美国论文辅导佛罗里达州立大学：议价能力

买家数量，转换成本和买家集中度与企业集中度等因素正在降低买家的议价能力，而其他因素如价格敏感度，转换成本和产品的独特性正在增加买家的讨价还价能力，因此可以说买方的议价能力适中。从以上分析可以推断出供应商的议价能力较低。所有影响买方讨价还价能力的因素，如转换成本，供应商竞争，投入差异和无法整合都表明供应商的议价能力较低。从上述分析可以推断出新进入者的威胁程度较低。行业盈利能力，规模经济，分销渠道渠道，既定品牌标识等因素;成本绩效优势，客户忠诚度和资本要求向我们表明新进入者的威胁相当低。从上述分析我们可以推断出竞争对手的高度。价格战等因素;类似规模的参与者，专业产品，差异化，周期性需求，下降的增长率和低退出壁垒表明竞争对手之间的竞争非常激烈。资源/能力框架是一种用于确定公司可用的战略资源的工具。公司的竞争优势来自公司的核心竞争力。它显示了公司所拥有的内容与公司所拥有的内容之间的关系，以及其竞争对手如何将其能力和资源视为机遇或威胁。 （赞德，2000年）

美国论文辅导佛罗里达州立大学：议价能力

Factors like buyer volume, switching costs and buyer concentration to firm concentration ratio are decreasing the bargaining power of buyers while the other factors like price sensitivity, switching costs and uniqueness of the products are increasing the bargaining power of buyers so it would be appropriate to say that the bargaining power of buyers is moderate.From the above analysis we can deduce that the bargaining power of suppliers is low. All the factors influencing the bargaining power of buyers like switching costs, supplier competition, differentiation in inputs and inability to integrate forward show that the bargaining power of suppliers is low.From the above analysis we can deduce that the threat of new entrant is low. Factors like industry profitability, economies of scale, access to distribution channels, established brand identities; cost performance advantages, customer loyalty and capital requirements show us that the threat of new entrants is pretty low.From the above analysis we can deduce that the rivalry is high. Factors like price wars; similar size of the players, specialized products, differentiation, cyclical demand, declining growth rate and low exit barriers is showing that the rivalry is intense among the competitors. Resource/Competency framework is a tool which is used to determine the strategic resources that are available to the company. The competitive advantage of a company is gained from the core competencies of the company. It shows the relationship between what the companies has and what the company does with what it has and how its competitors could view their competencies and resources as an opportunity or a threat. (Zander, 2000)