Switching barriers

stations de base et permet gère la répartition des ressources. Le contrôleur et les stations de base forment ce que l’on appelle « sous-système radio ». La station de contrôle est reliée au centre de commutation du service mobile (ou MSC pour Mobile Switching Center) qui fait la liaison avec internet et le réseau de téléphonie publique. L’utilisateur est identifié, ses droits sont vérifiés. Si l’utilisateur est dans son droit alors le MSC transmet l’appel au réseau public et demande au BSC de réserver

……57Tableau IV.6 : Simulation avec quatre antennes 57 Liste des abréviations GSM: Global System for Mobile Communications BTS : Base Transceiver Station BSC : Base Station Controller AuC: Authentication Center NSS : Network Switching Center MSC: Mobile Switching Center HLR: Home Location Register VLR: Visitor Location Register IMEI: International Mobile station Equipment Identity EIR:  Equipment Identity Register OMC: Operation and Maintenance Center IDP: Indoor Dominant Path. LOS: Line

investment to deter new competitors. The threat of entry in an industry depends on the height of entry barriers that are present and on the reaction entrants can expect from incumbents. If entry barriers are low and newcomers expect little retaliation from the entrenched competitors, the threat of entry is high and industry profitability is moderated. Barriers to entry. Entry barriers are advantages that incumbents have relative to new entrants. There are seven major sources: Supply-side

2007 the growth rate has been growing slowly High fixed costs Exit barriers are high / a tough competition Low differentiation between tour operators 29% 21% 13% 21% 8% 8% Smaller companies Others TUI Thomas Cook     My travel Rewe Touristik The threats of substitutes Using an other tour operator Doing it by yourself   The bargaining power of the buyers Buyers’ concentration Costs of switching Vertical integration Weak ( - ) None Existing (+ ) HIGH POWER

park (example aquatic). This service is really simple for customers who are only “spectator” (they don’t have to control the ride). But each theme park has the same difficulties to control the seasonality and the economy of scale and the same exit barriers which are high, because you can’t easily sell a theme park and it’s not free to dismantle... Threat substitutes: they constitute an important threat, because they are many and have many advantages with regard to theme park. Indeed most of substitutes

threat of new entrants is usually based on the market entry barriers. They can take diverse forms and are used to prevent an influx of firms into an industry whenever profits, adjusted for the cost of capital, rise above zero. In contrast, entry barriers exist whenever it is difficult or not economically feasible for an outsider to replicate the incumbents’ position (Porter, 1980b; Sanderson, 1998) The most common forms of entry barriers, except intrinsic physical or legal obstacles, are as follows:

assessing the external environment is to determine the effects of environmental changes and trends on the strategic management of the firm. 7. Typically, fast industry growth increases an industry's rivalry. 8. A low-cost leader may create entry barriers to potential entrants by continually improving its levels of efficiency. Multiple Choice Identify the letter of the choice that best completes the statement or answers the question. 9. a. b. c. d. Which of the following results from the integration

competition emerges from a high number of competitors: SUNDAY, People, Smartphone, CSL, New World, Hutchison BARGAINING POWER OF BUYERS  The bigger the pool of mobile operators, the higher the bargaining power of buyers. Buyers have very low switching costs. SUBSTITUTES  The only possible substitutes are: fixed phones and Internet (e.g. Skype) * Porter, M., “How competitive forces shape strategy“, Harvard Business Review, 1997 2. The industry 2.2 Industry attractiveness Conclusion

Charles Darwin Summary This study is a part of an evaluation of the potential of a new business concept within the field of management consulting. The study is written to give insight of the functionality of the concept as well as the market barriers that a new company can expect to encounter if it decides to start up a business based on the concept. Indirect Management Consulting (IMC) is a new and unproven concept within change management consultancy and can in a simplified manner be described

Strategy II Conditions likely to make rivalry severe: more detail • • • • • • • • • • Undifferentiated products Low switching costs for customers Strong exit barriers Excess capacity Intensity of competition Ease of collusion Presence of many sellers Some firms’ cost advantage over others Inability to adjust prices quickly Large and infrequent sales orders Absence of “facilitating practices” Absence of a history of cooperative pricing Managing Rivals • Potential Entrants • Deter