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基本説明
【新聞掲載情報（日本語版）】日経新聞（2014年10月5日）
Full 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.
Contents
ContentsIntroductionPreface Chapter 1 Competitive Strategy: The Core ConceptsIndustry Structure and Buyer NeedsIndustry Structure and the Supply/Demand BalanceGENERIC COMPETITIVE STRATEGIESCost LeadershipDifferentiationFocusStuck in the MiddlePursuit of More Than One Generic StrategySustainabilityGeneric Strategies and Industry EvolutionGeneric Strategies and Organizational StructureGeneric Strategies and the Strategic Planning Process Chapter 2 The Value Chain and Competitive AdvantageTHE VALUE CHAINIdentifying Value ActivitiesDefining the Value ChainLinkages within The Value ChainVertical LinkagesThe Buyer's Value ChainCOMPETITIVE SCOPE AND THE VALUE CHAINSegment ScopeVertical ScopeGeographic ScopeIndustry ScopeCoalitions and ScopeCompetitive Scope and Business DefinitionThe Value Chain and Industry StructureTHE VALUE CHAIN AND ORGANIZATIONAL STRUCTUREChapter 3 Cost AdvantageTHE VALUE CHAIN AND COST ANALYSISDefining the Value Chain for Cost AnalysisAssigning Costs and AssetsFirst Cut Analysis of CostsCOST BEHAVIORCost DriversThe Cost of Purchased InputsSegment Cost BehaviorCost DynamicsCOST ADVANTAGEDetermining the Relative Cost of CompetitorsGaining Cost AdvantageSustainability of Cost AdvantageImplementation and Cost AdvantagePitfalls in Cost Leadership StrategiesChapter 4 DifferentiationDifferentiation and The Value ChainDrivers of UniquenessBUYER VALUE AND DIFFERENTIATIONBuyer ValueThe Value Chain and Buyer ValueLowering Buyer CostRaising Buyer PerformanceBuyer Perception of ValueBuyer Value and the Real BuyerBuyer Purchase CriteriaIdentifying Purchase CriteriaDIFFERENTIATION STRATEGYRoutes to DifferentiationThe Sustainability of DifferentiationPitfalls in DifferentiationChapter 5 Technology and Competitive AdvantageTECHNOLOGY AND COMPETITIONTechnology and The Value ChainTechnology and Competitive AdvantageTechnology and Industry StructureTECHNOLOGY STRATEGYThe Choice of Technologies to DevelopTechnological Leadership or FollowershipLicensing of TechnologyTECHNOLOGICAL EVOLUTIONContinuous Versus Discontinuous Technological EvolutionForecasting Technological EvolutionFORMULATING TECHNOLOGICAL STRATEGYChapter 6 Competitor SelectionIncreasing Competitive AdvantageImproving Current Industry StructureAiding Market DevelopmentDeterring EntryWHAT MAKES A "GOOD" COMPETITOR?Tests of a Good Competitor"Good" Market LeadersDiagnosing Good Competitors Damaging Good Competitors in Battling Bad OnesChanging Bad Competitors into Good OnesTHE OPTIMAL MARKET CONFIGURATIONThe Optimal Competitor ConfigurationMaintaining Competitor ViabilityMoving toward the Ideal Competitor ConfigurationMaintaining Industry Stability Chapter 7 Industry Segmentation and Competitive AdvantageBASES FOR INDUSTRY SEGMENTATIONStructural Bases For SegmentationSegmentation VariablesFinding New SegmentsTHE INDUSTRY SEGMENTATION MATRIXRelationships Among Segmentation VariablesCombining Segmentation MatricesINDUSTRY SEGMENTATION AND COMPETITIVE STRATEGYThe Attractiveness of a SegmentSegment InterrelationshipsSegment Interrelationships and Broadly-Targeted StrategiesThe Choice of FocusThe Feasibility of New Segments to Focus OnThe Sustainability of a Focus StrategyPitfalls and Opportunities for Focusers and Broadly-Targeted CompetitorsINDUSTRY SEGMENTATION AND INDUSTRYDEFINITIONChapter 8 SubstitutionIDENTIFYING SUBSTITUTESRelative Value/PriceSwitching CostsBuyer Propensity to SubstituteSegmentation and SubstitutionSubstitution and Overall Industry DemandSubstitution and Industry StructureSegmentation and the Substitution PathSubstitution Forecasting ModelsSUBSTITUTION AND COMPETITIVE STRATEGYPromoting SubstitutionDefense Against SubstitutesIndustry Versus Firm Substitution StrategyPitfalls in Strategy Against SubstitutesPART III CORPORATE STRATEGY AND COMPETITIVE ADVANTAGEChapter 9 Interrelationships among Business UnitsINTERRELATIONSHIPS AMONG BUSINESS UNITSTANGIBLE INTERRELATIONSHIPSSharing and Competitive AdvantageThe Costs of SharingDifficulty of MatchingIdentifying Tangible InterrelationshipsINTANGIBLE INTERRELATIONSHIPSCOMPETITOR INTERRELATIONSHIPSMultipoint Competitors in Unrelated IndustriesMultipoint Competition in Related IndustriesCompetitors with Different Patterns of InterrelationshipsForecasting Potential CompetitorsChapter 10 Horizontal StrategyTHE NEED FOR EXPLICIT HORIZONTAL STRATEGYFormulating Horizontal StrategyINTERRELATIONSHIPS AND DIVERSIFICATION STRATEGYDiversification Based on Tangible InterrelationshipsDiversification Through BeachheadsDiversification and Corporate ResourcesPitfalls in Ignoring InterrelationshipsPitfalls in Pursuing InterrelationshipsChapter 11 Achieving InterrelationshipsSources of ImpedimentsInterrelationships and EquityDifferences in Impediments among FirmsORGANIZATIONAL MECHANISMS FOR ACHIEVINGINTERRELATIONSHIPSHorizontal StructureHorizontal SystemsHorizontal Human Resource PracticesHorizontal Conflict Resolution ProcessesThe Corporate Role in Facilitating InterrelationshipsInterrelationships and the Mode of DiversificationMANAGING HORIZONTAL ORGANIZATIONPromising ExamplesJapanese Firms and InterrelationshipsA New Organizational FormChapter 12 Complementary Products and Competitive AdvantageCONTROL OVER COMPLEMENTARY PRODUCTSCompetitive Advantages From Controlling ComplementsProblems of Controlling ComplementsControl Over Complements and Industry EvolutionIdentifying Strategically Important ComplementsBUNDLINGCompetitive Advantages of BundlingRisks of BundlingBundled Versus Unbundled StrategiesBundling and Industry EvolutionStrategic Implications of BundlingCROSS SUBSIDIZATIONConditions Favoring Cross SubsidizationRisks of Cross SubsidizationCross Subsidization and Industry EvolutionStrategic Implications of Cross SubsidizationCOMPLEMENTS AND COMPETITIVE STRATEGYChapter 13 Industry Scenarios and Competitive Strategy under UncertaintyScenarios as a Planning ToolIndustry ScenariosCONSTRUCTING INDUSTRY SCENARIOSIdentifying Industry UncertaintiesIndependent Versus Dependent UncertaintiesIdentifying a Set of ScenariosConsistency of AssumptionsAnalyzing ScenariosIntroducing Competitor Behavior into ScenariosThe Number of Scenarios To AnalyzeAttaching Probabilities to ScenariosSummary Characteristics of Industry ScenariosINDUSTRY SCENARIOS AND COMPETITIVE STRATEGYStrategic Approaches Under ScenariosCombined and Sequenced StrategiesThe Choice of Strategy Under Industry ScenariosScenario Variables and Market IntelligenceSCENARIOS AND THE PLANNING PROCESSCorporate Role in Constructing Industry ScenariosIndustry Scenarios and CreativityChapter 14 Defensive StrategyDEFENSIVE TACTICSRaising Structural BarriersIncreasing Expected RetaliationLowering the Inducement for AttackEVALUATING DEFENSIVE TACTICSDEFENSIVE STRATEGYDeterrenceResponseResponse to Price CuttingDefense or DisinvestPitfalls in DefenseChapter 15 Attacking an Industry LeaderCONDITIONS FOR ATTACKING A LEADERAVENUES FOR ATTACKING LEADERSReconfigurationRedefinitionPure SpendingAlliances To Attack LeadersIMPEDIMENTS To LEADER RETALIATIONIndustry SignalsLeader SignalsATTACKING LEADERS AND INDUSTRY STRUCTUREBibliographyIndexAbout the Author
