Professor Michael E. Porter Institute for Strategy and Competitiveness Harvard Business School Cambridge‚ Massachusetts June 24‚ 2005 This presentation draws on Michael Porter‚ Klaus Schwab: The Global Competitiveness Report 2004-2005‚ Oxford University Press‚ 2004 and other sources. For further information on the Report and on the Institute for Strategy and Competitiveness see www.isc.hbs.edu 200506 GCR Vietnam – KC 2005.06.24.ppt 1 Copyright 2005 © Professor Michael E. Porter Topics for
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environment for the interest of the organization. That is why companies should not only be flexible‚ but also managers should develop a keen sense to anticipate change; therefore companies will be able to achieve to be at the forefront. According to Porter (1998) “Activities provide the bridge between strategy and implementation. When strategy was defined in terms of broad positioning concepts‚ a clear separation between strategy and structure was meaningful and useful.” Innovation is everywhere and
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resulted‚ but rarely have these gains translated into sustainable profitability. And gradually‚ the tools have taken the place of strategy. As managers push to improve on all fronts‚ they move further away from viable competitive positions. Michael Porter argues that operational effectiveness‚ although necessary to superior performance‚ is not sufficient‚ because its techniques are easy to imitate. In contrast‚ the essence of strategy is choosing a unique and valuable position rooted in systems of
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Ballinger‚ L BBC News (2012). Ikea profits rise 10% as emerging markets boost sales. http://www.bbc.co.uk/news/business-16649251 [accessed 24 July 2012] BBC News (2005) The pleasure and pain of Ikea BBC Learning English (2012) Episode 12: Michael Porter – biography. http://www.bbc.co.uk/worldservice/learningenglish/work/handy/porterbiography.shtml [accessed 28 July 2012] BBC News (2000) Ikea’s self-assembled billionaire BBC News (1999) Ikea staff assemble own pay packets. http://news.bbc.co.uk/1/hi/business/469640
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Strategic Management Journal‚ Vol. 12‚ 95-1 I7 ( I 991) /----- TOWARDS A DYNAMIC THEORY OF STRATEGY MICHAEL E. PORTER T-- Graduate School of Business Administration‚ Harvard Universitv‚ Boston‚ Massachusetts‚ U.S.A. This paper reviews the progress of the strategy field towards developing a truly dynamic theory of strategy. It separates the theory of strategy into the causes of superior performance at a given period in time (termed the cross-sectional problem) and the dynamic process
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the value chain and competitive forces of those organizations? 3. What are some of the changes to the value chain and competitive forces when an organization responds to sustainability? Value Chain Analysis Early as 1979‚ Michael Eugene Porter introduced the concept of the value chain analysis.
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global value chain has played an important role in the development of multinational. This essay will focus on the evolution of the value chain. Body Since the 1980s‚ many scholars have put forward the theory of the value chain. Professor Michael Porter of the Harvard Business School in 1985‚ pointed in the "Competitive Advantage": Every enterprise is a collection of various activities in the design‚ production‚ sales‚ send‚ and auxiliary products process‚ all of these activities can be indicated
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Robert Deluce introduced Porter Airlines in 2006 aiming to create a higher value experience for its customers compared to other major players and competitors in the Canadian airline industry such as Air Canada and West Jet. The brand image is designed to provide upscale and refined service to its customers‚ giving the sense of traveling in first class with free amenities that competitors provide at very high prices such as meals‚ beverages‚ wine‚ etc. Even thought Porter has had considerable success
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describes how particular resource categories contribute to the firm’s strategic performance. Demonstrate how this can be done using examples from an organization of your choice. INTRODUCTION Michael Porter introduced the value chain analysis concept in his 1985 book the Competitive Advantage. Porter suggested that activities within an organization add value to the service and products that the organization produces and all these activities should be run at optimum level if the organization is to
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Creating Shared Value Michael E. Porter‚ Mark R. Kramer; Harvard Business Review Summary The article “Creating Shared Value“‚ written by Michael E. Porter and Mark R. Kramer and published in the “Harvard Business Review“ in January 2011 deals with the idea of innovating the purpose of a corporation and their relationship to the government and social environment in order to identify unknown customer needs and expand the total pool of economic and social value. In the introduction the authors
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