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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 | |