Diamond Model

• Diamond Model

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Marketing mix - Four Cs: in the Seven Cs Compass Model

1 After Koichi Shimizu proposed a four Cs classification in 1973, this was expanded

to the Seven Cs Compass Model to provide a more complete picture of the nature of marketing in 1981. It attempts to explain the success or failure of a firm within a market and is somewhat analogous to Michael Porter's diamond model, which

tries to explain the success and failure of different countries economically.


Project management triangle - Evolution of the Project Constraint Model

1 The ‘Project Diamond’ model () engenders this blurred focus through the inclusion of Scope and Quality separately as the ‘third’

constraint. While there is merit in the addition of Quality as a key constraining

factor, acknowledging the increasing maturity of project management, this model

still lacks clarity between output and process. The Diamond Model does not capture the

analogy of the strong interrelation between points of the triangles however.


Marketing mix - Four Cs: in the 7Cs Compass Model

1 It attempts to explain the success or failure of a firm within a market and is somewhat analogous to Michael

Porter's diamond model, which tries to explain the success and failure of

different countries economically.Koichi Shimizu (2009)

Advertising Theory and Strategies,16th edition, Souseisha

Book Companyhttps://store.theartofservice.com/the-diamond-model-toolkit.html

Diamond model

1 The 'diamond model' is an economics|economical model developed by Michael

Porter in his book The Competitive Advantage of Nations,Porter, M.E. The competitive advantage of nations. New

York: Free Press. (1990) where he published his theory of why particular industries

become competition (economics)|competitive in particular locations.

Afterwards, this model has been expanded by other scholars.


Diamond model - Criticism

1 This difference in performance raises important questions regarding the

validity of Porter's diamond model of a nation's competitiveness.



1 (1991) While the variables of Porter's diamond model are useful terms of reference when analysing a nation's

competitiveness, a weakness of Porter's work is his exclusive focus on

the 'home base' concept



1 The double diamond model, developed by Rugman and

D'Cruz,Rugman, A.M., D'Cruz, J.R., The double diamond model of international competitiveness:

Canada's experience


Diamond model - Double diamond model

1 Therefore, Porter's original diamond model has been extended to the

generalized 'double diamond model'Moon, H.C., Rugman, A.M.,

Verbeke, A



1 In the generalized double diamond model, national competitiveness is defined as the capability of firms

engaged in value added activities in a specific industry in a particular

country to sustain this value added over long periods of time in spite of

international competition



1 To sum up, multinational activities are very important when analyzing the global competitiveness of Korea

and Singapore. In fact the most important difference between the

single diamond model and the generalized double diamond model is

the successful incorporation of multinational activities in the latter.


Michael Porter - Business strategy

1 * Diamond model, a framework for understanding why particular nations are

more competitive; and


List of military writers - M

1 * McCormick Magic Diamond|Gordon McCormick ndash; theorist on the Magic Diamond model of counter-

insurgency


Foreign internal defense - McCormick's Magic Diamond

1 McCormick’s McCormick Magic Diamond|Magic Diamond model

often called Magic Diamond is designed as a tool for

counterinsurgency, but develops a symmetrical view of the required actions for both the Insurgent and

COIN forces to achieve success


National Diamond - The role of government

1 The role of government in Porter's Diamond Model is acting as a catalyst and challenger; it is to encourage - or even push - companies to raise their aspirations and move to higher levels of competitive performance … . They must encourage companies to raise their performance, stimulate early demand for advanced products, focus on specialized

factor creation and to stimulate local rivalry by limiting direct cooperation and enforcing

anti-trust regulations.


National Diamond - Criticism

1 Criticism on Porter's national diamond model resolves around a

number of assumptions that underlie it. As described by Davies and Ellis:


Alpha Epsilon Pi - National organization structure

1 AEPi is governed in a diamond model. It consists of the

[http://www.AEPi.org/site/pp.asp?c=geJQIUOwErHb=2117013 AEPi Foundation], The Fiscal Control

Board, the Executive Office and the Supreme Board of Governors.

[http://www.AEPi.org/site/pp.asp?c=geJQIUOwErHb=2249563 AEPi

organizational model]https://store.theartofservice.com/the-diamond-model-toolkit.html

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Diamond Model