Availability: Competitive advantage | Technische Universität München

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Bibliographic Details
Main Author:	Porter, Michael E. 1947- (Author)
Format:	Book
Language:	English
Published:	New York [u.a.] Free Press 2004
Edition:	1. Free Press export ed.
Subjects:	Competition Industrial management Performance Wettbewerb Wettbewerbsvorteil Management Industrie Wettbewerbspolitik Wettbewerbsstrategie Unternehmen
Links:	http://www.loc.gov/catdir/description/simon032/98009581.html http://www.loc.gov/catdir/bios/simon051/98009581.html http://www.loc.gov/catdir/enhancements/fy0631/98009581-t.html http://www.loc.gov/catdir/enhancements/fy0641/98009581-s.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010702516&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Physical Description:	XXIV, 557 S. graph. Darst.
ISBN:	0743260872

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Record in the Search Index

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adam_text	Contents Introduction xv Preface xxi Chapter 1 Competitive Strategy: The Core Concepts 1 The Structural Analysis of Industries 4 Industry Structure and Buyer Needs 8 Industry Structure and the Supply/Demand Balance 10 Generic Competitive Strategies 11 Cost Leadership 12 Differentiation 14 Focus 15 Stuck in the Middle 16 Pursuit of More Than One Generic Strategy 17 Sustainability 20 Generic Strategies and Industry Evolution 22 Generic Strategies and Organizational Structure 23 Generic Strategies and the Strategic Planning Process 25 Overview of this Book 26 PART I PRINCIPLES OF COMPETITIVE ADVANTAGE Chapter 2 The Value Chain and Competitive Advantage 33 The Value Chain 36 Identifying Value Activities 39 Defining the Value Chain 45 viii CONTENTS Linkages within The Value Chain 48 Vertical Linkages 50 The Buyer s Value Chain 52 Competitive Scope and the Value Chain 53 Segment Scope 54 Vertical Scope 55 Geographic Scope 56 Industry Scope 56 Coalitions and Scope 57 Competitive Scope and Business Definition 58 The Value Chain and Industry Structure 58 The Value Chain and Organizational Structure 59 Chapter 3 Cost Advantage 62 The Value Chain and Cost Analysis 64 Defining the Value Chain for Cost Analysis 64 Assigning Costs and Assets 65 First Cut Analysis of Costs 67 Cost Behavior 70 Cost Drivers 70 The Cost of Purchased Inputs 88 Segment Cost Behavior 93 Cost Dynamics 95 Cost Advantage 97 Determining the Relative Cost of Competitors 98 Gaining Cost Advantage 99 Sustainability of Cost Advantage 112 Implementation and Cost Advantage 113 Pitfalls in Cost Leadership Strategies 115 Steps in Strategic Cost Analysis 118 Chapter 4 Differentiation 119 Sources of Differentiation 120 Differentiation and The Value Chain 120 Drivers of Uniqueness 124 The Cost of Differentiation 127 Contents ix Buyer Value and Differentiation 130 Buyer Value 131 The Value Chain and Buyer Value 132 Lowering Buyer Cost 135 Raising Buyer Performance 137 Buyer Perception of Value 138 Buyer Value and the Real Buyer 140 Buyer Purchase Criteria 141 Identifying Purchase Criteria 146 Differentiation Strategy 150 Routes to Differentiation 153 The Sustainability of Differentiation 158 Pitfalls in Differentiation 160 Steps in Differentiation 162 Chapter 5 Technology and Competitive Advantage 164 Technology and Competition 166 Technology and The Value Chain 166 Technology and Competitive Advantage 169 Technology and Industry Structure 172 Technology Strategy 176 The Choice of Technologies to Develop 177 Technological Leadership or Followership 181 Licensing of Technology 191 Technological Evolution 194 Continuous Versus Discontinuous Technological Evolution 197 Forecasting Technological Evolution 197 Formulating Technological Strategy 198 Chapter 6 Competitor Selection 201 The Strategic Benefits of Competitors 202 Increasing Competitive Advantage 202 Improving Current Industry Structure 207 Aiding Market Development 209 Deterring Entry 210 x CONTENTS What Makes A Good Competitor? 212 Tests of a Good Competitor 212 Good Market Leaders 216 Diagnosing Good Competitors 216 Influencing the Pattern of Competitors 218 Damaging Good Competitors in Battling Bad Ones 220 Changing Bad Competitors into Good Ones 220 The Optimal Market Configuration 221 The Optimal Competitor Configuration 221 Maintaining Competitor Viability 224 Moving toward the Ideal Competitor Configuration 224 Maintaining Industry Stability 225 Pitfalls in Competitor Selection 226 PART II COMPETITIVE SCOPE WITHIN AN INDUSTRY Chapter 7 Industry Segmentation and Competitive Advantage 231 Bases For Industry Segmentation 233 Structural Bases For Segmentation 234 Segmentation Variables 237 Finding New Segments 247 The Industry Segmentation Matrix 248 Relationships Among Segmentation Variables 250 Combining Segmentation Matrices 251 Industry Segmentation and Competitive Strategy 255 The Attractiveness of a Segment 256 Segment Interrelationships 258 Segment Interrelationships and Broadly Targeted Strategies 263 The Choice of Focus 264 The Feasibility of New Segments to Focus On 266 The Sustainability of a Focus Strategy 266 Pitfalls and Opportunities for Focusers and Broadly Targeted Competitors 269 Industry Segmentation and Industry Definition 272 Contents xi Chapter 8 Substitution 273 Identifying Substitutes 274 The Economics of Substitution 278 Relative Value/Price 279 Switching Costs 286 Buyer Propensity to Substitute 288 Segmentation and Substitution 289 Changes in the Substitution Threat 291 Substitution and Overall Industry Demand 296 Substitution and Industry Structure 297 The Path of Substitution 297 Segmentation and the Substitution Path 301 Substitution Forecasting Models 302 Substitution and Competitive Strategy 307 Promoting Substitution 307 Defense Against Substitutes 310 Industry Versus Firm Substitution Strategy 312 Pitfalls in Strategy Against Substitutes 313 PART III CORPORATE STRATEGY AND COMPETITIVE ADVANTAGE Chapter 9 Interrelationships among Business Units 317 The Growing Importance of Horizontal Strategy 320 Interrelationships Among Business Units 323 Tangible Interrelationships 326 Sharing and Competitive Advantage 326 The Costs of Sharing 331 Difficulty of Matching 335 Identifying Tangible Interrelationships 336 Intangible Interrelationships 350 Competitor Interrelationships 353 Multipoint Competitors in Unrelated Industries 3S5 Multipoint Competition in Related Industries 360 xii CONTENTS Competitors with Different Patterns of Interrelationships 361 Forecasting Potential Competitors 363 Chapter 10 Horizontal Strategy 364 The Need For Explicit Horizontal Strategy 365 Formulating Horizontal Strategy 368 Interrelationships and Diversification Strategy 375 Diversification Based on Tangible Interrelationships 376 Diversification Through Beachheads 378 Diversification and Corporate Resources 380 Pitfalls in Horizontal Strategy 380 Pitfalls in Ignoring Interrelationships 380 Pitfalls in Pursuing Interrelationships 381 Chapter 11 Achieving Interrelationships 383 Impediments to Achieving Interrelationships 385 Sources of Impediments 386 Interrelationships and Equity 392 Differences in Impediments among Firms 393 Organizational Mechanisms For Achieving Interrelationships 393 Horizontal Structure 395 Horizontal Systems 402 Horizontal Human Resource Practices 405 Horizontal Conflict Resolution Processes 407 The Corporate Role in Facilitating Interrelationships 408 Interrelationships and the Mode of Diversification 408 Managing Horizontal Organization 409 Promising Examples 410 Japanese Firms and Interrelationships 414 A New Organizational Form 414 Contents xiii Chapter 12 Complementary Products and Competitive Advantage 416 Control Over Complementary Products 418 Competitive Advantages From Controlling Complements 418 Problems of Controlling Complements 422 Control Over Complements and Industry Evolution All Identifying Strategically Important Complements 423 Bundling 425 Competitive Advantages of Bundling Aid Risks of Bundling 429 Bundled Versus Unbundled Strategies 430 Bundling and Industry Evolution 432 Strategic Implications of Bundling 435 Cross Subsidization 436 Conditions Favoring Cross Subsidization 437 Risks of Cross Subsidization 438 Cross Subsidization and Industry Evolution 439 Strategic Implications of Cross Subsidization 440 Complements and Competitive Strategy 442 PART IV IMPLICATIONS FOR OFFENSIVE AND DEFENSIVE COMPETITIVE STRATEGY Chapter 13 Industry Scenarios and Competitive Strategy under Uncertainty 445 Scenarios as a Planning Tool 446 Industry Scenarios 447 Constructing Industry Scenarios 448 Identifying Industry Uncertainties 451 Independent Versus Dependent Uncertainties 453 Identifying a Set of Scenarios 458 Consistency of Assumptions 461 Analyzing Scenarios 463 Introducing Competitor Behavior into Scenarios 465 The Number of Scenarios To Analyze 467 Attaching Probabilities to Scenarios 468 Summary Characteristics of Industry Scenarios 470 Industry Scenarios and Competitive Strategy 470 Strategic Approaches Under Scenarios 471 Combined and Sequenced Strategies 475 xiv CONTENTS The Choice of Strategy Under Industry Scenarios 475 Scenario Variables and Market Intelligence 477 Scenarios and the Planning Process 478 Corporate Role in Constructing Industry Scenarios 479 Industry Scenarios and Creativity 480 Chapter 14 Defensive Strategy 482 The Process of Entry or Repositioning 483 Defensive Tactics 487 Raising Structural Barriers 488 Increasing Expected Retaliation 494 Lowering the Inducement for Attack 498 Evaluating Defensive Tactics 500 Defensive Strategy 503 Deterrence 504 Response 508 Response to Price Cutting 510 Defense or Disinvest 511 Pitfalls in Defense 512 Chapter 15 Attacking an Industry Leader 513 Conditions for Attacking a Leader 514 Avenues for Attacking Leaders 517 Reconfiguration 519 Redefinition 523 Pure Spending 528 Alliances To Attack Leaders 529 Impediments to Leader Retaliation 530 Signals of Leader Vulnerability 533 Industry Signals 534 Leader Signals 535 Attacking Leaders and Industry Structure 535 Bibliography 537 Index 541 About the Author 559
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illustrated	Illustrated
indexdate	2024-12-20T11:23:33Z
institution	BVB
isbn	0743260872
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-010702516
oclc_num	66776939
open_access_boolean
owner	DE-573 DE-Aug4 DE-1049 DE-473 DE-BY-UBG DE-91 DE-BY-TUM DE-19 DE-BY-UBM DE-945 DE-83 DE-2070s DE-N2 DE-188 DE-91G DE-BY-TUM DE-739 DE-384 DE-M347 DE-860 DE-1102
owner_facet	DE-573 DE-Aug4 DE-1049 DE-473 DE-BY-UBG DE-91 DE-BY-TUM DE-19 DE-BY-UBM DE-945 DE-83 DE-2070s DE-N2 DE-188 DE-91G DE-BY-TUM DE-739 DE-384 DE-M347 DE-860 DE-1102
physical	XXIV, 557 S. graph. Darst.
publishDate	2004
publishDateSearch	2004
publishDateSort	2004
publisher	Free Press
record_format	marc
spellingShingle	Porter, Michael E. 1947- Competitive advantage creating and sustaining superior performance Competition Industrial management Performance Wettbewerb (DE-588)4065835-1 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd Management (DE-588)4037278-9 gnd Industrie (DE-588)4026779-9 gnd Wettbewerbspolitik (DE-588)4065839-9 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Unternehmen (DE-588)4061963-1 gnd
subject_GND	(DE-588)4065835-1 (DE-588)4219652-8 (DE-588)4037278-9 (DE-588)4026779-9 (DE-588)4065839-9 (DE-588)4200234-5 (DE-588)4061963-1
title	Competitive advantage creating and sustaining superior performance
title_auth	Competitive advantage creating and sustaining superior performance
title_exact_search	Competitive advantage creating and sustaining superior performance
title_full	Competitive advantage creating and sustaining superior performance Michael E. Porter
title_fullStr	Competitive advantage creating and sustaining superior performance Michael E. Porter
title_full_unstemmed	Competitive advantage creating and sustaining superior performance Michael E. Porter
title_short	Competitive advantage
title_sort	competitive advantage creating and sustaining superior performance
title_sub	creating and sustaining superior performance
topic	Competition Industrial management Performance Wettbewerb (DE-588)4065835-1 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd Management (DE-588)4037278-9 gnd Industrie (DE-588)4026779-9 gnd Wettbewerbspolitik (DE-588)4065839-9 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Unternehmen (DE-588)4061963-1 gnd
topic_facet	Competition Industrial management Performance Wettbewerb Wettbewerbsvorteil Management Industrie Wettbewerbspolitik Wettbewerbsstrategie Unternehmen
url	http://www.loc.gov/catdir/description/simon032/98009581.html http://www.loc.gov/catdir/bios/simon051/98009581.html http://www.loc.gov/catdir/enhancements/fy0631/98009581-t.html http://www.loc.gov/catdir/enhancements/fy0641/98009581-s.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010702516&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT portermichaele competitiveadvantagecreatingandsustainingsuperiorperformance

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