Answer: THREAT OF SUBSTITUTE PRODUCTS.
Explanation:Porter's model was developed by a Harvard business school Lecturer known as Michael E. Porter in 1979. Michael E. Porter developed a Five Forces model that identifies and analyzes five competitive forces that shape every industry, and determines an industry's weaknesses and strengths.
The five competitive forces are as follows;
COMPETITIVE RIVALRY which determines the strength and number of your competitors.
SUPPLIER POWER which determines the uniqueness of the supplies given to you by your suppliers and the number of suppliers you have etc.
BUYER POWER which evaluates how many buyers you have,how easy it is for them to buy your products etc.
THREAT OF SUBSTITUTION which evaluates how easy it is for your buyers to buy another substitutes to your product etc.
THREAT OF NEW ENTRY which evaluates the ability or easy access of new products to penetrate the market,how well you are to maintain your strength etc.
Answer:
Wyatt
Explanation:
High outcome interpendence is a concept that encourages cooperation between members on a team. It shows that if a team wins all members will benefit, and if the team fails all members will be adversely affected.
In this scenario Wyatt who is a slacker in the team of Nick will stand to gain more.
In a high outcome interpendence scenario Nick will be forced to improve on the performance of Wyatt in order to meet team objectives.
The other average workers will only gain a little from increased cooperation.
Answer:
Go to your financial institution
Endorse the check and return it to whoever gave it to you
Answer:
C) Several of the characteristics of a high performing strategic leader.
Explanation:
Nishimatsu established several policies (e.g. open-door, eating with employees, etc.) to decentralize planning strategies.
Nishimatsu also had the habit of talking with flight attendants and other low level employees as a way of being well informed about the airline's operations.
He even decided to take a wage cut when the airline was in financial trouble, which is extremely uncommon for a CEO.
Nishimatsu's behavior and traits made the employees have a very positive opinion of him, and they felt he was approachable and a true leader.
