Competitive Advantage
Creating and Sustaining Superior Performance
(Sprache: Englisch)
The essential complement to the pathbreaking book Competitive Strategy, Michael E. Porter's Competitive Advantage explores the underpinnings of competitive advantage in the individual firm.
Competitive Advantage introduces a whole new way of...
Competitive Advantage introduces a whole new way of...
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The essential complement to the pathbreaking book Competitive Strategy, Michael E. Porter's Competitive Advantage explores the underpinnings of competitive advantage in the individual firm.Competitive Advantage introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into "activities," or the discrete functions or processes that represent the elemental building blocks of competitive advantage.
Now an essential part of international business thinking, Competitive Advantage takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. Competitive Advantage also provides for the first time the tools to strategically segment an industry and rigorously assess the competitive logic of diversification.
That the phrases "competitive advantage" and "sustainable competitive advantage" have become commonplace is testimony to the power of Porter's ideas. Competitive Advantage has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.
Lese-Probe zu „Competitive Advantage “
Chapter 1: Competitive Strategy: The Core Concepts Competition is at the core of the success or failure of firms. Competition determines the appropriateness of a firm's activities that can contribute to its performance, such as innovations, a cohesive culture, or good implementation. Competitive strategy is the search for a favorable competitive position in an industry, the fundamental arena in which competition occurs. Competitive strategy aims to establish a profitable and sustainable position against the forces that determine industry competition.
Two central questions underlie the choice of competitive strategy. The first is the attractiveness of industries for long-term profitability and the factors that determine it. Not all industries offer equal opportunities for sustained profitability, and the inherent profitability of its industry is one essential ingredient in determining the profitability of a firm. The second central question in competitive strategy is the determinants of relative competitive position within an industry. In most industries, some firms are much more profitable than others, regardless of what the average profitability of the industry may be.
Neither question is sufficient by itself to guide the choice of competitive strategy. A firm in a very attractive industry may still not earn attractive profits if it has chosen a poor competitive position. Conversely, a firm in an excellent competitive position may be in such a poor industry that it is not very profitable, and further efforts to enhance its position will be of little benefit. Both questions are dynamic; industry attractiveness and competitive position change. Industries become more or less attractive over time, and competitive position reflects an unending battle among competitors. Even long periods of stability can be abruptly ended by competitive moves.
Both industry attractiveness and competitive position can be shaped by a firm, and this is what makes the choice of
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competitive strategy both challenging and exciting. While industry attractiveness is partly a reflection of factors over which a firm has little influence, competitive strategy has considerable power to make an industry more or less attractive. At the same time, a firm can clearly improve or erode its position within an industry through its choice of strategy. Competitive strategy, then, not only responds to the environment but also attempts to shape that environment in a firm's favor.
These two central questions in competitive strategy have been at the core of my research. My book Competitive Strategy: Techniques for Analyzing Industries and Competitors presents an analytical framework for understanding industries and competitors, and formulating an overall competitive strategy. It describes the five competitive forces that determine the attractiveness of an industry and their underlying causes, as well as how these forces change over time and can be influenced through strategy. It identifies three broad generic strategies for achieving competitive advantage. It also shows how to analyze competitors and to predict and influence their behavior, and how to map competitors into strategic groups and assess the most attractive positions in an industry. It then goes on to apply the framework to a range of important types of industry environments that I term structural settings, including fragmented industries, emerging industries, industries undergoing a transition to maturity, declining industries, and global industries. Finally, the book examines the important strategic decisions that occur in the context of an industry, including vertical integration, capacity expansion, and entry.
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This book takes the framework in Competitive Strategy as a starting point. The central theme of this book is how a firm can actually create and sustain a competitive advantage in its industry -- how it can implement the broad g
These two central questions in competitive strategy have been at the core of my research. My book Competitive Strategy: Techniques for Analyzing Industries and Competitors presents an analytical framework for understanding industries and competitors, and formulating an overall competitive strategy. It describes the five competitive forces that determine the attractiveness of an industry and their underlying causes, as well as how these forces change over time and can be influenced through strategy. It identifies three broad generic strategies for achieving competitive advantage. It also shows how to analyze competitors and to predict and influence their behavior, and how to map competitors into strategic groups and assess the most attractive positions in an industry. It then goes on to apply the framework to a range of important types of industry environments that I term structural settings, including fragmented industries, emerging industries, industries undergoing a transition to maturity, declining industries, and global industries. Finally, the book examines the important strategic decisions that occur in the context of an industry, including vertical integration, capacity expansion, and entry.
par
This book takes the framework in Competitive Strategy as a starting point. The central theme of this book is how a firm can actually create and sustain a competitive advantage in its industry -- how it can implement the broad g
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Inhaltsverzeichnis zu „Competitive Advantage “
ContentsIntroduction
Preface
Chapter 1 Competitive Strategy: The Core Concepts
THE STRUCTURAL ANALYSIS OF INDUSTRIES
Industry Structure and Buyer Needs
Industry Structure and the Supply/Demand Balance
GENERIC COMPETITIVE STRATEGIES
Cost Leadership
Differentiation
Focus
Stuck in the Middle
Pursuit of More Than One Generic Strategy
Sustainability
Generic Strategies and Industry Evolution
Generic Strategies and Organizational Structure
Generic Strategies and the Strategic Planning Process
OVERVIEW OF THIS BOOK
PART I PRINCIPLES OF COMPETITIVE ADVANTAGE
Chapter 2 The Value Chain and Competitive Advantage
THE VALUE CHAIN
Identifying Value Activities
Defining the Value Chain
Linkages within The Value Chain
Vertical Linkages
The Buyer's Value Chain
COMPETITIVE SCOPE AND THE VALUE CHAIN
Segment Scope
Vertical Scope
Geographic Scope
Industry Scope
Coalitions and Scope
Competitive Scope and Business Definition
The Value Chain and Industry Structure
THE VALUE CHAIN AND ORGANIZATIONAL STRUCTURE
Chapter 3 Cost Advantage
THE VALUE CHAIN AND COST ANALYSIS
Defining the Value Chain for Cost Analysis
Assigning Costs and Assets
First Cut Analysis of Costs
COST BEHAVIOR
Cost Drivers
The Cost of Purchased Inputs
Segment Cost Behavior
Cost Dynamics
COST ADVANTAGE
Determining the Relative Cost of Competitors
Gaining Cost Advantage
Sustainability of Cost Advantage
Implementation and Cost Advantage
Pitfalls in Cost Leadership Strategies
STEPS IN STRATEGIC COST ANALYSIS
Chapter 4 Differentiation
SOURCES OF DIFFERENTIATION
Differentiation and The Value Chain
Drivers of Uniqueness
THE COST OF DIFFERENTIATION
BUYER VALUE AND DIFFERENTIATION
Buyer Value
The Value Chain and Buyer Value
Lowering Buyer Cost
Raising Buyer Performance
Buyer Perception of Value
Buyer Value and
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the Real Buyer
Buyer Purchase Criteria
Identifying Purchase Criteria
DIFFERENTIATION STRATEGY
Routes to Differentiation
The Sustainability of Differentiation
Pitfalls in Differentiation
STEPS IN DIFFERENTIATION
Chapter 5 Technology and Competitive Advantage
TECHNOLOGY AND COMPETITION
Technology and The Value Chain
Technology and Competitive Advantage
Technology and Industry Structure
TECHNOLOGY STRATEGY
The Choice of Technologies to Develop
Technological Leadership or Followership
Licensing of Technology
TECHNOLOGICAL EVOLUTION
Continuous Versus Discontinuous Technological Evolution
Forecasting Technological Evolution
FORMULATING TECHNOLOGICAL STRATEGY
Chapter 6 Competitor Selection
THE STRATEGIC BENEFITS OF COMPETITORS
Increasing Competitive Advantage
Improving Current Industry Structure
Aiding Market Development
Deterring Entry
WHAT MAKES A "GOOD" COMPETITOR?
Tests of a Good Competitor
"Good" Market Leaders
Diagnosing Good Competitors
INFLUENCING THE PATTERN OF COMPETITORS
Damaging Good Competitors in Battling Bad Ones
Changing Bad Competitors into Good Ones
THE OPTIMAL MARKET CONFIGURATION
The Optimal Competitor Configuration
Maintaining Competitor Viability
Moving toward the Ideal Competitor Configuration
Maintaining Industry Stability
PITFALLS IN COMPETITOR SELECTION
PART II COMPETITIVE SCOPE WITHIN AN INDUSTRY
Chapter 7 Industry Segmentation and Competitive Advantage
BASES FOR INDUSTRY SEGMENTATION
Structural Bases For Segmentation
Segmentation Variables
Finding New Segments
THE INDUSTRY SEGMENTATION MATRIX
Relationships Among Segmentation Variables
Combining Segmentation Matrices
INDUSTRY SEGMENTATION AND COMPETITIVE STRATEGY
The Attractiveness of a Segment
Segment Interrelationships
Segment Interrelationships and Broadly-Targeted Strategies
The Choice of Focus
The Feasibility of New Segments to Focus On
The Sustainability of a Focus Strategy
Pitfalls and Opportunities for Focusers and Broadly-Targeted Competitors
INDUSTRY SEGMENTATION AND INDUSTRY
DEFINITION
Chapter 8 Substitution
IDENTIFYING SUBSTITUTES
THE ECONOMICS OF SUBSTITUTION
Relative Value/Price
Switching Costs
Buyer Propensity to Substitute
Segmentation and Substitution
CHANGES IN THE SUBSTITUTION THREAT
Substitution and Overall Industry Demand
Substitution and Industry Structure
THE PATH OF SUBSTITUTION
Segmentation and the Substitution Path
Substitution Forecasting Models
SUBSTITUTION AND COMPETITIVE STRATEGY
Promoting Substitution
Defense Against Substitutes
Industry Versus Firm Substitution Strategy
Pitfalls in Strategy Against Substitutes
PART III CORPORATE STRATEGY AND COMPETITIVE ADVANTAGE
Chapter 9 Interrelationships among Business Units
THE GROWING IMPORTANCE OF HORIZONTAL STRATEGY
INTERRELATIONSHIPS AMONG BUSINESS UNITS
TANGIBLE INTERRELATIONSHIPS
Sharing and Competitive Advantage
The Costs of Sharing
Difficulty of Matching
Identifying Tangible Interrelationships
INTANGIBLE INTERRELATIONSHIPS
COMPETITOR INTERRELATIONSHIPS
Multipoint Competitors in Unrelated Industries
Multipoint Competition in Related Industries
Competitors with Different Patterns of Interrelationships
Forecasting Potential Competitors
Chapter 10 Horizontal Strategy
THE NEED FOR EXPLICIT HORIZONTAL STRATEGY
Formulating Horizontal Strategy
INTERRELATIONSHIPS AND DIVERSIFICATION STRATEGY
Diversification Based on Tangible Interrelationships
Diversification Through Beachheads
Diversification and Corporate Resources
PITFALLS IN HORIZONTAL STRATEGY
Pitfalls in Ignoring Interrelationships
Pitfalls in Pursuing Interrelationships
Chapter 11 Achieving Interrelationships
IMPEDIMENTS TO ACHIEVING INTERRELATIONSHIPS
Sources of Impediments
Interrelationships and Equity
Differences in Impediments among Firms
ORGANIZATIONAL MECHANISMS FOR ACHIEVING
INTERRELATIONSHIPS
Horizontal Structure
Horizontal Systems
Horizontal Human Resource Practices
Horizontal Conflict Resolution Processes
The Corporate Role in Facilitating Interrelationships
Interrelationships and the Mode of Diversification
MANAGING HORIZONTAL ORGANIZATION
Promising Examples
Japanese Firms and Interrelationships
A New Organizational Form
Chapter 12 Complementary Products and Competitive Advantage
CONTROL OVER COMPLEMENTARY PRODUCTS
Competitive Advantages From Controlling Complements
Problems of Controlling Complements
Control Over Complements and Industry Evolution
Identifying Strategically Important Complements
BUNDLING
Competitive Advantages of Bundling
Risks of Bundling
Bundled Versus Unbundled Strategies
Bundling and Industry Evolution
Strategic Implications of Bundling
CROSS SUBSIDIZATION
Conditions Favoring Cross Subsidization
Risks of Cross Subsidization
Cross Subsidization and Industry Evolution
Strategic Implications of Cross Subsidization
COMPLEMENTS AND COMPETITIVE STRATEGY
PART IV IMPLICATIONS FOR OFFENSIVE AND DEFENSIVE COMPETITIVE STRATEGY
Chapter 13 Industry Scenarios and Competitive Strategy under Uncertainty
Scenarios as a Planning Tool
Industry Scenarios
CONSTRUCTING INDUSTRY SCENARIOS
Identifying Industry Uncertainties
Independent Versus Dependent Uncertainties
Identifying a Set of Scenarios
Consistency of Assumptions
Analyzing Scenarios
Introducing Competitor Behavior into Scenarios
The Number of Scenarios To Analyze
Attaching Probabilities to Scenarios
Summary Characteristics of Industry Scenarios
INDUSTRY SCENARIOS AND COMPETITIVE STRATEGY
Strategic Approaches Under Scenarios
Combined and Sequenced Strategies
The Choice of Strategy Under Industry Scenarios
Scenario Variables and Market Intelligence
SCENARIOS AND THE PLANNING PROCESS
Corporate Role in Constructing Industry Scenarios
Industry Scenarios and Creativity
Chapter 14 Defensive Strategy
THE PROCESS OF ENTRY OR REPOSITIONING
DEFENSIVE TACTICS
Raising Structural Barriers
Increasing Expected Retaliation
Lowering the Inducement for Attack
EVALUATING DEFENSIVE TACTICS
DEFENSIVE STRATEGY
Deterrence
Response
Response to Price Cutting
Defense or Disinvest
Pitfalls in Defense
Chapter 15 Attacking an Industry Leader
CONDITIONS FOR ATTACKING A LEADER
AVENUES FOR ATTACKING LEADERS
Reconfiguration
Redefinition
Pure Spending
Alliances To Attack Leaders
IMPEDIMENTS To LEADER RETALIATION
SIGNALS OF LEADER VULNERABILITY
Industry Signals
Leader Signals
ATTACKING LEADERS AND INDUSTRY STRUCTURE
Bibliography
Index
About the Author
Buyer Purchase Criteria
Identifying Purchase Criteria
DIFFERENTIATION STRATEGY
Routes to Differentiation
The Sustainability of Differentiation
Pitfalls in Differentiation
STEPS IN DIFFERENTIATION
Chapter 5 Technology and Competitive Advantage
TECHNOLOGY AND COMPETITION
Technology and The Value Chain
Technology and Competitive Advantage
Technology and Industry Structure
TECHNOLOGY STRATEGY
The Choice of Technologies to Develop
Technological Leadership or Followership
Licensing of Technology
TECHNOLOGICAL EVOLUTION
Continuous Versus Discontinuous Technological Evolution
Forecasting Technological Evolution
FORMULATING TECHNOLOGICAL STRATEGY
Chapter 6 Competitor Selection
THE STRATEGIC BENEFITS OF COMPETITORS
Increasing Competitive Advantage
Improving Current Industry Structure
Aiding Market Development
Deterring Entry
WHAT MAKES A "GOOD" COMPETITOR?
Tests of a Good Competitor
"Good" Market Leaders
Diagnosing Good Competitors
INFLUENCING THE PATTERN OF COMPETITORS
Damaging Good Competitors in Battling Bad Ones
Changing Bad Competitors into Good Ones
THE OPTIMAL MARKET CONFIGURATION
The Optimal Competitor Configuration
Maintaining Competitor Viability
Moving toward the Ideal Competitor Configuration
Maintaining Industry Stability
PITFALLS IN COMPETITOR SELECTION
PART II COMPETITIVE SCOPE WITHIN AN INDUSTRY
Chapter 7 Industry Segmentation and Competitive Advantage
BASES FOR INDUSTRY SEGMENTATION
Structural Bases For Segmentation
Segmentation Variables
Finding New Segments
THE INDUSTRY SEGMENTATION MATRIX
Relationships Among Segmentation Variables
Combining Segmentation Matrices
INDUSTRY SEGMENTATION AND COMPETITIVE STRATEGY
The Attractiveness of a Segment
Segment Interrelationships
Segment Interrelationships and Broadly-Targeted Strategies
The Choice of Focus
The Feasibility of New Segments to Focus On
The Sustainability of a Focus Strategy
Pitfalls and Opportunities for Focusers and Broadly-Targeted Competitors
INDUSTRY SEGMENTATION AND INDUSTRY
DEFINITION
Chapter 8 Substitution
IDENTIFYING SUBSTITUTES
THE ECONOMICS OF SUBSTITUTION
Relative Value/Price
Switching Costs
Buyer Propensity to Substitute
Segmentation and Substitution
CHANGES IN THE SUBSTITUTION THREAT
Substitution and Overall Industry Demand
Substitution and Industry Structure
THE PATH OF SUBSTITUTION
Segmentation and the Substitution Path
Substitution Forecasting Models
SUBSTITUTION AND COMPETITIVE STRATEGY
Promoting Substitution
Defense Against Substitutes
Industry Versus Firm Substitution Strategy
Pitfalls in Strategy Against Substitutes
PART III CORPORATE STRATEGY AND COMPETITIVE ADVANTAGE
Chapter 9 Interrelationships among Business Units
THE GROWING IMPORTANCE OF HORIZONTAL STRATEGY
INTERRELATIONSHIPS AMONG BUSINESS UNITS
TANGIBLE INTERRELATIONSHIPS
Sharing and Competitive Advantage
The Costs of Sharing
Difficulty of Matching
Identifying Tangible Interrelationships
INTANGIBLE INTERRELATIONSHIPS
COMPETITOR INTERRELATIONSHIPS
Multipoint Competitors in Unrelated Industries
Multipoint Competition in Related Industries
Competitors with Different Patterns of Interrelationships
Forecasting Potential Competitors
Chapter 10 Horizontal Strategy
THE NEED FOR EXPLICIT HORIZONTAL STRATEGY
Formulating Horizontal Strategy
INTERRELATIONSHIPS AND DIVERSIFICATION STRATEGY
Diversification Based on Tangible Interrelationships
Diversification Through Beachheads
Diversification and Corporate Resources
PITFALLS IN HORIZONTAL STRATEGY
Pitfalls in Ignoring Interrelationships
Pitfalls in Pursuing Interrelationships
Chapter 11 Achieving Interrelationships
IMPEDIMENTS TO ACHIEVING INTERRELATIONSHIPS
Sources of Impediments
Interrelationships and Equity
Differences in Impediments among Firms
ORGANIZATIONAL MECHANISMS FOR ACHIEVING
INTERRELATIONSHIPS
Horizontal Structure
Horizontal Systems
Horizontal Human Resource Practices
Horizontal Conflict Resolution Processes
The Corporate Role in Facilitating Interrelationships
Interrelationships and the Mode of Diversification
MANAGING HORIZONTAL ORGANIZATION
Promising Examples
Japanese Firms and Interrelationships
A New Organizational Form
Chapter 12 Complementary Products and Competitive Advantage
CONTROL OVER COMPLEMENTARY PRODUCTS
Competitive Advantages From Controlling Complements
Problems of Controlling Complements
Control Over Complements and Industry Evolution
Identifying Strategically Important Complements
BUNDLING
Competitive Advantages of Bundling
Risks of Bundling
Bundled Versus Unbundled Strategies
Bundling and Industry Evolution
Strategic Implications of Bundling
CROSS SUBSIDIZATION
Conditions Favoring Cross Subsidization
Risks of Cross Subsidization
Cross Subsidization and Industry Evolution
Strategic Implications of Cross Subsidization
COMPLEMENTS AND COMPETITIVE STRATEGY
PART IV IMPLICATIONS FOR OFFENSIVE AND DEFENSIVE COMPETITIVE STRATEGY
Chapter 13 Industry Scenarios and Competitive Strategy under Uncertainty
Scenarios as a Planning Tool
Industry Scenarios
CONSTRUCTING INDUSTRY SCENARIOS
Identifying Industry Uncertainties
Independent Versus Dependent Uncertainties
Identifying a Set of Scenarios
Consistency of Assumptions
Analyzing Scenarios
Introducing Competitor Behavior into Scenarios
The Number of Scenarios To Analyze
Attaching Probabilities to Scenarios
Summary Characteristics of Industry Scenarios
INDUSTRY SCENARIOS AND COMPETITIVE STRATEGY
Strategic Approaches Under Scenarios
Combined and Sequenced Strategies
The Choice of Strategy Under Industry Scenarios
Scenario Variables and Market Intelligence
SCENARIOS AND THE PLANNING PROCESS
Corporate Role in Constructing Industry Scenarios
Industry Scenarios and Creativity
Chapter 14 Defensive Strategy
THE PROCESS OF ENTRY OR REPOSITIONING
DEFENSIVE TACTICS
Raising Structural Barriers
Increasing Expected Retaliation
Lowering the Inducement for Attack
EVALUATING DEFENSIVE TACTICS
DEFENSIVE STRATEGY
Deterrence
Response
Response to Price Cutting
Defense or Disinvest
Pitfalls in Defense
Chapter 15 Attacking an Industry Leader
CONDITIONS FOR ATTACKING A LEADER
AVENUES FOR ATTACKING LEADERS
Reconfiguration
Redefinition
Pure Spending
Alliances To Attack Leaders
IMPEDIMENTS To LEADER RETALIATION
SIGNALS OF LEADER VULNERABILITY
Industry Signals
Leader Signals
ATTACKING LEADERS AND INDUSTRY STRUCTURE
Bibliography
Index
About the Author
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Autoren-Porträt von Michael E. Porter
Michael E. Porter is the C. Roland Christensen Professor of Business Administration at the Harvard Business School. The author of fourteen books and recipient of the Wells Prize in Economics, he lives in Brookline, Massachusetts.
Bibliographische Angaben
- Autor: Michael E. Porter
- 1998, New ed., 592 Seiten, mit Abbildungen, Maße: 23,495 cm, Gebunden, Englisch
- Verlag: Free Press
- ISBN-10: 0684841460
- ISBN-13: 9780684841465
Sprache:
Englisch
Pressezitat
"The most influential management book of the past quarter century....A veritable goldmine of analytical concepts and tools to help companies get a much clearer grasp of how they can create and sustain competitive advantage." (Financial Times)
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