052 strategy competitors competitive rivalry competitive behavior and competitive dynamics

rivalry, competitive behavior, and rivalry, competitive behavior, and

S S TRATEGIC _TRATEGIC competitive dynamics competitive dynamics

A A CTIONS: _CTIONS:

S TRATEGY S TRATEGY F F ORMULATION _ORMULATION

Strategic Management Strategic Management

Management of Strategy Management of Strategy

Competitiveness and Globalization: Competitiveness and Globalization:

Concepts and Cases Concepts and Cases _{Seventh edition}

Concepts and Cases _{© ©} _{The University of West Alabama The University of West Alabama} _{PowerPoint Presentation by Charlie Cook PowerPoint Presentation by Charlie Cook} _{2007 Thomson/South - 2007 Thomson/South - Western. Western.} Concepts and Cases _{All rights reserved.} Michael A. Hitt _{All rights reserved.}

• R. Duane Ireland • Robert E. Hoskisson

NOWLEDGE BJECTIVES NOWLEDGE BJECTIVES K O K O

Studying this chapter should provide you with the strategic

management knowledge needed to:

1. Define competitors, competitive rivalry, competitive behavior, a nd

competitive dynamics. competitive dynamics.

2. Describe market commonality and resource similarity as the

2. Describe market commonality and resource similarity as the building blocks of a competitor analysis. building blocks of a competitor analysis.

3. Explain awareness, motivation, and ability as drivers of competi Explain awareness, motivation, and ability as drivers of competi tive tive behavior. behavior.

4. Discuss factors affecting the likelihood a competitor will take

4. Discuss factors affecting the likelihood a competitor will take competitive actions. competitive actions.

5. Discuss factors affecting the likelihood a competitor will respo nd to

actions taken against it. actions taken against it.

6. Explain competitive dynamics in slow Explain competitive dynamics in slow - - - cycle, fast cycle, fast cycle, and cycle, and - _{© 2007 Thomson/South-Western. All rights reserved.} - - standard standard cycle markets. cycle markets. ₅

Competitors Competitors

Firms operating in the same market, offering similar

Firms operating in the same market, offering similar products and targeting similar customers. products and targeting similar customers.

Competitive Rivalry Competitive Rivalry

The ongoing set of competitive actions and responses

The ongoing set of competitive actions and responses occurring between competitors. occurring between competitors.

Competitive rivalry influences an individual firm

’ ’ s

s ability to gain and sustain competitive advantages. ability to gain and sustain competitive advantages.

competitive advantages and to improve its market position. position.

The total set of actions and responses taken by all

Competitive Dynamics Competitive Dynamics

Firms competing against each other in several product or geographic markets. product or geographic markets.

Firms competing against each other in several

Competition Competition

Multimarket Multimarket

competitive advantages and to improve its market

responses the firm takes to build or defend its

The set of competitive actions and competitive

Competitive Behavior Competitive Behavior

The total set of actions and responses taken by all firms competing within a market. firms competing within a market.

Competitors Competitors

To gain an advantageous To gain an advantageous market position market position

Competitive Behavior Competitive Behavior

Competitive actions Competitive actions

Competitive responses Competitive responses Competitive Dynamics Competitive Dynamics Competitive actions and responses taken Competitive actions and responses taken by all firms competing in a market by all firms competing in a market Engage in Why? How? What Results? What Results? Competitive Competitive Rivalry Rivalry

5.1

From Competitors to Competitive Dynamics Source: Adapted from M.-J. Chen, 1996, Competitor analysis and interfirm rivalry: Toward _{a theoretical integration, Academy of Management Review, 21: 100} _–134.

How well it anticipates competitors

How well the firm anticipates and responds to its

s business

’ ’ s business

Has the strongest influence on the firm

Affects all types of strategies.

Competitive rivalry: Competitive rivalry:

’ initial actions. initial actions.

’

competitors

How well the firm anticipates and responds to its

responses to them. them.

responses to

’

How well it anticipates competitors

’ s initial competitive actions. s initial competitive actions.

’

The firm

Success of a strategy is determined by: Success of a strategy is determined by:

’ ’ s Effect on Strategy s Effect on Strategy

Affects all types of strategies.

level strategy or strategies.

level strategy or strategies.

s actions and responses.

’ ’ s actions and responses.

Competitors feel each other

responses from its competitors. responses from its competitors.

’ s competitive actions elicit competitive s competitive actions elicit competitive

’

A firm

on its competitors. on its competitors.

’ s competitive actions have noticeable effects s competitive actions have noticeable effects

’

A firm

Firms are mutually interdependent Firms are mutually interdependent

Marketplace success is a function of both Marketplace success is a function of both individual strategies and the consequences of individual strategies and the consequences of their use. their use. A Model of Competitive Rivalry A Model of Competitive Rivalry

Drivers of Competitive Drivers of Competitive Competitive Analysis Competitive Analysis Behavior Behavior

Market commonality Market commonality

Awareness Awareness Resource similarity Resource similarity

Motivation Motivation

Ability Ability Feedback Feedback Interfirm Rivalry Interfirm Rivalry

Likelihood of Attack Likelihood of Attack

First mover incentives - - First mover incentives Outcomes Outcomes

Organizational size Organizational size

Market position Market position Quality Quality

Financial Financial

Likelihood of Response Likelihood of Response performance performance Type of competitive action Type of competitive action

Reputation Reputation

5.2

Source: Adapted from M.-J. Chen, 1996, Competitor analysis and interfirm rivalry: _{Toward a theoretical integration, Academy of Management Review, 21: 100 –134.}

Competitor analysis is used to help a firm Competitor analysis is used to help a firm understand its competitors. understand its competitors.

The firm studies competitors The firm studies competitors

’ ’ future objectives, future objectives, current strategies, assumptions, and capabilities. current strategies, assumptions, and capabilities.

With the analysis, a firm is better able to predict

competitors competitors

’ ’ behaviors when forming its behaviors when forming its competitive actions and responses. competitive actions and responses.

The degree of importance of the individual markets to

Market commonality is concerned with: Market commonality is concerned with:

The number of markets with which a firm and a

The number of markets with which a firm and a competitor are jointly involved. competitor are jointly involved.

The degree of importance of the individual markets to each competitor. each competitor.

Firms competing against one another in several

or many markets engage in multimarket or many markets engage in multimarket competition. competition.

A firm with greater multimarket contact is less likely to

initiate an attack, but more likely to more respond

initiate an attack, but more likely to more respond aggressively when attacked. aggressively when attacked.

resources are to a competitor

Use similar strategies.

Have similar strengths and weaknesses.

Firms with similar types and amounts of Firms with similar types and amounts of resources are likely to: resources are likely to:

s in terms of both types and amounts. and amounts.

s in terms of both types

’

resources are to a competitor

s tangible and intangible

’

How comparable the firm

Resource Similarity Resource Similarity

Have similar strengths and weaknesses.
Use similar strategies.

Assessing resource similarity can be difficult if

Assessing resource similarity can be difficult if critical resources are intangible rather than critical resources are intangible rather than tangible. tangible.

5.3

A Framework of Competitor Analysis Source: Adapted from M.-J. Chen, 1996, Competitor analysis and interfirm rivalry: _{Toward a theoretical integration, Academy of Management Review, 21: 100 –134.}

Market commonality Market commonality

Awareness is Awareness is

the extent to which

competitors recognize the

degree of their mutual

interdependence that

results from:

Resource similarity

Resource similarity Awareness Awareness Drivers of Competitive Behavior (cont

d) Drivers of Competitive Behavior (cont

d) ’

’

Awareness Awareness Motivation concerns

Motivation concerns

the firm s incentive to take the firm s incentive to take

’ ’ action action

Motivation Motivation

or to respond to a or to respond to a competitor s attack competitor s attack

’ ’

and relates to perceived

d) Drivers of Competitive Behavior (cont

d) ’

’

Ability relates to

Awareness Awareness

each firm s resources each firm ’ s resources ’
the flexibility these the flexibility these

Motivation Motivation resources provide resources provide

Without available

resources the firm lacks

Ability Ability the ability to

the ability to

attack a competitor attack a competitor

’ ’

A firm is more likely to attack A firm is more likely to attack

’ ’

the rival with whom it has low the rival with whom it has low market commonality than the market commonality than the one with whom it competes in one with whom it competes in multiple markets. multiple markets.

Given the strong competition Given the strong competition under market commonality, it is under market commonality, it is likely that the attacked firm will likely that the attacked firm will respond to its competitor respond to its competitor

’ ’ s s action in an effort to protect its action in an effort to protect its position in one or more position in one or more markets. markets.

Awareness Awareness

Motivation Motivation

Market Market

Commonality Commonality

Ability Ability

’ ’

The greater the resource The greater the resource imbalance between the acting firm imbalance between the acting firm and competitors or potential and competitors or potential responders, the greater will be the responders, the greater will be the delay in response by the firm with a delay in response by the firm with a resource disadvantage. resource disadvantage.

When facing competitors with When facing competitors with greater resources or more greater resources or more attractive market positions, firms attractive market positions, firms should eventually respond, no should eventually respond, no matter how challenging the matter how challenging the response. response.

Awareness Awareness

Motivation Motivation

Resource Resource

Dissimilarity Dissimilarity

Ability Ability

Market Market

Commonality Commonality

A strategic or tactical action the firm takes to counter

Competitive Action Competitive Action

A strategic or tactical action the firm takes to build or

defend its competitive advantages or improve its

market position. market position.

Competitive Response Competitive Response

A strategic or tactical action the firm takes to counter

the effects of a competitor

’

’ s competitive action. s competitive action.

Usually involves fewer resources.
Is relatively easy to implement and reverse.

Usually involves fewer resources.

strategy:

tune a

based move that is taken to fine

A market

Tactical Action (or Response) Tactical Action (or Response)

A market

commitment of organizational resources and is difficult to implement and reverse. difficult to implement and reverse.

commitment of organizational resources and is

based move that involves a significant

A market

Strategic Action (or Response) Strategic Action (or Response)

Is relatively easy to implement and reverse. Factors Affecting Likelihood of Attack Factors Affecting Likelihood of Attack

First movers allocate funds for:

First movers allocate funds for: First First Mover • - Mover -

Product innovation and Incentives Product innovation and

Incentives development development

Aggressive advertising Aggressive advertising

First Mover

A firm that takes an Advanced research and Advanced research and initial competitive action development development in order to build or

First movers can gain: First movers can gain: defend its competitive

The loyalty of customers who may

The loyalty of customers who may

advantages or to become committed to the firm s become committed to the firm s

’ improve its market

’ goods or services. goods or services. position.

Market share that can be difficult Market share that can be difficult for competitors to take during for competitors to take during future competitive rivalry. future competitive rivalry.

d) Factors Affecting Likelihood of Attack (cont

d) ’

’

Second mover responds to the first Second mover responds to the first

First Mover First Mover mover mover s competitive action, typically s competitive action, typically ’

’ through imitation: through imitation:

Second Mover Second Mover

Studies customers reactions to Studies customers reactions to

’ ’

Incentives Incentives product innovations. product innovations.

Tries to find any mistakes the first

Tries to find any mistakes the first mover made, and avoid them.

mover made, and avoid them.

Can avoid both the mistakes and Can avoid both the mistakes and

the huge spending of the first
the huge spending of the first movers. movers.

May develop more efficient May develop more efficient processes and technologies. processes and technologies.

Late mover responds to a Late mover responds to a

’ ’

competitive action only after competitive action only after considerable time has elapsed. considerable time has elapsed.

Any success achieved will be slow Any success achieved will be slow in coming and much less than that in coming and much less than that achieved by first and second achieved by first and second movers. movers.

Late mover Late mover

’ ’ s competitive action s competitive action allows it to earn only average allows it to earn only average returns and delays its returns and delays its understanding of how to create understanding of how to create value for customers. value for customers.

First Mover First Mover

Second Mover Second Mover

Late Mover Late Mover Factors Affecting Likelihood of Attack (cont

d) Factors Affecting Likelihood of Attack (cont

d) ’

’

Small firms are more likely: Small firms are more likely:

First Mover First Mover

To launch competitive actions. To launch competitive actions.
To be quicker in doing so. To be quicker in doing so.

Second Mover Second Mover

Small firms are perceived as: Small firms are perceived as:

Nimble and flexible competitors

Nimble and flexible competitors
Relying on speed and surprise to Relying on speed and surprise to

Late Mover Late Mover defend competitive advantages or defend competitive advantages or develop new ones while engaged in develop new ones while engaged in Organizational competitive rivalry.

Organizational competitive rivalry.

Size Small - Size Small -

Having the flexibility needed to Having the flexibility needed to

launch a greater variety of launch a greater variety of competitive actions. competitive actions.

Large Large

Size

Organizational Size

Second Mover Organizational

First Mover Second Mover

Former CEO, Southwest Airlines Former CEO, Southwest Airlines First Mover

Herb Kelleher Herb Kelleher

’ ’ ll get ll get smaller. Think and act small and smaller. Think and act small and we we

’ ’ ll get bigger. ll get bigger.

Think and act big and we Think and act big and we

Large organizations commonly Large organizations commonly have the slack resources required have the slack resources required to launch a larger number of total to launch a larger number of total competitive actions competitive actions

Large firms are likely to initiate Large firms are likely to initiate more competitive actions as well as more competitive actions as well as strategic actions during a given time strategic actions during a given time period period

’ ’

Late Mover Late Mover Factors Affecting Likelihood of Attack (cont

d) Factors Affecting Likelihood of Attack (cont

d) ’

’ First Mover

First Mover

Quality exists when the firm s

’

goods or services meet or

Second Mover exceed customers Second Mover exceed customers

’

expectations

Product quality dimensions

Late Mover Late Mover include:

include:

Performance Conformance Performance Conformance

Organizational Organizational

Size Size

Features Serviceability   Features Serviceability  

Flexibility Aesthetics

Flexibility Aesthetics  

Quality Quality

Durability Durability Perceived Perceived

5.1

Product Quality Dimensions

1. Performance —Operating characteristics

2. Features —Important special characteristics

3. Flexibility —Meeting operating specifications over some period of time

4. Durability —Amount of use before performance deteriorates

5. Conformance —Match with preestablished standards

6. Serviceability —Ease and speed of repair

7. Aesthetics —How a product looks and feels

8. Perceived quality —Subjective assessment of characteristics (product image) _{© 2007 Thomson/South-Western. All rights reserved.} _{Press; D. Garvin, 1988, Managed Quality: The Strategic and Competitive Edge, New York:The Free Press.} _{Paul, MN:West Publishing Company; H.V. Roberts & B. F. Sergesketter, 1993, Quality Is Personal, New York:The Free} SOURCES: Adapted from J.W. Dean, Jr., & J. R. Evans, 1994, Total Quality: Management, Organization and Society, St. ₅ Factors Affecting Likelihood of Attack (cont

d) Factors Affecting Likelihood of Attack (cont

d) ’

’ First Mover

First Mover

Second Mover Second Mover

Service quality dimensions

include:

Timeliness Timeliness

Late Mover Late Mover

Courtesy Courtesy

Consistency Consistency

Organizational Organizational

Convenience

Size  Convenience Size

Completeness Completeness

Quality Quality

Accuracy

Accuracy (Service)

5.1

5.1 Table Quality Dimensions of Goods and Services (cont

d) Table Quality Dimensions of Goods and Services (cont

d) ’ ’

Service Quality Dimensions

1. Timeliness —Performed in the promised period of time

2. Courtesy —Performed cheerfully

3. Consistency —Giving all customers similar experiences each time

4. Convenience —Accessibility to customers

5. Completeness —Fully serviced, as required

6. Accuracy —Performed correctly each time _{© 2007 Thomson/South-Western. All rights reserved.} _{Press; D. Garvin, 1988, Managed Quality: The Strategic and Competitive Edge, New York:The Free Press.} _{Paul, MN:West Publishing Company; H.V. Roberts & B. F. Sergesketter, 1993, Quality Is Personal, New York:The Free} SOURCES: Adapted from J.W. Dean, Jr., & J. R. Evans, 1994, Total Quality: Management, Organization and Society, St. ₅

defensible.

’ s market position becomes less s market position becomes less

’

Makes the firm

s ability to use its capabilities to create or maintain an advantage. create or maintain an advantage.

’ ’ s ability to use its capabilities to

Damages the firm

gain or produce stronger competitive advantages or an improvement in its market position. an improvement in its market position.

gain or produce stronger competitive advantages or

s capabilities to

’

Leads to better use of the competitor

’ ’ s action are taken s action are taken when the action: when the action:

Responses to a competitor Responses to a competitor

defensible.

Firms study three other factors to predict how a

competitor is likely to respond to competitive competitor is likely to respond to competitive actions: actions:

Type of competitive action

Reputation

Market dependence

Market dependence Factors Affecting Strategic Response Factors Affecting Strategic Response

Type of Type of

Strategic actions receive

Competitive Competitive strategic responses

strategic responses

Action Action

Strategic actions elicit fewer total Strategic actions elicit fewer total competitive responses. competitive responses.
The time needed to implement and

The time needed to implement and assess a strategic action delays assess a strategic action delays competitor competitor s responses. s responses.

’ ’

Tactical responses are taken to

counter the effects of tactical

actions

An actor is the firm taking an An actor is the firm taking an
Reputation is the positive or Reputation is the positive or

a competitor has taken

’ ’ s s

Actor Actor

Action Action

Competitive Competitive

Type of Type of

previously when attacked to predict likely responses. predict likely responses.

previously when attacked to

a competitor has taken

The firm studies responses that

one rival to another based on past competitive behavior. past competitive behavior.

negative attribute ascribed by negative attribute ascribed by one rival to another based on

action or response

’ ’

Reputation Reputation

Market dependence is the Market dependence is the

competitors with high market

Reputation Reputation

’ ’ s s

Actor Actor

Action Action

Competitive Competitive

Type of Type of

threatening their market position. position.

threatening their market

respond strongly to attacks

dependence are likely to

competitors with high market

In general, firms can predict that

revenues or profits are derived from a particular market. from a particular market.

revenues or profits are derived

’

extent to which a firm

’ ’

Dependence Dependence on the market on the market

Competitive Dynamics Competitive Dynamics

Ongoing actions and responses taking place Ongoing actions and responses taking place between between all firms all firms competing within a market competing within a market for advantageous positions. for advantageous positions.

Competitive Rivalry Competitive Rivalry

Ongoing actions and responses taking place Ongoing actions and responses taking place between between an individual firm an individual firm and its and its competitors competitors for advantageous market for advantageous market position. position.

market

cycle

) )

Market speed (slow

cycle, fast

cycle, and

standard

cycle

( (

Effects of market

speed on actions and

responses of all

competitors in the

market

All firms All firms

Competitive Dynamics Competitive Dynamics

Market commonality
Market speed (slow

size and quality

’ ’

Competitive Rivalry Competitive Rivalry

( (

Individual firms Individual firms

) )

Market commonality

and resource similarity

Awareness, motivation

and ability

First mover incentives,

size and quality

Competitive advantages are Competitive advantages are

All firms concentrate on

Cycle Cycle

Slow Slow

and extend proprietary competitive advantage. competitive advantage.

and extend proprietary

responses to protect, maintain

competitive actions and

All firms concentrate on

cycle markets.

sustainable in slow

Competitive advantages are

periods of time and imitation is costly. costly.

periods of time and imitation is

shielded from imitation for long

cycle markets.

Markets Markets

5.4

Gradual Erosion of a Sustained Competitive Advantage SOURCE: Adapted from I. C. MacMillan, 1988, Controlling competitive dynamics _{by taking strategic initiative, Academy of Management Executive, 11(2): 111} _–118.

-
Non Non

FIGURE FIGURE

Competitive advantages aren

’

t sustainable. sustainable.

Competitors use reverse engineering Competitors use reverse engineering to quickly imitate or improve on the to quickly imitate or improve on the firm firm

’ ’ s products s products

proprietary technology is

diffused rapidly

diffused rapidly Slow

Slow

Cycle Cycle

Markets Markets

Fast Fast

Cycle Cycle

somewhat expensively

Imitation happens quickly and

’

’ ’

The firm

’

s competitive

Imitation happens quickly and

s competitive

advantages aren

’

t shielded from

t shielded from imitation.

imitation.

Markets Markets

5.5

Developing Temporary Advantages to Create Sustained Advantage Advantage _{© 2007 Thomson/South-Western. All rights reserved.} _{taking strategic initiative, Academy of Management Executive, 11(2): 111} Source: Adapted from I. C. MacMillan, 1988, Controlling competitive dynamics by _–118. ₅ Competitive Dynamics (cont

d) Competitive Dynamics (cont

d) ’

’

Moderate cost of imitation may

Slow Cycle
Slow Cycle shield competitive advantages.

shield competitive advantages.

Markets Markets

Competitive advantages are

partially sustainable if their quality partially sustainable if their quality Fast - Cycle

Fast Cycle is continuously upgraded.

is continuously upgraded.

Markets Markets

Firms

Seek large market shares

Seek large market shares

Standard Cycle
Standard Cycle

Gain customer loyalty through brand Gain customer loyalty through brand

Markets Markets names names

052 strategy competitors competitive rivalry competitive behavior and competitive dynamics

Strategic Management Strategic Management

Dokumen yang terkait

The Effect of Organizational Commitment, Resource and the Prin- ciple of Budgeting to the Performance Employees in the Trade, Industry, Cooperatives and UKM Office Soppeng Regency

PENGARUH DANA ALOKASI UMUM, DANA ALOKASI KHUSUS, DAN PENDAPATAN ASLI DAERAH TERHADAP BELANJA LANGSUNG PEMERINTAH DAERAH DI PROVINSI SULAWESI BARAT The Influence of General Allocation Funds, Special Allocation Funds, and Local Original Income to Direct Gov

PENGARUH PENDIDIKAN FORMAL, KOMPETENSI, DAN PELATIHAN TERHADAP KINERJA PEGAWAI PADA DINAS PENDIDIKAN PROVINSI SULAWESI SELATAN The Influence of Formal Education, Competence, and Training on Employee Performance at Education Department of South Sulawesi Pr

PENGARUH KUALITAS SUMBER DAYA MANUSIA, KUALITAS PELAYANAN DAN KINERJA PEGAWAI TERHADAP KEPUASAN PELANGGAN PADA KANTOR SISTEM ADMINISTRASI MANUNGGAL SATU ATAP (SAMSAT) MAKASSAR 01 SELATAN The Effect of Human Resources Quality, and Service Quality Through E

PENGARUH TINGKAT PENDIDIKAN, MOTIVASI DAN KEDISIPLINAN TERHADAP KINERJA PEJABAT PENGELOLA INFORMASI DAN DOKUMENTASI (PPID) LINGKUP PEMERINTAH KABUPATEN BANTAENG Influence of Education Level, Motivation, and Discipline to the Performance of Information and

MENINGKATKAN KREATIVITAS PADA ANAK | Mulyati | Asian Journal of Innovation and Entrepreneurship

SOSIALISASI DAN PENYULUHAN NARKOBA | Fitri | Asian Journal of Innovation and Entrepreneurship

Using Supply Chain Operation Reference Model and Failure Mode and Effect Analysis to Measure Delivery Performance of a Distribution System (Case Study: Lotte Mart Indonesia)

Development Of Larvae Rainbow Fish Boesemani (Melanotaenia boesemani): Phase Depreciation of Yellow Egg, Forming Eyes and Opening of Mouth

Design and Implementation of Electronic Control System of Blood Pump for Hemodialysis Machine

Dukungan

Links

052 strategy competitors competitive rivalry competitive behavior and competitive dynamics

Strategic Management Strategic Management

Dokumen yang terkait

The Effect of Organizational Commitment, Resource and the Prin- ciple of Budgeting to the Performance Employees in the Trade, Industry, Cooperatives and UKM Office Soppeng Regency

PENGARUH DANA ALOKASI UMUM, DANA ALOKASI KHUSUS, DAN PENDAPATAN ASLI DAERAH TERHADAP BELANJA LANGSUNG PEMERINTAH DAERAH DI PROVINSI SULAWESI BARAT The Influence of General Allocation Funds, Special Allocation Funds, and Local Original Income to Direct Gov

PENGARUH PENDIDIKAN FORMAL, KOMPETENSI, DAN PELATIHAN TERHADAP KINERJA PEGAWAI PADA DINAS PENDIDIKAN PROVINSI SULAWESI SELATAN The Influence of Formal Education, Competence, and Training on Employee Performance at Education Department of South Sulawesi Pr

PENGARUH KUALITAS SUMBER DAYA MANUSIA, KUALITAS PELAYANAN DAN KINERJA PEGAWAI TERHADAP KEPUASAN PELANGGAN PADA KANTOR SISTEM ADMINISTRASI MANUNGGAL SATU ATAP (SAMSAT) MAKASSAR 01 SELATAN The Effect of Human Resources Quality, and Service Quality Through E

PENGARUH TINGKAT PENDIDIKAN, MOTIVASI DAN KEDISIPLINAN TERHADAP KINERJA PEJABAT PENGELOLA INFORMASI DAN DOKUMENTASI (PPID) LINGKUP PEMERINTAH KABUPATEN BANTAENG Influence of Education Level, Motivation, and Discipline to the Performance of Information and

MENINGKATKAN KREATIVITAS PADA ANAK | Mulyati | Asian Journal of Innovation and Entrepreneurship

SOSIALISASI DAN PENYULUHAN NARKOBA | Fitri | Asian Journal of Innovation and Entrepreneurship

Using Supply Chain Operation Reference Model and Failure Mode and Effect Analysis to Measure Delivery Performance of a Distribution System (Case Study: Lotte Mart Indonesia)

Development Of Larvae Rainbow Fish Boesemani (Melanotaenia boesemani): Phase Depreciation of Yellow Egg, Forming Eyes and Opening of Mouth

Design and Implementation of Electronic Control System of Blood Pump for Hemodialysis Machine

Dokumen yang Anda mencari sudah siap untuk unduhkan