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| Contents | |
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| Introduction | |
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| Preface | |
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| Competitive Strategy: The Core Concepts | |
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| The Structural Analysis Of Industries | |
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| Industry Structure and Buyer Needs | |
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| Industry Structure and the Supply/Demand Balance | |
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| Generic Competitive Strategies | |
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| Cost Leadership | |
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| Differentiation | |
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| FocusStuck in the Middle | |
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| Pursuit of More Than One Generic Strategy | |
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| Sustainability Generic Strategies and Industry Evolution | |
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| Generic Strategies and Organizational Structure Generic Strategies and the Strategic Planning Process | |
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| Overview Of This Book | |
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| Principles Of Competitive Advantage | |
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| The Value Chain and Competitive Advantage | |
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| The Value Chain | |
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| Identifying Value Activities | |
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| Defining the Value Chain | |
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| Linkages within The Value Chain | |
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| Vertical Linkages | |
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| The Buyer's Value Chain | |
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| Competitive Scope And The Value Chain | |
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| Segment Scope | |
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| Vertical Scope | |
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| Geographic Scope | |
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| Industry Scope | |
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| Coalitions and Scope | |
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| Competitive Scope and Business Definition | |
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| The Value Chain and Industry Structure | |
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| The Value Chain And Organizational Structure | |
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| Cost Advantage | |
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| The Value Chain And Cost Analysis | |
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| Defining the Value Chain for Cost Analysis | |
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| Assigning Costs and Assets First Cut Analysis of Costs | |
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| Cost Behavior | |
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| Cost Drivers The Cost of Purchased Inputs | |
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| Segment Cost Behavior | |
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| Cost Dynamics | |
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| Cost Advantage | |
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| Determining the Relative Cost of Competitors | |
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| Gaining Cost Advantage | |
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| Sustainability of Cost Advantage | |
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| Implementation and Cost Advantage | |
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| Pitfalls in Cost Leadership Strategies | |
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| Steps In Strategic Cost Analysis | |
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| Differentiation | |
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| Sources Of Differentiation | |
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| Differentiation and The Value Chain | |
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| Drivers of Uniqueness | |
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| The Cost Of Differentiationbuyer Value And Differentiation | |
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| Buyer Value | |
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| The Value Chain and Buyer Value | |
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| Lowering Buyer Cost | |
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| Raising Buyer Performance | |
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| Buyer Perception of Value | |
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| Buyer Value and the Real Buyer | |
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| Buyer Purchase Criteria | |
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| Identifying Purchase Criteria | |
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| Differentiation Strategy | |
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| Routes to Differentiation | |
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| The Sustainability of Differentiation | |
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| Pitfalls in Differentiation | |
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| Steps In Differentiation | |
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| Technology and Competitive Advantage | |
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| Technology and Competition | |
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| Technology and The Value Chain | |
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| Technology and Competitive Advantage | |
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| Technology and Industry Structure | |
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| Technology Strategy | |
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| The Choice of Technologies to Develop | |
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| Technological Leadership or Followership | |
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| Licensing of Technology | |
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| Technological Evolution | |
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| Continuous Versus Discontinuous Technological Evolution | |
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| Forecasting Technological Evolution | |
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| Formulating Technological Strategy | |
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| Competitor Selection | |
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| The Strategic Benefits Of Competitors | |
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| Increasing Competitive Advantage | |
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| Improving Current Industry Structure | |
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| Aiding Market Development | |
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| Deterring Entry | |
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| What Makes A "Good" Competitor? | |
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| Tests of a Good Competitor"Good" Market Leaders Diagnosing Good Competitors | |
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| Influencing The Pattern Of Competitors | |
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| Damaging Good Competitors in Battling Bad Ones Changing Bad Competitors into Good Ones | |
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| The Optimal Market Configuration | |
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| The Optimal Competitor Configuration Maintaining Competitor Viability Moving toward the Ideal Competitor Configuration | |
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| Maintaining Industry Stability | |
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| Pitfalls In Competitor Selection | |
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| Competitive Scope Within An Industry | |
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| Industry Segmentation and Competitive Advantage | |
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| Bases For Industry Segmentation | |
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| Structural Bases For Segmentation | |
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| Segmentation Variables | |
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| Finding New Segments | |
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| The Industry Segmentation Matrix | |
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| Relationships Among Segmentation Variables | |
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| Combining Segmentation Matrices | |
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| Industry Segmentation and Competitive Strategy | |
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| The Attractiveness of a Segment | |
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| Segment Interrelationships | |