Competitive Advantage: Creating and Sustaining Superior Performance
COMPETITIVE ADVANTAGE: CREATING AND SUSTAINING SUPERIOR PERFORMANCE
Michael Porter
Contents
Introduction
Chapter 1: Competitive Strategy: The Core Concepts 3 The Structural Analysis of Industries 4 Industry Structure and Buyer Needs 6 Generic Competitive Strategies 7 Cost Leadership 8 Differentiation 9 Focus 9 Stuck In The Middle 10 Sustainability 12 RISKS OF COST LEADERSHIP 12 RISKS 12 OF DIFFERENTIATION 12 RISKS 12 OF 12 FOCUS 12 Generic Strategies and Industry Evolution 13 Generic Strategies and Organizational Structure 14 Generic Strategies and Strategic Planning Process 14 Chapter 2: The Value Chain and Competitive Advantage 15 The Value Chain 15 Identifying Value Activities 16 The value Chain and Organizational Structure 22 CHAPTER 3: Cost Advantage (p. 62) 22 Section 1: The Value Chain and Costs Analysis (p.64) 22 Section 2: Cost Behavior (p. 70) 24 Section 3: Cost Advantage (p. 97) 30 Chapter 4: Differentiation (p.119) 38 Section 1: Sources of Differentiation 38 Section 2: The cost of differentiation (p.127) 41 Section 3: Buyer value and differentiation 42 Section 4: Differentiation strategy 46 Section 5: The steps in differentiation (p. 162) 50 Chapter 5: Technology and Competitive Advantage (p.165) 51 Section 1: Technology and Competition 51 Section 2: Technology Strategy 54 Section 3: Technology Evolution 58 Section 4: Formulating Technological Strategy 60 Chapter 6: Competitor Selection 61 Section 1: THE STRATEGIC BENEFITS OF COMPETITORS 61 Section 2: What Makes a “Good” Competitor? 64 “Good” Market Leaders 65 Section 3: Influencing the Pattern of Competitors 65 Section 4: The Optimal Market Configuration 66 Section 5: Pitfalls In Competitor selection 68 Part II Competitive Scope within an Industry (p. 230) 69 Chapter7: Industry Segmentation and Competitive Advantage 69 Section 1: Bases For Industry Segmentation 69 Section 2: The Industry
Michael Porter
Contents
Introduction
Chapter 1: Competitive Strategy: The Core Concepts 3 The Structural Analysis of Industries 4 Industry Structure and Buyer Needs 6 Generic Competitive Strategies 7 Cost Leadership 8 Differentiation 9 Focus 9 Stuck In The Middle 10 Sustainability 12 RISKS OF COST LEADERSHIP 12 RISKS 12 OF DIFFERENTIATION 12 RISKS 12 OF 12 FOCUS 12 Generic Strategies and Industry Evolution 13 Generic Strategies and Organizational Structure 14 Generic Strategies and Strategic Planning Process 14 Chapter 2: The Value Chain and Competitive Advantage 15 The Value Chain 15 Identifying Value Activities 16 The value Chain and Organizational Structure 22 CHAPTER 3: Cost Advantage (p. 62) 22 Section 1: The Value Chain and Costs Analysis (p.64) 22 Section 2: Cost Behavior (p. 70) 24 Section 3: Cost Advantage (p. 97) 30 Chapter 4: Differentiation (p.119) 38 Section 1: Sources of Differentiation 38 Section 2: The cost of differentiation (p.127) 41 Section 3: Buyer value and differentiation 42 Section 4: Differentiation strategy 46 Section 5: The steps in differentiation (p. 162) 50 Chapter 5: Technology and Competitive Advantage (p.165) 51 Section 1: Technology and Competition 51 Section 2: Technology Strategy 54 Section 3: Technology Evolution 58 Section 4: Formulating Technological Strategy 60 Chapter 6: Competitor Selection 61 Section 1: THE STRATEGIC BENEFITS OF COMPETITORS 61 Section 2: What Makes a “Good” Competitor? 64 “Good” Market Leaders 65 Section 3: Influencing the Pattern of Competitors 65 Section 4: The Optimal Market Configuration 66 Section 5: Pitfalls In Competitor selection 68 Part II Competitive Scope within an Industry (p. 230) 69 Chapter7: Industry Segmentation and Competitive Advantage 69 Section 1: Bases For Industry Segmentation 69 Section 2: The Industry