Enchanting



Enchanting is a game mechanic that involves using an Enchantment Table to add special bonuses to tools, weapons or armor. To enchant an item, you need the required Experience level for Five forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). the enchantment and an Enchantment Table. Each spell costs the player experience levels but in turn allows the player to enchant armor, swords and tools with one or several random bonus attributes as well as making the items glow with a brilliant hue.

Enchanting basics
To enchant an item, craft an Enchantment Table, place it on the ground, right-click on it and drag an enchantable item from your inventory onto the square under the book icon. Three randomly chosen enchantments will appear on the menu on the right. The only thing you can know for sure about them is their level, which appears as a number; the foreign text is random. You can take the item off and place it on the table again for a different set of enchantments. Or, you can attempt to replace the item on the table with a stack of two or more of any other item from your inventory.

Once you choose an enchantment, it will be applied to your item, giving it a glow and one of the special powers detailed below, and you will lose a number of experience levels equal to the level of the enchantment. Enchantments cannot be undone ,and an item can only be enchanted once (although you may receive multiple enchantments during one instance of enchanting, determined randomly).

Whenever you place an eligible item on the table, the enchantment levels available are randomly generated for each slot using the formula below. The enchantment level is dependent upon the number of nearby bookshelves (capped at 30) and a "slot factor" of 0.50 for the topmost enchantment slot, 0.66 for the middle slot, and 1.00 for the bottom slot. (If the number of bookshelves is 0, the second two random integers will always be zero. When placing bookshelves around the Enchanting Table they CANNOT be touching the table or the table will not change from 5.


 * Enchantment level available = (1..5 + 0..(b/2) + 0..b) &times; s,

where b is the number of nearby bookshelves (maximum of 30), s is the slot factor for the given enchantment slot, and x..y generates a raFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). ndom integer between x and y inclusive. (Note that however many bookshelves are being used, 1 is still available as the lowest level.)

Bookshelf placement
Nearby bookshelves raise the available enchantment levels. As of Beta 1.9 Pre-release 4, no enchantments costing above five Experience levels are available unless you place bookshelves near but not touching the Enchantment Table. In order to have an Five forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). effect, a bookshelf must be placed exactly 2 blocks, laterally, of the encFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). hantment table and be on the same level or one block height above the table, and the space between the bookshelf and table must be Air (even a torch will block the effect), where “between” is as shown in the following diagrams (the white spaces are air, and the do not matter):

An enchantment table can be surrounded by 30 bookshelves by placing them in a square around the table, with each wall measuring 5 blocks wide and 2 blocks high, with a 2 block high doorway. This arrangement gives the maximum possible boost. (While it is possible to get two more bookshelves in "range", they do not add, as the boost is capped.)

An easy way to limit the maximum level of enchantment available, if you want to do a lower-level enchantment, is to put torches on the bookshelves so that they aren't recognized by the enchantment table. That way you can still have the entire 'ring' of bookshelves around the table, but get lower-level enchantments when you need them. Breaking the torches will restore the maximum level to its original amount.

Enchantments
Enchantment names are randomly constructed from the following list of words. Three to five words are chosen from the list and appended to each other, then displayed in the Standard Galactic Alphabet. Note thFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). at the names have no meaning and are not saved on the enchanted item(meaning they will tell you nothing about what the resulting spell will be), they are only displayed in the Enchantment Table interface.

"scrolls klaatu berata niktu xyzzy bless curse light darkness fire air earth water hot dry cold wet elder ignite snuff embiggen twist shorten stretch fiddle destroy imbue galvanize enchant free limited range of towards inside sphere cube self other ball mental physical grow shrink demon elemental spirit animal creature beast humanoid undead fresh stale"

Repairing an enchanted weapon/tool will remove the enchantment on it.

When an enchanted weapon deals bonus damage to a mob, circular blue particles fly off of that mob, similar to getting a critical hit.

There are several levels on most enchants, and when you enchant you can get several enchants on each weapon/tool/armor.

Enchantable Items
Items such as swords, shovels, pickaxes, axes, bows, and every part of armor of any material can be enchanted. Hoes, shears, fishing rods and flint and steel are not enchantable.

Enchantment Types
EID is the item's Effect Identification Number in the game code.

{| class="wikitable" style="text-align: center; width: 100%" ! EID ! style="width: 15em;" |Enchantable item ! Name ! Effect ! Max. Enchantment Power ! On level up ! Notes ! colspan=7 |

Armor Enchantments
! 0 ! 1 ! 2 Five forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).
 * - align="center"
 * Protection
 * Converts environmental damage to armor damage
 * IV
 * Armor with this enchantment cannot receive any other type of Protection
 * - align="center"
 * Armor with this enchantment cannot receive any other type of Protection
 * - align="center"
 * Fire Protection
 * Protection against fire
 * IV
 * Armor with this enchantment cannot receive any other type of Protection
 * - align="center"
 * Armor with this enchantment cannot receive any other type of Protection
 * - align="center"
 * Feather Falling
 * Feather Falling

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). ! 3 ! 4 ! 5 ! 6
 * Less fall damage
 * IV
 * +1 to reduction of falling damage (half a heart)
 * This is great for preventing falling damage from ender pearl teleportations.
 * - align="center"
 * Blast Protection
 * Protection against explosions
 * IV
 * Armor with this enchantment cannot receive any other type of Protection
 * - align="center"
 * Armor with this enchantment cannot receive any other type of Protection
 * - align="center"
 * Projectile Protection
 * Protection against projectile entities (e.g. arrows)
 * IV
 * Armor with this enchantment cannot receive any other type of Protection
 * - align="center"
 * Armor with this enchantment cannot receive any other type of Protection
 * - align="center"
 * Respiration
 * Respiration
 * Decreases the rate of air loss underwater; increases time between damage while suffocating
 * III
 * Underwater breathing time +15 seconds; time between suffocation damage +1 second
 * - align="center"
 * - align="center"
 * Aqua Affinity
 * Aqua Affinity

! colspan=7 |
 * Increases underwater mining rate
 * I

Weapon Enchantments
! 16 ! 17 ! 18 ! 19 ! 20 Fire Aspect enchantment is virtually uFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).
 * - align="center"
 * Sharpness
 * Extra damage
 * V
 * Up to 1.5 hearts extra damage per level
 * Extra damage is random for every hit, but will always be at least 0.5 heart. A Sword with this enchantment cannot receive Smite or Bane of Arthropods.
 * - align="center"
 * - align="center"
 * Smite
 * Extra damage to zombies, zombie pigmen and skeletons.
 * V
 * Up to 2 hearts extra damage per level
 * Extra damage is random for every hit, but will always be at least 0.5 heart. A Sword with this enchantment cannot receive Sharpness or Bane of Arthropods.
 * - align="center"
 * - align="center"
 * Bane of Arthropods
 * Extra damage to spiders, cave spiders and silverfish
 * V
 * Up to 2 hearts extra damage per level
 * Extra damage is random for every hit, but will always be at least 0.5 heart. A Sword with this enchantment cannot receive Sharpness or Smite.
 * - align="center"
 * - align="center"
 * Knockback
 * Knocks mobs and players backwards upon hit
 * II
 * Does not stack with knockback caused by attacking while sprinting.
 * - align="center"
 * Does not stack with knockback caused by attacking while sprinting.
 * - align="center"
 * Fire Aspect
 * Fire Aspect

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enteFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). r and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). seless on all nether mobs because all nether mobs are immune to fire and lava. ! 21 ! 48
 * Lights mobs on fire
 * II
 * 0.5 heart extra damage per second
 * Will cook meat if mob is killed by the fire damage
 * - align="center"
 * Looting
 * Mobs have a chance to drop more loot
 * III
 * +1 to max loot drop per level
 * - align="center"
 * - align="center"
 * - align="center"
 * Power
 * Extra damage
 * V
 * Extra damage is dealt
 * Multiplies base damage by 1.5 at Power I; additional levels increase the multiplier by .25 each, for a maximum of 2.5 at Power V. A Power V enchantment will one-shot many mobs when fully charged. (11-12.5 heartsFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).
 * Multiplies base damage by 1.5 at Power I; additional levels increase the multiplier by .25 each, for a maximum of 2.5 at Power V. A Power V enchantment will one-shot many mobs when fully charged. (11-12.5 heartsFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). damage) ! 49 ! 50 ! 51 ! colspan=7 |
 * - align="center"
 * Punch
 * Knockback effect on mobs
 * II
 * Mobs are knocked back further.
 * - align="center"
 * - align="center"
 * - align="center"
 * Flame
 * Sets arrows and mobs on fire.
 * I
 * Sets arrows on fire when shot, and mobs when hit.
 * - align="center"
 * Sets arrows on fire when shot, and mobs when hit.
 * - align="center"
 * Infinity
 * Gives infinite shots with a single arrow.
 * I
 * This can be extremely useful against the Ender Dragon when fighting it in The End, since the player can no longer return for more arrows to use. Additionally, arrows fired by a bow with this enchantment cannot be retrieved, similar to the arrows fired by skeletons.
 * This can be extremely useful against the Ender Dragon when fighting it in The End, since the player can no longer return for more arrows to use. Additionally, arrows fired by a bow with this enchantment cannot be retrieved, similar to the arrows fired by skeletons.
 * This can be extremely useful against the Ender Dragon when fighting it in The End, since the player can no longer return for more arrows to use. Additionally, arrows fired by a bow with this enchantment cannot be retrieved, similar to the arrows fired by skeletons.

Tool Enchantments
! 32 ! 33 Silk Touch does not work on monster spawners nor ice (as of Minecraft 1.Five forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).
 * - align="center"
 * Efficiency
 * Faster resource gathering while in use
 * V
 * +10% mining speed
 * Most blocks break instantly at levels IV and V.
 * - align="center"
 * - align="center"
 * Silk Touch
 * Silk Touch

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). 0.0). ! 34 ! 35
 * Blocks mined will drop themselves, even if it should drop something else (e.g. stone will drop stone, not cobblestone)
 * I
 * Allows the collection of normally unobtainable blocks such as Ores, Mycelium, Double Slabs and Huge Mushrooms. (Regardless of the tool used as of 1.0)
 * - align="center"
 * - align="center"
 * Unbreaking
 * At each use, there's a chance the tool's durability will not decrease.
 * III
 * For example, an Unbreaking III item has a chance to use up a use of (100/(3+1))% = (100/4)% = 25%, so Unbreaking III should, on average, make a tool last 4 times as long.
 * - align="center"
 * For example, an Unbreaking III item has a chance to use up a use of (100/(3+1))% = (100/4)% = 25%, so Unbreaking III should, on average, make a tool last 4 times as long.
 * - align="center"
 * Fortune
 * Fortune
 * Can multiply the drop rate of items from blocks
 * III
 * I: 30% * 2 (30% more)

II: 25% * 2, 25% * 3 (75% more)

III: 20% * 2, 20% * 3, 20% * 4 (120% more)


 * Only applies to item drops such as coal, diamond, redstone, glowstone, lapis lazuli and nether wart. When used on Gold Block or Iron Block etc., it will not drop more than one block, so cloning diamonds is still impossible. When used on Wheat, only the Seeds' drop rate is affected. When used on a Melon Block, the drop rate of melon slices is increased. Increases the chance for Gravel to drop Flint instead of itself, up to 100% at III. It doesn't affect clay ball drop rates (it is always 4).
 * }

How Enchantments Are Chosen
"Enchantment level" is the cost of the enchantment in experience levels (the green number on the button). "Enchantment power" is the strength of the particular enchantment. For example, "Sharpness IV" has power 4. The enchantment algorithm uses a three-step process.

Step One - Applying modifiers to the enchantment level
The first thing that Minecraft does is apply two modifiers to the base enchantment level. Each modifier is restricted to a certain range, with numbers close to the middle of the range more common than those near the ends.

The first modifier is based on the item's "enchantability," which depends on the material and the type of the item (see the table below). Minecraft picks a number between 0 and the enchantability, then adds that number plus one to the enchantment level.

Next, Minecraft picks a value between 0.75 and 1.25. The modified enchantment level is multiplied by this value (so it could increase or decrease by up to 25%) and then rounded to the nearest integer.

Step 1 pseudocode
/* Returns a uniformly distributed random number between [0,n) */ function randomInt(n);

/* returns a uniformly distributed random number between [0,1) */ function randomFloat;

int j = item_enchantability int i = chosen_enchantment_level int j2 = 1 + randomInt(j/2 + 1) + randomInt(j/2 + 1); int k = j + i; float f = (randomFloat + randomFloat - 1) * 0.25; int final_level = (int)((float)k * (1.0 + f) + 0.5); Source:

Step Two - Find possible enchantments


Now, based on the modified level, Minecraft makes a list of all enchantment types that can be applied to the target item along with the power that each enchantment will have.

The power of each enchantment type is determined by the level and the values in the table below. For each power value of an enchantment type, there is a minimum and maximum level that can produce the enchantment at that power. If the modified enchantment level is within the range, then the enchantment will be assigned that power. If the level is within two overlapping ranges for the same enchantment type, the higher power value is used.

Note: that extremely high modified enchantment levels can fall outside the ranges of all valid enchantments for the item. If this happens, the item is left uFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). n-enchanted, but you are not charged any experience levels and can try enchanting it again.

Step Three - Select a set of enchantments from the list
Now that it's got a list of the possible enchantments for the item, Minecraft has to pick some of them that will actually be applied.

You always get at least one enchantment. The first enchantment is picked from a list of statistical "weights" - the enchantment with the higher weight has a higher chance of being selected.

After the first element is selected, there is a chance of receiving more, based on this algorithm:


 * 1) Divide the modified level in half, rounded down. (This does not affect the possible enchantments themselves, because they were all pre-calculated in Step Two.)
 * 2) With probability (modified level + 1) / 50, keep going. Otherwise, stop picking bonus enchantments.
 * 3) Remove from the list of possible enchantments anything that conflicts with previously-chosen enchantments.
 * 4) Pick one enchantment from the remaining possible enchantments (based on the weights, as before) and apply it to the item.
 * 5) Repeat from step 1.

Conflicting Enchantments
Some enchantment conflict with other enchantments and thus both can't be enchanted into the same item, Effectively taking down the possibility for one to get an overpowered weapon.

The rules for enchantment conflicts are:
 * Every enchantment conflicts with itself. (So you can't get a tool with two copies of the Efficiency enchantment.)
 * All protection enchantments conflict with each other, so an item can only have one at a time. (In the code, Feather Fall is implemented as a protection enchantment, but it doesn't conflict with the others.)
 * All damage enchantments (Sharpness, Smite, and Bane of Arthropods) conflict with each other.Five forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business).


 * Silk Touch and Fortune also conflict with each other. (The Fortune enchantment has no effect on a pickaxe that also has Silk Touch, such as could be obtained in a 1.9 prerelease or with an inventory editor, since a Silk Touch pickaxe cannot mine resources such as diamonds or coal -- only their ore blocks.)

Examples

 * A level 50 diamond pickaxe would have a 16.10% chance to have 3 enchantments, a 48.09% chance to have exactly 2 enchantments and a 35.80% chance to have exactly 1 enchantment. The resulting enchantments would have a 75.43% chance to include Efficiency (9.26% for 3, 39.97% for 4 and 26.21% for 5), a 54.85% chance to include Unbreaking 3, a 28.88% chance to include Fortune (27.22% for 3 and 1.66% for 2) and a 15.06% chance to include Silk Touch 1.
 * A level 30 iron pickaxe would have a 6.34% chance to have 3 enchantments, a 34.65% chance to have exactly 2 enchantments and a 59.00% chance to have exactly 1 enchantment. The resulting enchantments would have a 68.08% chance to include Efficiency (22.60% for 2, 41.59% for 3 and 3.89% chance for 4), a 65.53% chance to include Unbreaking (57.98% for 2, 7.55% for 3), a 21.05% chance to include Fortune (5.36% for 1, 13.08% for 2, 2.60% for 3) and a 10.72% chance to include Silk Touch 1.
 * A level 1 stone pickaxe would have a 6.04% chance to have 2 enchantments and a 93.73% chance to have exactly 1 enchantment. The resulting enchantments would have a 84.84% chance to include Efficiency 1 and a 18.86% chance to include Unbreaking 1.
 * A level 50 diamond helmet would have a 0.28% chance to have 3 enchantments, a 35.03% chance to have exactly 2 enchantments and a 64.70% chance to have exactly 1 enchantment. The resulting enchantments would have a 83.09% chance to include Protection (16.66% for 3 and 66.43% for 4), a 5.05% chance to include Fire Protection (0.02% for 3 and 5.03% for 4), a 38.33% chance to include Respiration 3, a 0.96% chance to include Aqua Affinity 1 and a 0.32% chance to include Blast Protection 4.  It would also have a 6.65% chance of being left "un-enchanted" (see note above).
 * A level 37 diamond helmet would have a 0.32% chance to have 3 enchantments, a 37.05% chance to have exactly 2 enchantments and a 62.63% chance to have exactly 1 enchantment. The resulting enchantments would have a 64.44% chance to include Protection (2.37% for 2, 40.93% for 3 and 21.14% for 4), a 17.59% chance to include Fire Protection (6.65% for 3 and 10.93% for 4), a 43.00% chance to include Respiration (0.12% for 2 and 42.88% for 3), a 11.66% chance to include Aqua Affinity 1, a 4.55% chance to include Blast Protection 4 and a 1.84% chance to include Projectile Protection 4.

How Enchantments Are Attached to an Item
The Enchantments of an item are determined by an extra set of data attached to the item.

The extra data is a "compound" labeled "tag"; Which contains a "list" of data named "ench"; in which is a series of "compound"[s] (one compound for each enchantment); Each of the "compound"[s] contains a pair of "short"[s] named "id" and "lvl";

The "id" short represents the EID of the enchantment and the "lvl" short represents the level of the enchantment.

Hacking Enchantments
It is possible to edit enchantments via an external program such as NBTEdit by using a process such as that shown here, or easier by using an enchantment editor like this one.

Standard Galactic Alphabet
The enchantments are written in the Standard Galactic Alphabet which is a simple alphabet substitution code used in the Commander Keen series of computer games (see that page for the code key). However, if you want to decode the names more quickly you can replace  in   (or in   for OSX,   for linux) with the   NOTE: this does not work if you're using a texture pack.

There is something that may help you decode the language: </cenFive forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business). ter> Note: Decoding the alphabet will allow a player to read the enchantment phrases in his or her native language, although these phrases remain arbitrary, as of client version 1.0.0.

History
Notch first tweeted about the Enchantment Table on September 30th 2011. Notch stated that Enchanting will work in three stages and the benefits will be based on the spell you choose, but a random loot element will be included as well.

Enchanting was added to the game in 1.9 prerelease 2. However, enchanting was not the same in the 1.9 prerelease 2. Enchanting did NOT require bookshelves to get maximum enchantments. Also, many enchantments were not added back then. Enchantments are labeled in the enchanting table as random words in the Standard Galactic Alphabet.

In 1.1, four bow enchantments (Power, Flame, Punch and Infinity) were added to the game.

Bugs

 * Using the "Silk Touch" enchantment, it is possible to obtain either Redstone Ore or Glowing Redstone Ore, depending on the block's state when broken. These are different blocks and do not stack, but appear to be identical in the user's inventory.
 * Sometimes, logging off a server with an enchanted tool on you, will remove the enchantments from the item.Five forces[edit] Threat of new competitionProfitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. [edit] Threat of substitute products or servicesThe existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, Pepsi is not considered a substitute for Coke but water, tea, and coffee are.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation [edit] Bargaining power of customers (buyers)The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis [edit] Bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.

[edit] Intensity of competitive rivalryFor most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy [edit] UsageStrategy consultants occasionally use Porter's five forces framework when making a qualitative evaluation of a firm's strategic position. However, for most consultants, the framework is only a starting point or "checklist." They might use " Value Chain" afterward. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naїve.

According to Porter, the five forces model should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. (See industry information.) A firm that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the first fundamental issue in corporate strategy is the selection of industries (lines of business) in which the company should compete; and each line of business should develop its own, industry-specific, five forces analysis. The average Global 1,000 company competes in approximately 52 industries (lines of business).


 * In multiplayer, players can only see their own enchantment auras, and not those of other players.
 * In multiplayer, rarely can one get a high level enchantment while spending only a small number of levels.