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1. WHAT KIND OF LOCATION ADVANTAGES DO NOT MAKE NATIONS COMPETITIVE? (Porter, The Competitive Advantage of Nations, 1990) There are striking differences in the patterns of competitiveness in every country, no nation can or will be competitive in every or even most industries. Ultimately, nations succeed in particular industries because their home environment is the most forward-looking, dynamic and challenging. They benefit from having strong domestic rival’s aggressive home-based suppliers and demanding local customers. “According to prevailing thinking, labor costs, interest rates, and economies of scale are the most potent determinants of competitiveness”.

The government play a lot of policies to maintain and stable market and equity in the society, but the government can not been interpose all the time because they have to take care off all the components who make a goob place to live and maintain all the indicadors in good way, so a bad stage who doesn? t make a competitiveness nation it? s the place where the policies destroy the opportunities and where doesn? t foment the creativity and innovation in that play a lot of roles like the studi and anothers factors to invest.

2. ACCORDING TO PORTER, WHAT ARE FOUR KEY SETS OF LOCATION ATTRIBUTES THAT ARE DETERMINANTS OF SUCCESS? WHICH IS THE MOST IMPORTANT? WHY? These attributes are: (Porter, The Competitive Advantage of Nations, 1990) 1. FACTOR CONDITIONS, the nation? s position in factors of production such as skilled labor or infrastructure, necessary to compete in a given industry. 2. DEMAND CONDITIONS, the nature of home-market demand for the industry? s product or service.

Answer questions 3. 6/4. 0 Citation 1. 0/ 1. 0 TOTAL 4. 6/5. 0 3. RELATED AN SUPPORTING INDUSTRIES, the presence or absence in the nation of suppliers industries and other related industries that are internationally competitive. 4. FIRM STRATEGY, STRUCTURE AND RIVALRY, the conditions in the nation governing how companies are created, organized and managed, as well as the nature of domestic rivalry. “Everything is important, because these determinants create the national environment in which companies are born and learn how to compete”. (Porter, The Competitive Advantage of Nations, 1990) “Also each point on the diamond and the diamond as a system-affects essential ingredients for achieving international competitive success: the availability of resources and skills necessary for competitive advantage in an industry”. (Porter, The Competitive Advantage of Nations, 1990) 3. WHAT IS NATIONAL COMPETITIVENESS?

“Some see national competitiveness as a macroeconomic phenomenon, driven by variables such as exchangue rates, interest rates, and government deficits”. (Porter, The Competitive Advantage of Nations, 1990) “Defining national competitiveness as achieving a trade surplus or balanced trade per se is inappropriate”. (Porter, The Competitive Advantage of Nations, 1990) 4. How do ‘government’ and ‘chance’ play a role? (Porter, The Competitive.

Advantage of Nations, 1990) The goverment play a specific role in the competitiveness of nations because with their policies they can help to grow the nation. A lot off companies want the help of a welfare goverment but the truth that the goverment doesn? t create a good or competitive company because that it? s the job off the managers, the govement can create a space to develop new strategies and improve the process in the company.

“These are some simple, basic principles that goverments should embrace top lay the proper supportive role for national competitiveness: encourage change, promote domestic rivalry, stimulate innovation. Some of specifi policy approaches to guide nations seeking to gain cometitive advantage include the following. ” With their policies the goverment can create oportunities to learn new strategies of production, promotion and spaces when the entrepenur could make deaals with anothers countries.

5. IS PORTER’S DIAMOND NATION-SPECIFIC OR INDUSTRY-SPECIFIC? WHY? Porter? s diamond can be implemented not only at the corporate level nation but the implementation of this in the state encourages companies to grow and take advantage of grow up and opportunities, when they work hand and state the company is reflected in the increased productivity or GDP in the country. The industry can not only take advantage of the space and geography, it can use the benefits that the nation give the companies too. The porter? s diamond talk about how a company can use all the factor in the space to grow up, like the benefits of have strong nation competitors and the opportunities that offer been in a new age where the competition it? s not only by quality or process, it have to be with the strengs and weakness too.

BIBLIOGRAPHY Porter, M. E. (1990). The Competitive Advantage of Nations. Harvard Business Review, 76. Porter, M. E. (1990). The Competitive Advantage of Nations. Harvard Business Review, 77. Porter, M. E. (1990). The Competitive Advantage of Nations. Harvard Business Review, 3. Porter, M. E. (1990). The Competitive Advantage of Nations. Harvard Business Review, 8. Porter, M. E. (1990). The Competitive Advantage of Nations. Harvard Business Review, 8. Porter, M. E. (1990). The Competitive Advantage of Nations. Harward Business Review, 87. Porter, M. E. (1990). The Competitive Advantage of Nations. Harvard Business Review, 9.