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By Neil Harris (eds.)

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It is not the same but similar. Hence back in the 1970s when a bad coffee harvest meant that coffee prices in the UK were very high, some consumers switched to tea or soft drinks as an alternative. The Five-forces model facilitates a better understanding of the industry in which an organisation competes. It is then necessary to build on how competitive advantage has been obtained and maintained. 3 (Porter 1985). All effective organisations seek some sort of advantage over competitors. This can be achieved, according to Porter (1985), either through cost leadership or by differentiation.

It is not the same but similar. Hence back in the 1970s when a bad coffee harvest meant that coffee prices in the UK were very high, some consumers switched to tea or soft drinks as an alternative. The Five-forces model facilitates a better understanding of the industry in which an organisation competes. It is then necessary to build on how competitive advantage has been obtained and maintained. 3 (Porter 1985). All effective organisations seek some sort of advantage over competitors. This can be achieved, according to Porter (1985), either through cost leadership or by differentiation.

Most original Halford employees were dismissed overnight at considerable financial cost to the company. The next day saw a new era with new personnel who would welcome new strategies and who were part of the critical mass of the new culture. Often culture can be the stumbling block to success with growth. In January 1997 Ford decided to downsize production at the Halewood plant in favour of their existing plants in Genk and Valencia. True, the cost of labour might well have been cheaper but in an era when effective organisations are badly affected by labour strikes, Ford UK manufacturing plants have a history and culture of industrial relations problems which are not about to disappear overnight.

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