Search results
Results From The WOW.Com Content Network
Double marginalization is a vertical externality that occurs when two firms with market power (i.e., not in a situation of perfect competition), at different vertical levels in the same supply chain, apply a mark-up to their prices. [1]
A vertical merger occurs when two firms combine across the value chain, such as when a firm buys a former supplier (backward integration) or a former customer (forward integration). When there is no strategic relatedness between an acquiring firm and its target, this is called a conglomerate merger (Douma & Schreuder, 2013).
Some businesses may choose to shut down prior to an expected failure. Others may continue to operate until they are forced out by a court order. The Small Business Administration, in an article on small business failure, [2] lists additional reasons for failure from Michael Ames' book on "Small Business Management": [3] lack of experience
Incumbent firms can eliminate the possibility of competition from entering firms by acquiring enough shares from the target firm in order to gain a desired level of control. [10] Predatory acquisitions occur when one firm seeks to purchase a share of a smaller target firm anonymous to the management of the target firm. [11]
Unresolved conflict in the workplace has been linked to miscommunication resulting from confusion or refusal to cooperate, quality problems, missed deadlines or delays, increased stress among employees, reduced creative collaboration and team problem solving, disruption to work flow, knowledge sabotage, [17] [18] decreased customer satisfaction ...
The information asymmetry problem occurs in a scenario where one of the two people has more or less information than the other. In the context of public administration, bureaucrats have an information advantage over the government and ministers as the former work at the ground level and have more knowledge about the dynamic and changing situation.
Horizontal conflict occurs among firms at the same level of the channel. For example, two franchises who open two restaurants across the street from each other would be in a horizontal conflict or when one firm in a distribution channel offers lower prices than the members of the distribution channel and therefore attract more customers.
A strategic alliance is an agreement between two or more players to share resources or knowledge, to be beneficial to all parties involved. It is a way to supplement internal assets, capabilities and activities, with access to needed resources or processes from outside players such as suppliers, customers, competitors, companies in different industries, brand owners, universities, institutes ...