Freakomon's Gaming: Stakeholder Analysis, Porter's Five Forces Model

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SUMMARY (PART
1)
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INTRODUCTION
Knowledge management system consist range of practices that can be used by
enterprise to identify, create, represent and distribution. It covers, different
types of knowledge regarding business practices because it is requires for
survival of the company through various operations. In respect to this,
present report is based on Freakomon's which provide different types of
video games in all over the world. In this context, in this report covers
specific stakeholder and the relationship among them. Furthermore, it
includes Porter's five forces model which refer to stakeholder diagram.
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Specific stakeholders and relationship among them
Internal stakeholder
Public and voluntary sector business have not same stakeholder as private company
owns. In this context, Freakomon provide various types of video games to the
customers. In respect to this, they are private company who wants to enhance
market share in various part of the nation.
External stakeholder
In order to take advantages of external stakeholders, Government also play major
role within the enterprise when organization dealing with many activities.
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Porter's five forces model
From the provided case study it has been assessed that in the
early 2000 the gaming industry was highly competitive among
youth. In order to succeed in the competitive market
organisation need to invest huge amount within the industry.
Competitive rivalry:
In this context, rivalry can be measure as quantitatively aspect
such as concentration ratio which make market share at very
high level by the largest firm in the marketplace.
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CONTD.
Bargaining power of suppliers: This element can be analyses power of suppliers through they can control on
the business position. In order to take decisions, for Freakomon's suppliers can raise their prices through
which create difficulties towards the cited firm.
Bargaining power of customers: In this aspect, customers of Freakomon's has power through they affect to the
pricing and quality. When in the market only few customers take place, they have power to consider lots of
sellers and they can easily move towards the other business when they are not satisfied with company
products and services.
Threats of substitute products and services: According to this force, Freakomon's study that for switch of
customers towards the other business and their products and services.
Threats of new entrance: In respect to this, Freakomon's identify that how it is easy and difficult for
competitors to join the marketplace to examine the business. When competitors and new entrance easily
take place in the market, it is very difficult to chosen business for operating their functions
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Recommendations
In order to support Freakomon competitiveness in the gaming industry management
must focuses on implementing change in the information systems or information
technology. Primarily company focuses on using traditional customer relationship
management tools so that they can easily be touch or contact with their range of
customers. Thus, with the up-gradation of technology company must ensure change
in their information systems that results in modifying their CRM to e-CRM. In the
present competitive scenario to sustain in the global environment Freakomo
company must focuses on continuous changing of their information system and
technology so that they can easily seek and attract the new customers towards the
gaming products and video games.
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REFERENCES
iew, Synthesis, and Directions for Future Research. MIS quarterly. 36(2). pp.625-648.
Wenger, E., 2014. Artificial intelligence and tutoring systems: computational and
cognitive approaches to the communication of knowledge. Morgan Kaufmann.
er, V., 2012. Absorptive Capacity and Information Systems Research: Review,
Synthesis, and Directions for Future Research. MIS quarterly. 36(2). pp.625-648.
Wenger, E., 2014. Artificial intelligence and tutoring systems: computational and
cognitive approaches to the communication of knowledge. Morgan Kaufmann.
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