Introduction | |
Preface | |
Introduction, 1980 | |
General Analytical Techniques | |
The Structural Analysis of Industries | |
Structural Determinants of the Intensity of Competition | |
Structural Analysis and Competitive Strategy | |
Structural Analysis and Industry Definition | |
Generic Competitive Strategies | |
Three Generic Strategies | |
Stuck in the Middle | |
Risks of the Generic Strategies | |
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 | |
Market Signals | |
Types of Market Signals | |
The Use of History in Identifying Signals | |
Can Attention to Market Signals Be a Distraction? | |
Competitive Moves | |
Industry Instability: The Likelihood of Competitive Warfare | |
Competitive Moves | |
Commitment | |
Focal Points | |
A Note on Information and Secrecy | |
Strategy Toward Buyers and Suppliers | |
Buyer Selection | |
Purchasing Strategy | |
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 | |
Industry Evolution | |
Basic Concepts in Industry Evolution | |
Evolutionary Processes | |
Key Relationships in Industry Evolution | |
Generic Industry Environments | |
Competitive Strategy in Fragmented Industries | |
What Makes an Industry Fragmented? | |
Overcoming Fragmentation | |
Coping with Fragmentation | |
Potential Strategic Traps | |
Formulating Strategy | |
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 | |
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 | |
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 | |
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 | |
Strategic Decisions | |
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 | |
Capacity Expansion | |
Elements of the Capacity Expansion Decision | |
Causes of Overbuilding Capacity | |
Preemptive Strategies | |
Entry into New Businesses | |
Entry through Internal Development | |
Entry through Acquisition | |
Sequenced Entry | |
Portfolio Techniques in Competitor Analysis | |
How to Conduct an Industry Analysis | |
Bibliography | |
Index | |
About the Author | |
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