Changes

The '''structure–conduct–performance''' ('''SCP''') paradigm, first published by economists Edward Chamberlin and Joan Robinson in 1933, and developed by Joe S. Bain is a model in Industrial Organization Economics which offers a causal theoretical explanation for firm performance through economic conduct on incomplete markets.     

The '''structure–conduct–performance''' ('''SCP''') paradigm, first published by economists Edward Chamberlin and Joan Robinson in 1933, and developed by Joe S. Bain is a model in Industrial Organization Economics which offers a causal theoretical explanation for firm performance through economic conduct on incomplete markets.     

According to the structure–conduct–performance paradigm, the market environment has a direct, short-term impact on the market structure. The market structure then has a direct influence on the firm's economic conduct, which in turn affects its market performance. Therein, feedback effects occur such that market performance may impact conduct and structure, or conduct may affect the market structure. Additionally, external factors such as legal or political interventions affect the market framework and, by extension, the structure, conduct and performance of the market.

According to the structure–conduct–performance paradigm, the market environment has a direct, short-term impact on the market structure. The market structure then has a direct influence on the firm's economic conduct, which in turn affects its market performance. Hence a cause and effect relationship may occur or  a reverse effect may occur such that market performance may impact conduct and structure, or conduct may affect the market structure. Also, external factors such as legal or political interventions affect the market framework and by extension, the structure, conduct and performance of the market.

'''Creating a B-Line Leader/ Corporate Succession Plan /Successor''' Most corporate houses lack a sound legacy in leadership though the forefathers may have given birth to a legacy. The newer generation and their thought process do not sync with the value systems and organization culture resulting in conflicting views while decision making on matters relating to policy creation, execution, employee-employer relationship, administrative inefficiency and ultimately financial losses. The new blood introduced in the corporate vein  obviously lacks expertise, competence and wisdom to learn and earn on whatever has been created, protected and preserved thus far. To enable successive generations to carry out the responsibilities of running a business empire with the same grit, ingenuity, and crafty intelligence demands i. Identifying such a capable body and mind ii. Constant  training of such a body and  mind, iii  Finally creating emotional and psychological immunity to business and personal adversaries so that the mind and body  of the individual '''(SS pp 89/108)'''  is well prepared to take up the  associated challenges during one's corporate engagements.

'''Creating a B-Line Leader/ Corporate Succession Plan /Successor''' Most corporate houses lack a sound legacy in leadership though the forefathers may have given birth to a legacy. The newer generation and their thought process do not sync with the value systems and organization culture resulting in conflicting views while decision making on matters relating to policy creation, execution, employee-employer relationship, administrative inefficiency and ultimately financial losses. The new blood introduced in the corporate vein  obviously lacks expertise, competence and wisdom to learn and earn on whatever has been created, protected and preserved thus far. To enable successive generations to carry out the responsibilities of running a business empire with the same grit, ingenuity, and crafty intelligence demands i. Identifying such a capable body and mind ii. Constant  training of such a body and  mind, iii  Finally creating emotional and psychological immunity to business and personal adversaries so that the mind and body  of the individual '''(SS pp 89/108)'''  is well prepared to take up the  associated challenges during one's corporate engagements.