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Competitive strategy: techniques for analyzing industries and competitors

Author: Porter, Michael E. Publisher: Free Press, 1998.Language: EnglishDescription: 396 p. : Graphs ; 24 cm.ISBN: 0743260880Type of document: BookNote: Originally published : New York : Free Press,c1980; Paperback 1998 Bibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Textbook Collection (PhD)
Print HD41 .P67 1998
(Browse shelf)
Available 900185899
Total holds: 0

Originally published : New York : Free Press,c1980; Paperback 1998

Includes bibliographical references and index


Contents Competitive Strategy Competitive Strategy Introduction Preface Introduction, 1980 ix xvii xxi PART I General Analytical Techniques THESTRUCTURAL ANALYSISINDUSTRIES 3 OF Structural Determinants of the 5 Intensity of Competition Structural Analysis and 29 Competitive Strategy Structural Analysis and 32 lndustry Definition GENERIC COMPETITIVE STRATEGIES 34 Three Generic Strategies 35 Stuck in the Middle 41 Risks of the Generic Strategies 44 A FRAMEWORK COMPETITOR FOR ANALYSIS 47 The Components of Competitor Analysis 49 Putting the Four Components Together-The Cornpetitor 67 Response Profile Competitor Analysis and 71 Industry Forecasting The Need for a Competitor 71 IntelligenceSystem Types of Market Signals 76 The Use of History in Identifying 86 Signals Can Attention to Market Signals Be a Distraction? 87 COMPETITIVE MOVES 88 lndustry Instability: The Likelihood of Competitive Warfare 89 Competitive Moves 91 Commitment 100 FocalPoints 105 A Note on Informationand Secrecy 106 STRATEGY TOWARD BUYERS SUPPLIERS AND 108 Buyer Selection 108 122 Purchasing Strategy J Dimensions of Competitive Strategy Strategic Groups 129 Strategic Groups and a Firm's Profitability 142 Implications for Formulation ofstrategy 149 The Strategic Group Map as an 152 Analytical Tool Basic Concepts in lndustry Evolution 157 EvolutionaryProcesses 163 Key Relationships in lndustry Evolution 184 127 PART II Generic Industry Environments 9 STRATEGYF R A ~ M ~ ~ D IN CHAPTER COMPETITIVE INDUSTRIES 191 What Makes an lndustry Fragmented? 196 Overcoming Fragmentation 200 Coping with Fragmentation 206 210 Potential Strategic Traps Formulating Strategy 213 CHAPTER COMPETITIVE 10 STRATEGY IN EMERGING INDUSTRIES 215 The Structural Environment 216 Problems Constralnlng lndustry 221 Development Early and Late Markets 225 Strategic Choices 229 TechniquesforForecasting 234 Which Emerging lndustries to 235 Enter CHAPTER THETRANSITIONINDUSTRYMATURITY 237 11 TO lndustry Change during Transition 238 Some Strategic lmpllcatlons of 241 Transit ion Strategic Pitfalls in Transition 247 Organizational Implications of 249 Maturity lndustry Transition and the General 252 Manager # Structural Determinants of 255 Competition in Decline Strategic Alternatives in Decline Choosing a Strategy for Decline Pitfalls in Decline 273 Preparing for Decline 274 267 271 Sources and Impedimentsto Global 277 Competition Evolution to Global lndustries 287 Competition in Global lndustries 291 Strategic Alternatives in Global 294 lndustries Trends Affecting Global Competition 295 PART 1 1 Strategic Decisions 1 Strategic Benefits and Costs of 302 Vertical Integration Particular Strategic Issues in 315 Forward lntegration Particular Strategic Issues in 317 Backward Integration Long-TermContracts and the 318 Economics of Information Illusions in Vertical lntegration 322 Decisions CAPACITY EXPANSION Elements of the Capacity Expansion 325 Decision Causes of Overbuilding Capacity 328 PreemptiveStrategies 335 ENTRY INTO NEW BUSINESSES Entry through Internal Development 350 Entry through Acquisition Sequenced Entry 356 Bibliography Index About the Author

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