| Descript |
1 online resource (353 pages) |
| Content |
text txt |
| Media |
computer c |
| Carrier |
online resource cr |
| Edition |
2nd ed. |
| Contents |
Intro -- Introduction -- Preface -- Introduction, 1980 -- Part I: General Analytical Techniques -- Chapter 1: The Structural Analysis of Industries -- Structural Determinants of the Intensity of Competition -- Structural Analysis and Competitive Strategy -- Structural Analysis and Industry Definition -- Chapter 2: Generic Competitive Strategies -- Three Generic Strategies -- Stuck in the Middle -- Risks of the Generic Strategies -- Chapter 3: A Framework for Competitor Analysis -- The Components of Competitor Analysis -- Putting the Four Components Together-The Competitor Response Profile -- Competitor Analysis and Industry Forecasting -- The Need for a Competitor Intelligence System -- Chapter 4: Market Signals -- Types of Market Signals -- The Use of History in Identifying Signals -- Can Attention to Market Signals Be a Distraction? -- Chapter 5: Competitive Moves -- Industry Instability: The Likelihood of Competitive Warfare -- Competitive Moves -- Commitment -- Focal Points -- A Note on Information and Secrecy -- Chapter 6: Strategy Toward Buyers and Suppliers -- Buyer Selection -- Purchasing Strategy -- Chapter 7: Structural Analysis Within Industries -- Dimensions of Competitive Strategy -- Strategic Groups -- Strategic Groups and a Firm's Profitability -- Implications for Formulation of Strategy -- The Strategic Group Map as an Analytical Tool -- Chapter 8: Industry Evolution -- Basic Concepts in Industry Evolution -- Evolutionary Processes -- Key Relationships in Industry Evolution -- Part II: Generic Industry Environments -- Chapter 9: Competitive Strategy in Fragmented Industries -- What Makes an Industry Fragmented? -- Overcoming Fragmentation -- Coping with Fragmentation -- Potential Strategic Traps -- Formulating Strategy -- Chapter 10: Competitive Strategy in Emerging Industries -- The Structural Environment. |
|
Problems Constraining Industry Development -- Early and Late Markets -- Strategic Choices -- Techniques for Forecasting -- Which Emerging Industries to Enter -- Chapter 11: The Transition to Industry Maturity -- Industry Change during Transition -- Some Strategic Implications of Transition -- Strategic Pitfalls in Transition -- Organizational Implications of Maturity -- Industry Transition and the General Manager -- Chapter 12: Competitive Strategy in Declining Industries -- Structural Determinants of Competition in Decline -- Strategic Alternatives in Decline -- Choosing a Strategy for Decline -- Pitfalls in Decline -- Preparing for Decline -- Chapter 13: Competition in Global Industries -- Sources and Impediments to Global Competition -- Evolution to Global Industries -- Competition in Global Industries -- Strategic Alternatives in Global Industries -- Trends Affecting Global Competition -- Part III: Strategic Decisions -- Chapter 14: The Strategic Analysis of Vertical Integration -- Strategic Benefits and Costs of Vertical Integration -- Particular Strategic Issues in Forward Integration -- Particular Strategic Issues in Backward Integration -- Long-Term Contracts and the Economics of Information -- Illusions in Vertical Integration Decisions -- Chapter 15: Capacity Expansion -- Elements of the Capacity Expansion Decision -- Causes of Overbuilding Capacity -- Preemptive Strategies -- Chapter 16: Entry into New Businesses -- Entry through Internal Development -- Entry through Acquisition -- Sequenced Entry -- Appendix A: Portfolio Techniques in Competitor Analysis -- Appendix B: How to Conduct an Industry Analysis -- About the Author -- Bibliography -- Index -- Copyright. |
| ISBN |
9781416590354 (electronic bk.) |
|
9780684841489 |
|
