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MT2:Carpenter & Sanders (2008), states that industry boundaries can be difficult to fully understand especially when the company you are in spans many different business segmentations. It is also important to understand where your industry boundaries are as part of formulating a business strategy (Carpenter & Sanders, 2008). According to The Fallacy of Industry Boundaries (n.d.), the use of industry boundaries imply that each industry is distinct and only when managers declare what slice of the pie they feel their business falls within, only then can they utilize the Porter?s 5-Force model in order to understand the structure and profitability. The text also states that industry boundaries are also eroding due to more opportunities being available when working across industries rather than within the industry (The Fallacy of Industry Boundaries, n.d.).We can use Coca-Cola as an example ? which was also used by Carpenter & Sanders (2008). In 1982 Coca-Cola acquired Columbia Pictures, around the same time the company launched Diet Coke (Moye, 2013). This would have been an example of where Coca-Cola now spans across entirely different industry boundaries in order to further obtain profit. The company could, in theory promote Coca-Cola products directly within the film, while also collecting revenue from the sale of Coca-Cola products at the movie theaters who are playing movies under the Columbia umbrella. An example of this would be Ghost Busters (Moye, 2013). Coke products have been featured in many films before from such as King Kong and Blade Runner (Moye, 2014). So in the sense of industry boundaries, Coca-Cola would be competing in nonalcoholic beverages (Carpenter & Sanders, 2008), as well as the Film Industry, while using the Movie Theater Industry as a distribution arm for their primary product.Porter?s Five Force Model indicate that, although each industry is different, the deriving drivers of profitability are standard across all industries (Institute for Strategy & Competitiveness, n.d.). The five forces help define the structure and profitability of the industry structure as the two basic pillars of driving profitability. According to Han, Porterfield, & Li (2012), the adoption of Porter?s Five Force model within the manufacturing industry has added value and efficiencies within the supply chain by way of identifying outsourcing opportunities as new drivers of profitability for the manufacturing industry.ReferencesBusiness Strategy (n.d.) THE FALLACY OF INDUSTRY BOUNDARIES. Retrieved February 12, 2018, from http://english.ckgsb.edu.cn/sites/default/files/p4…Carpenter, M. A., & Sanders, W.G., (2008). Strategic management: A dynamic perspective. Upper Saddle River, NJ: Pearson Prentice Hall.Han, C., Porterfield, T., & Li, X. (2012). Impact of industry competition on contract manufacturing: An empirical study of U.S. manufacturers. International Journal of Production Economics, 138(1), 159-169. doi:10.1016/j.ijpe.2012.03.015Institute For Strategy & Competitiveness. (n.d.). Retrieved February 12, 2018, from https://www.isc.hbs.edu/strategy/business-strategy…Moye, J. (2013, June 24). Inside Coke’s Brief-Yet-Profitable Foray into Show Business. Retrieved February 12, 2018, from http://www.coca-colacompany.com/stories/the-reel-t…Moye, J. (2014, February 28). Coke Red on the Silver Screen: Exploring the Brand’s Role in Movies. Retrieved February 12, 2018, from http://www.coca-colacompany.com/stories/coke-red-o

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