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Winner of the Academy of Management's George R. Terry Book Award for Outstanding Contribution to the Advancement of Knowledge in the Field of Management.

Introduction

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 20

　　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

……

PART II COMPETITIVE SCOPE WITHIN AN INDUSTRY

PART III CORPORATE STRATEGY AND COMPETITIVE ADVANTAGE

PART IV IMPLICATIONS FOR OFFENSIVE AND DEFENSIVE COMPETITIVE STRATEGY

Bibliography

Index

About the Author

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书籍介绍

Book Description

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. 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.

Book Dimension :

length: (cm)23.4 　　　 　　　　　 　 width:(cm)15.3