Why do we use it?

It has survived not only five centuries, but also the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop publishing software like Aldus PageMaker including versions of Lorem Ipsum.
Why do we use it?

It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ´Content here, content here, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ´lorem ipsum will uncover many web sites still in their infancy. Various versions have evolved over the years, sometimes by accident, sometimes on purpose (injected humour and the like).

Letraset sheets

When an unknown printer took a galley of type and scrambled it to make a type specimen book. It has survived not only five centuries, but also the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop publishing software like Aldus PageMaker including versions of Lorem Ipsum.
Why do we use it?

It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ´Content here, content here, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ´lorem ipsum will uncover many web sites still in their infancy. Various versions have evolved over the years, sometimes by accident, sometimes on purpose (injected humour and the like).

Where does it come from?

What is Lorem Ipsum?

Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book. It has survived not only five centuries, but also the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop publishing software like Aldus PageMaker including versions of Lorem Ipsum.
Why do we use it?

It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ´Content here, content here, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ´lorem ipsum will uncover many web sites still in their infancy. Various versions have evolved over the years, sometimes by accident, sometimes on purpose (injected humour and the like).

Where does it come from?

Sample Blog Post

orem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book. It has survived not only five centuries, but also the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop publishing software like Aldus PageMaker including versions of Lorem Ipsum.

Sample Lorem Ipsum Post

What is Lorem Ipsum?

Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book. It has survived not only five centuries, but also the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop publishing software like Aldus PageMaker including versions of Lorem Ipsum.
Why do we use it?

It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ´Content here, content here, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ´lorem ipsum will uncover many web sites still in their infancy. Various versions have evolved over the years, sometimes by accident, sometimes on purpose (injected humour and the like).

Where does it come from?

Automotive Industry at a Glance

The World Automobile Industry is enjoying the period of relatively strong growth and profits, yet there are many regions which are under the threat of uncertainty. Carmakers look for better economies, market conditions which are ideal to have a successful stay in the industry. The automotive industry has a few big players who have marked their presence globally and General Motors, Ford, Toyota, Honda, Volkswagen, and DC are among them. It has also been suggested that automotive industry has accelerated more, after the Globalization period, due to easy accessibility & facilities among nations and mergers between giant automakers of the world.

Moreover, the advancements in industrialization led to a rise in the growth and production of the Japanese and German markets, in particular. But in 2009, the global car and automobile sales industry experienced a cogent decline which was during the global recession, as this industry is indirectly dependent on to economic shifts in employment and spending making, it vulnerable. While demand for new and used vehicles in mature markets (e.g. Japan, Western Europe and the United States) fell during the economic recession, the industry flourished in the developing economies of Brazil, Russia, India and China. Boost in global trade has enabled the growth in world commercial distribution systems, which has also inflated the global competition amongst the automobile manufacturers. Japanese automakers in particular, have initiated innovative production methods by adapting and modifying the U.S. manufacturing model, as well as utilizing the technology to elevate production and give better competition. The World Automotive industry is dynamic and capacious, accounting for approximately one in ten jobs in developed countries.

Developing countries often resort to their local automotive sector for economic growth opportunities, maybe because of the vast linkages that the auto industry of the country, has to other sectors. China is by far the largest market for sales followed by Japan, India, Indonesia, and Australia. Sales figures of 2005 to 2013 indicate that sales for vehicles in China doubled during this period, while Indonesia and India also benefited. However, there was slump in sales during this time in Australia, New Zealand, and Japan. Interestingly, this year competition in the truck segment has become more intense, with the three big U.S. automakers striving for supremacy in both performance and fuel economy. The Japanese aren’t giving up, either, with both Toyota and Nissan launching new pickups in 2015.

India is the seventh largest producer of automobiles globally with almost an average production of 17.5 million vehicles with the auto industry’s contribution amounting to 7% of the total GDP. It has been estimated that, by 2020 the country will witness the sale of more than 6 million vehicles annually. India is expected to be the fourth largest automotive market by volume in the world where, two-wheeler production has grown from 8.5 Million units annually to 15.9 Million units in the last seven years and tractor sales are expected to grow at CAGR of 8-9%, in next five years, making India a potential market for the International Brands. As 100% Foreign Direct Investment is allowed in this Sector, India is expected to have a speedy expansion, to, soon to become the largest automobile Industry. While India is second largest manufacturer of two- wheelers and largest of motorcycles, it is also estimated to become the 3rd largest automobile market in the world by 2016 and will account for more than 5% of global vehicle sales. As large number of products are available to consumers across various segments, providing a large variety of vehicles of all the types, manufacturers aim towards customer satisfaction and loyalty.

Following the FDI policy, entry of a number of foreign players with reduced overall product lifecycle and quicker product launches have become a regular occurrence in the automotive industry of the country. Indian auto market is seen as the potential market which can dominate the Global auto industry in coming years. Moreover, giant dealers and manufacturers are inclining towards the country because of ease of financial norms as well as an environment so conducive to support in their projects.

With Narendra Modi’s Make in India Campaign, the automotive industry is expected to witness quite a few changes, where 800 Cr have been allocated in the Budget to promote the Energy and Hybrid Vehicles manufacturing. This move is expected to cut down the prices making these electric and hybrid vehicles cheaper and more eco-friendly. It is also expected that this move will curb down the carbon dioxide emissions to 1.5% till 2020. This program will subsidize the purchase of new hybrid and electric cars, as well as other vehicle types. It specifies incentives of up to 29,000 rupees for scooters and motorcycles, and up to 138,000 rupees for cars. Three-wheeled vehicles, light commercial vehicles, and buses will also be eligible for incentives of varying amounts as well.

The used cars sector in India has emerged as one of the major industries due to its easy accessibility and lower rate of interests. But growth in used car sales are lower than new car sales as people still prefer to purchase new cars as opposed to buying used ones. A big reason of this could be the fact that there is a reduced supply of used cars, and high prices of these used cars are pushing the consumers to opt for the low priced new cars. But despite of lower growth compared to new cars segment, used car industry has been showing a fast and steady growth. According to the industry analysts, the sales of used cars are expected to boost up in the next few years.

Till last decade, consumers were involved in unorganised sector of Used Vehicles industry, there were no organised players to assist the consumers in buying of used vehicles, and about 60% of used vehicle sales were customer to customer where there is a trust factor. The remaining sales were managed by the local dealers. But then in 2001, Maruti came with the first company of selling used cars in 2001- Maruti True Value. Despite the automobile industry witnessed slow sales numbers in the last few quarters, the used or pre-owned car segment is growing fast, and is likely to accelerate in future. In fact in the last fiscal year, more used cars were transacted, 10% more than the new ones, according to the assessment by Maruti Suzuki India Ltd. and Honda Siel Car India Ltd. With the organised players stepping in, the used cars market has benefited from fair deals, warranties, better retail network, credibility, transparency, easy availability of finances. These have all made buying a used car easy. Organised used car showrooms provide the platform to the prospective consumers to choose cars from various brands and segments. Car makers have realized the potential of used car market and are making conscious decisions to operate in the pre-owned car sector also. Besides exhibiting multiple brands, the branded used car retailers, also offer one-stop shop for all inquiries and grievances. All the major Car dealers have now established their pre-owned car segment retail showrooms, Maruti True Value, Ford Assured, Hyundai Advantage and Toyota U Trust are some of the major used car dealers.

Constant decline in fuel prices and better financial policies in the past year are the factors that are being expected to be the reasons for the number of new buyers to be increased in the market, which declined in 2013-14. But during this period, one segment that benefited from this decline was the used vehicle market, with increased awareness, financial reforms and organized firms. Most of these used cars buyers are younger people who prefer buying Pre-owned cars which come at lower prices and they get a good bargain for the same. Indian used vehicle market which is still, almost quarter of new vehicle market is growing at a rapid pace. The Pre-owned car sector is expected to grow by 15-18% in coming years.

Also with the rising in number of organized players have boosted the amount of confidence people are putting in buying a pre-owned car. These players not only offer a good line up of used cars but also offer finance & extensive vehicle check facility for 100% customer satisfaction.

The Automotive Industry is an important part of every economy as it is interrelated to growth of sectors of the economy. India as one of the progressing economy is resolving towards making its automobile industry more and more successful ultimately, linking it to overall development. With the Make in India Campaign and promotion of eco- friendly vehicles, India is expected to soon to become largest automobile industry globally. Used vehicle industry is expected huge gains with more and more people resolving to it along with the growth in the new car market. With more resources for the buyers and sellers, the automotive industry is expected to flourish meritoriously in coming future ultimately taking the country forward.

Break Even Point For The US Domestic Auto Industry

In April 2009 Ford declared that it would not need government aid and claimed that it had a plan to break even in two years. Ford has been ahead of its main rival General Motors in scaling down its business by selling Aston Martin, Land Rover and Jaguar over the past two years. GM, meanwhile, went through a massive reorganization after filing for Chapter 11 bankruptcy proceedings. GM is temporarily majority owned by US government after it invested $57.6 billion in the company.

Per the plan GM executives presented in congressional hearings the company would reach the break-even point by 2011. They further declared that they would cut costs by eliminating 47,000 jobs, closing five more unprofitable factories and cut at least $18 billion in debt from its balance sheet. It was expected that these cost cuts would allow the company to break even when the U.S. auto market returned to between 11.5 million to 12 million vehicles sold per year.

J.D Power and Associates, a global marketing information services firm, announced its projections about the new automotive industry break-even point. According to Gary Dilts, senior vice president of U.S. automotive at J.D. Power and Associates, due to cost-cutting measures such as renegotiation of union and supplier contracts, the break-even point for the domestic automotive industry will decrease by more than 2 million units when comparing current industry conditions to those forecast in 2010. Dilts explains the reason for this decrease due to the significant declines in the auto industry which resulted in lost sales volume of more than 7 million units between 2000 and 2009. This sales volume makes $175 billion in net revenue.

In automobile industry fixed costs make up a greater portion of total costs. The manufacturing plants, assembly lines and technology invested to build vehicles are some of the items forming the fixed costs. Compared to fixed costs, variable costs form a relatively smaller portion of the total costs. This puts the auto industry into a risky situation due to high operating leverage.

The definition of the operating leverage is the ratio of fixed costs to total costs. The higher a firm’s fixed costs, the higher its operating leverage. In firms having high operating leverage, small percentage changes in sales volumes result in large percentage changes in profits. This variability or sensitivity of profits to changes in sales volume put the firm into a risky position. Per the “Greater Risk, Greater Return” rule this also means more profit if demand and therefore sales volume is high.

In automobile industry since fixed costs are relatively high, during the recession times, as the demand and sales volume go down the likelihood of earnings to cover the fixed costs will decrease, i.e. it will be more difficult for the automobile companies to break even. Therefore the automobile companies start cutting the costs, especially fixed costs, like closing the unprofitable facilities, eliminating jobs. For example, GM sold its unprofitable Hummer to a Chinese company.

The car companies should increase the volume of profitable vehicles and effective advertising activities to be able to sell them to the customers. Increase in the sales volume will help in covering the high fixed costs and reach the break-even point. In August 06, 2009 Edward Whitacre Jr., the new chairman of General Motors, stated that GM needs to improve the number of vehicles sold. To do that, he said, the board may decide to move up the launch of several new vehicles.

Comparing Ford and General Motor’s Consolidated Results of Operations from Form 10-K these two companies submitted to Securities and Exchange Commission (SEC) back in 2008:

Ford (millions)

Revenue: 146,277

Cost and Expenses: 160,949

Net Income/Loss: (14,672)

Volume of Sales: 5.532

General Motors (millions)

Revenue: 148,979

Cost and Expenses: 179,839

Net Income/Loss: (30,860)

Volume of Sales: 8.144

Break-even points for these companies can be calculated using the Revenue, Cost and Volume figures above.

Ford

Average Price: 146,277 / 5.532 = $26,441

GM

Average Price: 148,979 / 8.144 = $18,293

To cover its Costs and Expenses Ford had to sell: 160,949 / 26,441 = 6.08 million cars and trucks. To cover its Costs and Expenses General Motors had to sell: 179,839 / 18,293 = 9.83 million cars and trucks. The additional sales volume GM and Ford had to make to reach the break-even point back in 2008.

Ford: 6.08 – 5.532 = 0.554 million

GM: 9.83 – 8.144 = 1.686 million

Unsecured Debt Student Loan!

Students often find it difficult to avail loans as they don’t posses any assets which can act as collateral. Student debt is also constantly rising every year. Students need money to pay for college fees, buy books, etc. There are some lenders who offer loans to students to meet the various educational needs. Unsecured debt student loan can provide students with the required amount of money. There are a variety of financial aids options, from scholarships, grants, federal loans, and private student loans that students can make use of. These loans provide borrowers with the required amount of money.

After graduating from college, the student can pay back the debts. There are many ways to reduce to your debt burden. The best way to do so is by opting for consolidate student loans or simply refinance student loans. There are many benefits to student loan consolidation. This type of loan helps reduce interest rates. This makes it possible to have reduced monthly payments. The interest rates are also low. This type of loan also helps reduce the number of creditors. This makes it easier to keep track of the payments. This means a borrower need not deal with numerous creditors.

Unemployment is considered to be the worst factor in availing loans. Unemployed people are often turned down by lenders as they are unsure of getting their money back on time. Loans unemployed benefits are best suited for those who are unemployed. People who are unemployed or possess bad credit records are eligible to avail cash from these loans. People with minimum cash can get the required amount of money through these loans. These loans are specifically designed to help people acquire new skills. This can help people increase their chances of gaining employment. Those who are unemployed and are undergoing some financial crisis can benefit from these loans.

These loans are basically short-term in nature. Those who need quick cash can benefit from these loans. These loans are most suitable to meet the emergency requirements. They also come in handy to solve temporary liquidity problems. A person can fulfill daily needs or even meet unexpected expenses till one is employed. These loans provide with cash to meet when one is unemployed. They are ideal to meet the emergency requirements.

Unemployed people with bad credit score can also benefit from these loans. These loans are very easy to avail. By looking online, one can get the loan approved quickly. It hardly takes few minutes to finish the formalities. These loans are also available to those who are homeowners or tenants. These loans are collateral free and are a risk free option. A borrower can fulfill any of the personal needs through these loans.

Sadhana Dhanyal, Expert Author, Platinum Status

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Consolidation in the Software Industry is Hardly New: Obsess About It or Risk Losing it All

Some analysts credit [Larry] Ellison with anticipating the consolidation in the enterprise software industry and leading the charge. Ellison ‘called a major shift in an entire market, which was impressive.’(1)

Anticipating consolidation? Calling a major shift? Didn’t Microsoft start as a PC operating system vendor in 1975? In the eighties they owned the desktop, today they’re across the enterprise. Computer Associates began with a sort program in 1976. Now its product suite offers one-stop shopping for managing the enterprise. And in 1973 SAP was selling an accounting package in Germany. Today its software automates the global enterprise from the shop floor to order fulfillment. Isn’t predicting consolidation in the software industry about as prescient as predicting that the sun is going to rise in the morning?

Consolidation is common in many industries, but three factors make the phenomenon of consolidation in the software industries, (FN 2) an ongoing repeatable event. The first factor is the natural evolution of software products and industries. New software industries start by delivering solutions to niche markets. This is, however, only the evolutionary starting point. Every industry has finite growth, and niche opportunities reach their limit quickly. Once the confines are actualized, a company, to continue growing, must expand their product’s capabilities by reaching into another industry to consolidate/converge additional functionality.

The second factor is software to software interconnectivity. Interconnectivity makes it so simple to converge products from one software industry to the next, it encourages consolidation. Open systems, service oriented architectures, programming interfaces and programming languages were created to facilitate the interconnection of diverse software products, making the process of expanding growth-promising functionality by consolidating products relatively simple.

The third factor: high-margin products and receptive investors, makes other industries envious of software. Margins often create huge war chests, and aggressive investors can create bank vaults that offer ready financing for acquisition-led consolidation strategies that promise opportunities for growth. Consolidation, though, is not always accomplished via acquisition. New capabilities can be built internally. The problem with this approach is that most companies find building paths into new industries difficult. It does require research, resources and focused execution. It also takes time. Many companies, failing to embrace that software lifecycles are time-compressed by intense competition and advances in technology, are caught off-guard by how quickly their industry becomes saturated.

Then there is the problem of competition for internal resources. Software companies are faced with non-stop feedback from demanding customers that have an unquenchable thirst for simplifying the complexities of information technology. And all of us know that the squeaky wheel gets the grease. This variety of challenges leaves companies without sufficient time to “build” a path, making the buy option very attractive. Buying though, is attractive in its own right because it delivers instant gratification and one-upmanship. Of course, well-heeled competitors in an effort to close the competitive gap can take the similarly expeditious buy route and the process of industry consolidation is now on a fast track.

Natural evolution, interconnectivity, available financing, and customer and competitive pressures have been fueling software consolidation for decades and there is no end in sight. Its an ongoing scenario of kill or be killed. Software companies that don’t keep a current strategy for consolidating or being consolidated face extinction.

The machination of consolidation in the software industries plays out like an ongoing game of little fish, big fish. And somewhere there’s always a hungrier bigger fish (or one that wants to be bigger), who is a looming consolidator. As an industry competitor in the ongoing game of consolidation there are four possible roles that can be played: consolidatee or little fish, consolidator or big fish, niche player or puffer fish (a fish with limited appeal), and odd-man out or the floating dead fish. Companies responsibly playing any of the first three roles will select viable competitive positions for their respective roles; the fourth, and the most commonly played role of the dead fish does not.

The selection, though, of a viable competitive position is not a solitary event; it is something that has to be continuously updated as an industry progresses through its lifecycle. This is because both the nature of an industry and the practicality of any competitive position are continually changing. In the introductory phase of an industry’s lifecycle there could be a thousand viable positions. By the time the mature phase rolls around, (1) the number of viable positions will be amalgamated into a few based on superior functionality, price or markets served, and (2) an industry once focused on solving problem X is now resolving A through X.

This implies that the path from the introductory to the mature phase will be strewn with carnage, but there will also be some long-term healthy niche survivors and some big winners. The prospects for being victorious will be greatly improved with an understanding of the relationships between lifecycle phases, competitive positioning and consolidation.

An industry’s introductory phase. In the introductory phase, an industry’s early entrants lead a life of competitive luxury. Competitors are few and far between, small in size and often unsophisticated business-wise. The customers are the early-adopter types who have few expectations beyond some rudimentary solution. This leads to a situation where there can be many probable (a subset of possible) competitive positions satisfying niche needs, most of which are too small to represent viable business models. See Figure 1. (Figures did not copy correctly. Go to [http://www.sandpiperinnovationpartners.com] and select the articles page to download a copy of this article with figures.)

The various positions in the introductory phase may be more or less “equal” at this point, but this equality does not pertain to future value. Some positions will be:

(1) more appealing to consolidatees because they cater to the likely interests of future consolidators;

(2) better for building a path of continuous growth that could lead to a superior exit opportunity or a dominant competitive position and to assuming the role of a future consolidator; or

(3) superior for building a lasting profitable niche position.

In order to understand which competitive positions are best suited to achieving any one of these three outcomes, it’s necessary to identify who the future consolidators are likely to be along with their probable motivations. The future consolidators (FC) will come from two sources: (1) current and (2) prospective competitors (PCs).

Deciding which of the current competitors are candidates for FCs may not be easy because the companies in the introductory phase are often small with limited budgets and resources. However, those companies who are led by industry experienced managers with vision, who have gained early market and technology leadership, and who have sufficient access to funds are reasonable bets. The PCs, on the other hand, may be easier to spot. They’re established companies who view participating in this industry as strategically sensible, under one condition–the goodness of the industry’s opportunity must be validated. Until validation occurs PCs sit on the sidelines actively or passively tracking an industry’s prospects.

Once the future consolidators have been identified, the next step is to decide which positions these companies are likely to stake out. Once this has been thoughtfully estimated in a process that requires analyzing each FC’s possible or known product and market strategies, the information is available for the current competitors to plan the positions of their products to be an attractive consolidatee, a durable niche player targeting a position the consolidators will probably shun, or a future consolidator who now has a fair idea of how to build a defensible position.

An industry’s early growth phase. In the early growth phase life takes on a decidedly different flavor. With the industry past its validation phase, the smell of money brings competitors out of the woodwork. One of the most formidable groups are the prospective competitors, many who are now prepared to shed their prospective qualifier and make a grand entrance by acquiring a suitable competitor. PCs often have complementary products, deep pockets, big customer bases, established channels, professional service organizations, and recognized brands. Armed with these advantages, these latecomers will substantively raise the competitive bar. This process of elevating the threshold may lead to redefining the industry and will redefine what constitutes a viable competitive position (See Figure 2), and it will alter the profile of the target customer. Gone are the days when customers were few in number and happy to pay a premium for a little piece of desirable functionality. Instead, customers are increasingly numerous, and demanding more functionality. All of the changes lay the groundwork for the first wave of consolidation.

All competitors, at this point, must re-evaluate the viability and strength of their current competitive positions relative to all other competitors, including any still looming PCs, in order to assess the goodness of their situation within the modified population of role-appropriate viable competitive positions. This updated appraisal should be used to strengthen or revise a competitor’s competitive position relative to their designated role. This is achieved by reinforcing the company’s product strategy on some element of functionality or price, and/or fortifying or augmenting markets served

Shakeout – the later growth phase. During the latter part of the growth phase competition for the growing number of increasingly demanding customers can become so intense that no one’s making money. This ignites a survival of the fittest shakeout, where the competitive bar is raised still higher. The fittest will have the strongest competitive positions on functionality and/or price and/or markets served. They’ll also have the financial resources to defend their positions against competitors aggressively pricing products without regard to cost, and interlopers with crafty marketing messages and costly campaigns that dupe customer into thinking that they have the superior position.

Consolidators are now working in overdrive to secure their place as a competitor with a dominant industry position. This means that consolidatees must be working overtime to see the fruition of their objective to be consolidated. Failure to do so could turn a little fish into a floating dead fish, because the consolidatee’s solution is now priced uncompetitively and/or available as a feature of a product holding a functionally superior position.

To the survivors, go the riches. Companies that survive the shakeout will hold clearly different positions (See Figure 3), that offer a promise for profitability, and they will enjoy a respite in ruthless price competition and costly hand-to-hand combat for customers. This though should not be viewed as an invitation to become complacent for two consequential reasons. First, the survivors, in anticipation of the inevitable flattening of growth that accompanies an industry’s mature phase, will need to be working diligently to determine the company’s next new product/industry in order to ensure continued growth. Second, survivors must support their positions against onlookers looking for openings that arise from arrogance or apathy and the actions of other survivors who will soon become frustrated by the leveling of growth and view one final round of consolidation as a means to buy revenue. Beware. Consolidation in this case is not a strategy for sustaining growth. You can consolidate mature A and B, but in the end you have mature AB, because the size of the world is constant. You can ask HP’s former CEO, Carly Fiorina, about the limits of consolidation as a growth strategy.

Conclusion. Only companies that can continually stake-out and restake-out competitive positions that are valued by the inevitable consolidators, or create and reinforce the position of consolidator, or target profitable niche markets will survive. You can’t avoid the underlying theme of consolidation that is constantly at work as software executives aggressively endeavor to execute strategies to secure an ongoing healthy existence, best the competition and deliver growth that will endear them to their shareholders.

Footnotes

1 Pimental, B. (May 6, 2005) San Francisco Chronicle.

2 The definition of an industry, as used here, is an adaptation from Michael Porter (Competitive Advantage, 1980, The Free Press, NY). It is the sum total of all companies offering products that solve a similar customer need (the direct and indirect competitors) and all other companies that exert influential forces on the success of the competitors. Defined in this way it is easy to see how the umbrella software industry is composed of many distinct software industries, and why search engine software does not compete with computer aided design software.

© 2005 Kathleen Brush, Sandpiperinnovationgroup.com