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| Introduction | |
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| Preface | |
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| Introduction, 1980 | |
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| General Analytical Techniques | |
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| The Structural Analysis of Industries | |
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| Structural Determinants of the Intensity of Competition | |
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| Structural Analysis and Competitive Strategy | |
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| Structural Analysis and Industry Definition | |
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| Generic Competitive Strategies | |
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| Three Generic Strategies | |
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| Stuck in the Middle | |
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| Risks of the Generic Strategies | |
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| A Framework for Competitor Analysis | |
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| The Components of Competitor Analysis | |
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| Putting the Four Components Together -- The Competitor | |
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| Response Profile | |
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| Competitor Analysis and Industry Forecasting | |
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| The Need for a Competitor Intelligence System | |
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| Market Signals | |
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| Types of Market Signals | |
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| The Use of History in Identifying Signals | |
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| Can Attention to Market Signals Be a Distraction? | |
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| Competitive Moves | |
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| Industry Instability: The Likelihood of Competitive Warfare | |
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| Competitive Moves | |
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| Commitment | |
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| Focal Points | |
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| A Note on Information and Secrecy | |
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| Strategy Toward Buyers and Suppliers | |
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| Buyer Selection | |
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| Purchasing Strategy | |
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| Structural Analysis Within Industries | |
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| Dimensions of Competitive Strategy | |
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| Strategic Groups | |
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| Strategic Groups and a Firm's Profitability | |
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| Implications for Formulation of Strategy | |
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| The Strategic Group Map as an Analytical Tool | |
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| Industry Evolution | |
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| Basic Concepts in Industry Evolution | |
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| Evolutionary Processes | |
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| Key Relationships in Industry Evolution | |
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| Generic Industry Environments | |
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| Competitive Strategy in Fragmented Industries | |
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| What Makes an Industry Fragmented? | |
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| Overcoming Fragmentation | |
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| Coping with Fragmentation | |
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| Potential Strategic Traps | |
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| Formulating Strategy | |
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| Competitive Strategy in Emerging Industries | |
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| The Structural Environment | |
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| Problems Constraining Industry Development | |
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| Early and Late Markets | |
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| Strategic Choices | |
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| Techniques for Forecasting | |
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| Which Emerging Industries to Enter | |
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| The Transition to Industry Maturity | |
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| Industry Change during Transition | |
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| Some Strategic Implications of Transition | |
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| Strategic Pitfalls in Transition | |
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| Organizational Implications of Maturity | |
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| Industry Transition and the General Manager | |
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| Competitive Strategy in Declining Industries | |
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| Structural Determinants of Competition in Decline | |
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| Strategic Alternatives in Decline | |
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| Choosing a Strategy for Decline | |
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| Pitfalls in Decline | |
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| Preparing for Decline | |
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| Competition in Global Industries | |
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| Sources and Impediments to Global Competition | |
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| Evolution to Global Industries | |
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| Competition in Global Industries | |
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| Strategic Alternatives in Global Industries | |
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| Trends Affecting Global Competition | |
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| Strategic Decisions | |
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| The Strategic Analysis of Vertical Integration | |
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| Strategic Benefits and Costs of Vertical Integration | |
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| Particular Strategic Issues in Forward Integration | |
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| Particular Strategic Issues in Backward Integration | |
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| Long-Term Contracts and the Economics of Information | |
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| Illusions in Vertical Integration Decisions | |
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| Capacity Expansion | |
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| Elements of the Capacity Expansion Decision | |
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| Causes of Overbuilding Capacity | |
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| Preemptive Strategies | |
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| Entry into New Businesses | |
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| Entry through Internal Development | |
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| Entry through Acquisition | |
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| Sequenced Entry | |
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| Portfolio Techniques in Competitor Analysis | |
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| How to Conduct an Industry Analysis | |
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| Bibliography | |
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| Index | |
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| About the Author | |