change participant behavior directly; the firms must strive to reposition themselves or change the industry structure in order to bring about a change in participant behavior. For instance by making a market more difficult to enter for others, the behavior of potential new entrants will be impacted, as they will be less likely to enter the market. The first force is the threat of new entrants. The concept of entry barriers implies that substantial costs, time and investment are required to enter an industry. The higher the entry barriers, the less likely are the new firms to enter the industry. Entry barriers depend on three sub-factors: (1) ease of building supply, which depend on access to difficult-to-trade resources, capabilities, and core competencies, reachable capital requirements, and liberal regulatory policies. (2) ease of building demand, which depend on penetrability of customer relations of existing firms, insufficient switching costs, and rapid market renewal. (3) expected retaliation from existing firms, which depend on their fighting back ability based on resources and historical behavior, their exit barriers, and if the industry growth is sufficient to accommodate additional entrants. Using the opening case, think about how easy is it to build the supply of attractive consoles and popular games in the console gaming industry? How easy has it been for the new rivals to penetrate customer relationships? How strong has been the retaliation from the console gaming firms? The second.

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Components of Theory This design represents the components or layers of nursing theory. My vision of the relationship of the nursing metapardigm is viewed as big overall ideas of which all other components must have application to. Philosophies are far-reaching and involve broad concepts and statements about beliefs that guide nursing practice. Nursing models and nursing theories are developed from nursing philosophies (Alligood, 2014). Nursing models include the metaparadigms and are still fairly complex and abstract. Grand theories actually overlap somewhat with models and are the corner stone for further theory development (Alligood, 2014). Nursing theories become more focused, less abstract, and easier to directly apply to nursing practice and research. Middle range theories are less abstract and more readily applied to nursing practice and research. The least abstract component of nursing theory is the practice-specific theory, which is used to guide specific practice areas or specific populations of patients (Alligood, 2014). Reference Alligood, M. R. (2014). Nursing theory: Utilization & application (5th ed.). Maryland Heights, MO: Mosby Elsevier. 1 Metaparadigm Grand Theory Theory Middle Range Theory and PST Models Philosophies Learn WEEK 1 IT’S A DIGITAL WORLD ASSIGNMENT 1 STRATEGIC COMMUNICATIONS PLAN Due Week 4, worth 150 points The ability to effectively communicate is one of the most in demand and sought after skills in today’s workforce. As a business professional, you will be expected to not only communicate in a clear and concise way, but to do so strategically. These communication skills are necessary to manage personnel effectively and to drive your organization toward its strategic goals and outcomes. Effective communication starts with planning. By developing a strategic communications plan you will be more intentional in your messages and the actions you ask of your audience. This plan is the foundation for Assignments 2 and 3. INSTRUCTIONS Create a written strategic communications plan for the professional communication challenge or opportunity of your choice. Your plan should include the following components and may be written in a professional report format. See the formatting requirements for additional information. grego Highlight 1. Description a) What is your challenge or opportunity? b) Why is this professionally important to you? 2. Goal a) What goal or outcome do you want to achieve with this communication? i. Is it clear, concise, and actionable? 3. Audience a) Who is your target audience? i. What are the professional positions of the audience members? ii. What demographic characteristics will the audience comprise? iii. What is your relationship to the audience? iv. What background knowledge and expertise does the audience have? v. What does the audience know, feel about, and expect concerni.

Components of TheoryThis design represents the components .docx

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Components of CryptographyChapter 3© Copyright 2012-2013.docx

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*Components of a Crime -act itself (the actus reus or guilty act); -requisite mental state/intent (the mens rea or guilty mind); and -causation; harm that is the result of the act that was committed. The accused performed the act that caused the harm with the intent to cause that harm. Questions Explain what criminal law is, the classification of crimes, and its purpose. Describe the criminal procedure process from arrest through trial. Describe several of the more common crimes that occur in the healthcare setting. .

Components of a Crime-act itself (the actus reus or gui.docx

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Compliance with the American Psychological Association (APA)1 standards is required in all your assignment submissions in this class. I know that APA and writing compliance is challenging. Please use this checklist to ensure you comply with APA standards. I will mark but not explain APA and writing errors in your papers. You will need to refer to this document to identify the correction to the marked items. Abstract Abstract #1: An abstract is included for any assignment where the body of the paper is over two pages. Abstract #2: The word Abstract is used as the level one heading. Abstract #3: The abstract is on a page by itself right after the cover page. Abstract #4: The abstract provides a sufficient overview of the paper in one paragraph of 250 words or fewer. Citations Citations #1: All ideas, concepts, and information gleaned from a source include a proper citation of that source. Citations #2: All quotations include author, date, and page number(s) citation. If a page number is not available because of the format of the source, the citation includes a section name and/or a paragraph number. Citations #3: All sacred text quotations include book, chapter, verse, and version citation. Citations #4: Quotation marks are only used for quotations. Emphasis is shown by using italics. Figures Figures #1: All charts, graphs, plots, and screenshots are labeled as figures. Figures #2: All programming code and mathematical equations use single spacing and are placed in a box and labeled as figures and placed either in the body of the paper or in appendices. All programming code longer than one page is placed in an appendix. Figures #3: All figures are full width, stretching from the left margin to the right margin, and the content is readable. Figures #4: Labels for all figures are below the figure, left-justified, and are formatted correctly as shown on the next line. The X represents the figure number. Figure X. Descriptive title. Figures #5: All figures taken from a source include a full citation with the author, year, and page number at the end of the figure label. Headings Headings #1: Headings are used as signposts that keep the writer focused and guide the reader. Headings #2: The content under every heading is at least one-half page. Headings #3: All level one headings are the same font-size as the text, centered, bold, the first letter of each word is capitalized, and the headings appear on a line by themselves. Headings #4: All level two headings are the same font-size as the text, left-justified, bold, the first letter of each word is capitalized, and the headings appear on a line by themselves. Headings #5: All level three headings are the same font-size as the text, left-justified, bold, only the first letter is capitalized, and each heading is the first sentence of a paragraph with a period at the end of the heading. APA & Writing Checklist 2019.12.14 Page 1 Running Head Running Head #1: The title of the p.

Compliance with the American Psychological Association (APA)1 stan.docx

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Compnay name Enron As this compnay was involved in scandal need.docx

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Compliance Issues Worksheet Your Name: First and last Your E-mail Address: Your email hereInstructions Use this worksheet to complete Prompt 6 of the OM002 Assessment. Scenario Compliance Issue Recommended Course of Action Example: A patient is discharged without proper instructions for prescribed medication. Violation of NPSG.03.06.01 Investigate why proper discharge protocols were not utilized. A recent patient at your hospital contracts Methicillin-resistant Staphylococcus aureus (MRSA). All proper infection-control guidelines were followed. No violation occurred. Contact Infection control staff immediately and report the incidence as required. A phlebotomist does not wash her hands before a blood draw for a post-operative patient. A patient complains that her hospital identification bracelet is causing a rash. She removes and discards it. The nurse administers medication based on a verbal identification because she recognizes the patient from her previous two shifts. A patient with no known drug allergies is given a drug. The patient has a reaction to the drug, goes into anaphylactic shock, and dies. An obese hospital patient requests that an aide help him to the bathroom. The aide requests assistance, but no one is available. The aide escorts the patient alone, and the patient falls. A nurse in the intensive care unit (ICU) disables an alarm on a machine used to monitor a critically ill patient. When asked about his decision to disable the alarm, he claims the beeping was bothering family members visiting the patient. The patient is treated without incident. The cleaning staff frequently positions a linen cart so that it blocks access to a fire door in a hospital corridor. A hospital built in the 1970s does not meet the new fire safety codes. A blood test indicates an emergency room patient has a serious and highly contagious disease. The blood test results are reported to the attending physician 90 minutes after they are known. An experienced nurse does not label oral medications for his intensive care unit (ICU) patients because he can identify the medications based on the shape and color of the pills. A healthy young women checks into the hospital for a minor outpatient procedure. She recognizes the pre-op nurse from her volleyball league. When the nurse asks about what medications she is taking, she withholds that she is taking antidepressants and anti-anxiety medications. During a pre-procedure verification, an elderly patient with early-stage dementia insists that her left hip will be replaced. Records indicate that her right hip is to be replaced. The operating room (OR) is behind schedule but the surgical team delays the operation to consult with the patient’s family. A surgeon delegates the marking of the procedure site for an upcoming surgery to a surgical resident. The operating room (OR) is running almost 2 hours behind schedule. A surgeon has six routine operations. He skips the time-out before th.

Compliance Issues WorksheetYour Name First and lastYour E-m.docx

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COMPLIANCE PLANS1Compliance Plans.docx

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Complex Nature of Inequality Instructions: Step 1: Respond to the following: Select one of topics covered this week: 1. Gender 2. Race & Ethnicity Reflect on inequality in your selected topic and how it fits into the larger topic of stratification and sociological theory. Your contributions should function to maintain a conversation about the different aspects of inequality and how they fit into the larger social system. Be sure to reference materials from the module to support your assertions. 200 Words with reference and APA style .

Complex Nature of InequalityInstructionsStep 1 Respond.docx

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Complex Selection Process”Some organizations set up a long .docx

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