Competitive Advantage

Contents

Preface

Chapter l Competitive Strategy: The Core Concepts

THE STRUCTURAL ANALYSlS OF INDUSTRlES

Industry Structure and Buyer Needs

Industry Structure and the Supply/Demand Balance

GENERlC COMPETlTlVE STRATEGlES

Cost Leadership

Differentiation

Focus

Stuck in the Middle

Pursuit ofMore Than One Generic Strategy

Sustainability

Generic Strategies and industry Evolution

Generic Strategies and Organizational Structure

Generic Strategies and the Strategic Planning Process

OVERVlEW OF THlS BOOK

PART l PRlNClPLES OF COMPETlTlVE ADVANTAGE

Chapter 2 The Value Chain and Competitive Advantage

THE VALUE CHAlN

Identifying Value Activities

Defining the Value Chain

Linkages within The Value Chain

Vertical Linkages

The Buyer's Value Chain

COMPETlTlVE SCOPE AND THE VALUE CHAlN

Segment Scope

Vertical Scope

Geographic Scope

industry Scope

Coalitions and Scope

Competitive Scope and Business Definition

The Value Chain and industry Structure

THE VALUE CHAlN AND ORGANlZATlONAL

STRUCTURE

Chapter 3 Cost Advantage

THE VALUE CHAlN AND COST ANALYSlS

Defining the Value Chain for Cost Analysis

Assigning Costs and Assets

First Cut Analysis of Costs

COST BEHAVlOR

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 STRATEGlC COST ANALYSlS

Chapter 4 Differentiation

SOURCES OF DlFFERENTlATlON

Differentiation and The Value Chain

Drivers of Uniqueness

THE COST OF DlFFERENTlATlON

BUYER VALUE AND DlFFERENTlATlON

Buyer Value

The Value Chain and Buyer Value

Lowering Buyer Cost

Raising Buyer Performance

Buyer Perception of Value

Buyer Value and the Real Buyer

Buyer Purchase Criteria

identifying Purchase Criteria

DlFFERENTlATlON STRATEGY

Routes to Differentiation

The Sustainability of Differentiation

Pitfalls in Differentiation

STEPS IN DlFFERENTlATlON

Chapter 5 Technology and Competitive Advantage

TECHNOLOGY AND COMPETlTlON

Technology and The Value Chain

Technology and Competitive Advantage

Technology and industry Structure

TECHNOLOGY STRATEGY

The Choice of Technologies to Develop

Technological Leadership or Followership

Licensing of Technology

TECHNOLOGlCAL EvOLUTlON

Continuous Versus Discontinuous Technological Evolution

Forecasting Technological Evolution

FORMULATlNG TECHNOLOGlCAL STRATEGY

Chapter 6 Competitor Selection

THE STRATEGlC BENEFlTS OF COMPETlTORS

Increasing Competitive Advantage

Improving Current industry Structure

Aiding Market Development

Deterring Entry

WHAT MAKES A "GOOD" COMPETlTOR?

Tests ofa Good Competitor

"Gopd" Market Leaders

Diagnosing Good Competitors

INFLUENClNG THE PATTERN OF COMPETlTORS

Damaging Good Competitors in Battling Bad Ones

Changing Bad Competitors into Good Ones

THE OPTlMAL MARKET CONFlGURATlON

The Optimal Competitor Configuration

Maintaining Competitor Viability

Moving toward the ideal Competitor Configuration

Maintaining industry Stability

PlTFALLS IN COMPETlTOR SELECTlON

PART ll COMPETlTlVE SCOPE WlTHlN AN

INDUSTRY

Chapter 7 Industry Segmentation and Competitive

Advantage

BASES FOR INDUSTRY SEGMENTATlON

Stmctural Bases For Segmentation

Segmentation Variables

Finding New Segments

THE INDUSTRY SEGMENTATlON MATRlX

Relationships Among Segmentation Variables

Combining Segmentation Matrices

INDUSTRY SEGMENTATlON AND COMPETlTlVE

STRATEGY

The Attractiveness ofa Segment

Segment interrelationships

Segment interrelationships and Broadly-Targeted Strategies

The Choice of Focus

The Feasibility of New Segments to Focus On

The Sustainability ofa Focus Strategy

Pitfalls and Opportunities for Focusers and Broadly-Targeted

Competitors

INDUSTRY SEGMENTATlON AND INDUSTRY

DEFlNlTlON

Chapter 8 Substitution

IDENTlFYlNG SUBSTlTUTES

THE ECONOMlCS OF SUBSTlTUTlON

Relative Value/Price

Switching Costs

Buyer Propensity to Substitute

Segmentation and Substitution

CHANGES IN THE SUBSTlTUTlON THREAT

Substitution and Overall industry Demand

Substitution and industry Structure

THE PATH OF SUBSTlTUTION

Segmentation and the Substitution Path

Substitution Forecasting Models

SUBSTlTUTlON AND COMPETlTlVE STRATEGY

Promoting Substitution

Defense Against Substitutes

Industry Versus Firm Substitution Strategy

Pitfalls in Strategy Against Substitutes

PART lll CORPORATE STRATEGY AND

COMPETlTlVE ADVANTAGE

Chapter 9 Interrelationships among Business Units

THE GROWlNG IMPORTANCE OF HORlZONTAL

STRATEGY

INTERRELATlONSHlPS AMONG BUSlNESS UNlTS

TANGlBLE INTERRELATlONSHlPS

Sharing and Competitive Advantage

The Costs ofSharing

Difficulty of Matching

Identifying Tangible interrelationships

INTANGlBLE INTERRELATlONSHlPS

COMPETlTOR INTERRELATlONSHlPS

Multipoint Competitors in Unrelated industries

Multipoint Competition in Related industries

Competitors with Different Patterns of interrelationships

Forecasting Potential Competitors

Chapter lO Horizontal Strategy

THE NEED FOR ExPLlClT HORlZONTAL STRATEGY

Formulating Horizontal Strategy

INTERRELATlONSHlPS AND DlVERSlFlCATlON

STRATEGY

Diversification Based on Tangible interrelationships

Diversification Through Beachheads

Diversification and Corporate Resources

PlTFALLS IN HORlZONTAL STRATEGY

Pitfalls in ignoring interrelationships

Pitfalls in Pursuing interrelationships

Chapter ll Achieving Interrelationships

IMPEDlMENTS TO ACHlEVlNG INTERRELATlONSHlPS

Sources of impediments

interrelationships and Equity

Differences in impediments among Firms

ORGANlZATlONAL MECHANISMS FOR ACHlEVlNG

INTERRELATlONSHlPS

Horizontal Structure

Horizontal Systems

Horizontal Human Resource Practices

Horizontal Conflict Resolution Processes

The Corporate Role in Facilitating interrelationships

interrelationships and the Mode of Diversification

MANAGlNG HORlZONTAL ORGANlZATlON

Promising Examples

Japanese Firms and interrelationships

A New Organizational Form

Chapter 12 Complementary Products and Competitive

Advantage

CONTROL OVER COMPLEMENTARY PRODUCTS

Competitive Advantages From Controlling Complements

Problems of Controlling Complements

Control Over Complements and industry Evolution

identifying Strategically important Complements

BUNDLlNG

Competitive Advantages of Bundling

Risks of Bundling

Bundled Versus, Unbundled Strategies

Bundling and industry Evolution

Strategic implications of Bundling

CROSS SUBSlDlZATlON

Conditions Favoring Cross Subsidization

Risks of Cross Subsidization

Cross Subsidization and industry Evolution

Strategic implications of Cross Subsidization

COMPLEMENTS AND COMPETlTlVE STRATEGY

PART iV iMPLlCATlONS FOR OFFENSlVE AND

DEFENSlVE COMPETlTlVE STRATEGY

Chapter 13 Industry Scenarios and Competitive Strategy under

Uncertainty

Scenarios as a Planning Tool

industry Scenarios

CONSTRUCTlNG INDUSTRY SCENARlOS

identifying industry Uncertainties

independent Versus Dependent Uncertainties

identifying a Set of Scenarios

Consistency of Assumptions

Analyzing Scenarios

introducing Competitor Behavior into Scenarios

The Number of Scenarios To Analyze

Attaching Probabilities to Scenarios

Summary Characteristics of industry Scenarios

INDUSTRY SCENARlOS AND COMPETlTlVE STRATEGY

Strategic Approaches Under Scenarios

Combined and Sequenced Strategies

The Choice ofStrategy Under industry Scenarios

Scenario Variables and Market intelligence

SCENARlOS AND THE PLANNlNG PROCESS

Corporate Role in Constructing industry Scenarios

industry Scenarios and Creativity

Chapter 14 Defensive Strategy

THE PROCESS OF ENTRY OR REPOSlTlONlNG

DEFENSlVE TACTlCS

Raising Structural Barriers

increasing Expected Retaliation

Lowering the inducement for Attack

EVALUATlNG DEFENSlVE TACTlCS

DEFENSlVE STRATEGY

Deterrence

Response

Response to Price Cutting

Defense or Disinvest

Pitfalls in Defense

Chapter 15 Attacking an Industry Leader

CONDlTlONS FOR ATTACKlNG A LEADER

AVENUES FOR ATTACKlNG LEADERS

Reconfiguration

Redefinition

Pure Spending

Alliances To Attack Leaders

IMPEDlMENTS TO LEADER RETALlATlON

SlGNALS OF LEADER VULNERABlLlTY

Industry Signals

Leader Signals

ATTACKlNG LEADERS AND INDUSTRY STRUCTURE

Bibliography

Index

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