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430Researchprompt.docx
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Question Title:
industry research paper DUE 9/23/2021 @1am
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<!DOCTYPE html PUBLIC "-//ABISOURCE//DTD XHTML plus AWML 2.2//EN" "http://www.abisource.com/2004/xhtml-awml/xhtml-awml.mod"><html xmlns="http://www.w3.org/1999/xhtml" xmlns:awml="http://www.abisource.com/2004/xhtml-awml/"> <head> <meta http-equiv="Content-Type" content="application/xhtml+xml; charset=UTF-8" /> <title> Abiword HTML Document </title> </head> <body> <div> <p> <span style="font-weight:bold">RESEARCH PAPER SHOULD BE IN APA STYLE</span> </p> <p> <span style="font-weight:bold">How to format paper?</span>Please refer to and READ the template/document attached below. </p> <p> <span style="font-weight:bold">CHOSEN PROFESSION:</span>Computer Software </p> <p> The purpose of this project is for you to become familiar with your chosen profession (Computer software). Choose an industry you're interested in (Computer software) and research it. Industry knowledge will enable you to communicate competently and establish credibility while speaking with interviewers and business leaders. </p> <p> This is a<span style="font-weight:bold;text-decoration:underline">five page</span> research paper on your chosen industry (Computer software) - the group of companies that compete within the same set of product offerings. You must include a minimum of 5 scholarly sources, use APA formatting, and write in third person. </p> <p> <span style="font-weight:bold"> DO NOT</span> section research paper off by sources.<span style="font-weight:bold">INSTEAD</span>, combine sources in order to create a complete masterpiece! </p> <p> <span style="font-weight:bold">INCLUDE: Works Cited Page, In-Text Citations, Title Page, and Abstract</span> </p> <p> This is a research that requires critical thinking and deep research. </p> <p> <span style="font-weight:bold">FONT</span>: Times New Roman SIZE 12 </p> <p> <span style="font-weight:bold">Prompts</span>: </p> <p> • What are the major companies within the industry? </p> <p> • What are the industry trends. </p> <p> • SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) </p> <span>Discuss Growth/History of Industry</span> <p> </p> <p> <span style="font-weight:bold">Consider the following:</span> </p> <p> o<span style="font-weight:bold">Supplier Power:</span> Here you assess how easy it is for suppliers to drive up prices. This is driven by the number of suppliers of each key input, the uniqueness of their product or service, their strength and control over you, the cost of switching from one to another, and so on. The fewer the supplier choices you have, and the more you need suppliers' help, the more powerful your suppliers are. </p> <p> o<span style="font-weight:bold">Buyer Power:</span> Here you ask yourself how easy it is for buyers to drive prices down. Again, this is driven by the number of buyers, the importance of each individual buyer to your business, the cost to them of switching from your products and services to those of someone else, and so on. If you deal with few, powerful buyers, then they are often able to dictate terms to you. </p> <p> <span style="font-weight:bold">o Competitive Rivalry:</span> What is important here is the number and capability of your competitors. If you have many competitors, and they offer equally attractive products and services, then you'll most likely have little power in the situation, because suppliers and buyers will go elsewhere if they don't get a good deal from you. On the other hand, if no-one else can do what you do, then you can often have tremendous strength. </p> <p> <span style="font-weight:bold">o Threat of Substitution:</span> This is affected by the ability of your customers to find a different way of doing what you do – for example, if you supply a unique software product that automates an important process, people may substitute by doing the process manually or by outsourcing it. If substitution is easy and substitution is viable, then this weakens your power. </p> <p> o<span style="font-weight:bold">Threat of New Entry:</span> Power is also affected by the ability of people to enter your market. If it costs little in time or money to enter your market and compete effectively, if there are few economies of scale in place, or if you have little protection for your key technologies, then new competitors can quickly enter your market and weaken your position. If you have strong and durable barriers to entry, then you can preserve a favorable position and take fair advantage of it. </p> <p> <span style="font-weight:bold">Michael Porter's Five Forces</span> should also help generate some additional questions for your research. </p> </div> </body> </html> ">
