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Chapter 1 is a summary of his first landmark book - "Competitive Strategy". So if you just want to buy one of his bestsellers, then buy "Competitive Advantage".

The book's most important contribution is the concept of the VALUE CHAIN. Today, you won't find an MBA who doesn't know this idea. This book gives you all the details on the value chain. And it even tells you exactly how the value chain is translated into his two generic strategies: Cost Leadership and Differentiation. Most strategy books devote a separate chapter to this idea. If you want to get a more than a superficial understanding of the value chain, you simply have to read Porter's book.

This book also gets to the core of how synergies are created and when diversification might work. Curiously, Porter chooses the term interrelati***hips for synergies (you know, a term for a nice idea that rarely occurred in practice...).

Being a business development manager, I have strategic thinking as part of my key areas. This book is still a reference guide for me. Obviously though, Porter's views cannot stand-alone.

If you're looking for critical views on Porter's ideas, then c***ider buying Hamel & Prahalad's "Competing for the Future" (1994) or Kim & Maub***ne's "Blue Ocean Strategy" (2005).

Beware: You have to read Porter's Harvard Business review article "What is Strategy" from 1996, if you want his own resp***e to the critics.

Warning: You cannot work seriously with strategy without having understood Michael Porter's core concepts. And the superficial introduction by most - even advanced - strategy books won't make you competent enough to apply his ideas skilfully. Let me give you two examples:

COST STRUCTURE:

Most MBAs have learned about the value chain and cost structure ***ysis. But in real life I've seen very few who combine these two concepts proficiently. The real beauty in benchmarking cost structures is when you skilfully apply it to the value chain. This book tells you exactly how to do this. In practice, I've seen this approach applied very few times (except advanced strategy c***ultants). It may be because people often use Porter's concepts too casually...

COST DRIVERS:

Most strategy books are on drivers of differentiation - the preferred strategy choice by management gurus. And Porter does indeed help you on this issue. More importantly, this book is one of the few to tell you about the cost drivers. How many books have you read on Cost Leadership? Porter elaborates on 10 cost drivers, such as economies of scale, learning, linkages, synergies, pattern of capacity utilization, integration, timing, policies, and location.

Introduction

Preface

Chapter 1 Competitive Strategy: The Core Concepts

THE STRUCTURAL ANALYSIS OF INDUSTRIES

　　Industry Structure and Buyer Needs

　　Industry Structure and the Supply/Demand Balance

　GENERIC COMPETITIVE STRATEGIES

　　Cost Leadership

　　Differentiation

　　Focus

　　Stuck in the Middle

　　Pursuit of More Than One Generic Strategy

　　Sustainability 20

　　Generic Strategies and Industry Evolution

　　Generic Strategies and Organizational Structure

　　Generic Strategies and the Strategic Planning Process

　OVERVIEW OF THIS BOOK

PART I PRINCIPLES OF COMPETITIVE. ADVANTAGE

　Chapter 2 The Value Chain and Competitive Advantage

　　THE VALUE CHAIN

　　　Identifying Value Activities

　　　Defining the Value Chain

　　　Linkages within The Value Chain

　　　Vertical Linkages

　　　The Buyer's Value Chain

　　COMPETITIVE SCOPE AND THE VALUE CHAIN

　　　Segment Scope

　　　Vertical Scope

　　　Geographic Scope

　　　Industry Scope

　　　Coaliti*** and Scope

　　　Competitive Scope and Business Definition

　　　The Value Chain and Industry Structure

　　THE VALUE CHAIN AND ORGANIZATIONAL

　　STRUCTURE

　Chapter 3 Cost Advantage

　　THE VALUE CHAIN AND COST ANALYSIS

　　　Defining the Value Chain for Cost Analysis

　　　Assigning Costs and Assets

　　　First Cut Analysis of Costs

　　COST BEH***IOR

　　　Cost Drivers

　　　The Cost of Purchased Inputs

　　　Segment Cost Behavior

　　　Cost Dynamics

　　COST ADVANTAGE

　　　Determining the Relative Cost of Competitors

　　　Gaining Cost Advantage

　　　Sustainability of Cost Advantage

　　　Implementation and Cost Advantage

　　　Pitfalls in Cost Leadership Strategies

　　STEPS IN STRATEGIC COST ANALYSIS

　Chapter 4 Differentiation

　　SOURCES OF DIFFERENTIATION

　　　Differentiation and The Value Chain

　　　Drivers of Uniqueness

　　THE COST OF DIFFERENTIATION

……

PART II COMPETITIVE SCOPE WITHIN AN INDUSTRY

PART III CORPORATE STRATEGY AND COMPETITIVE ADVANTAGE

PART IV IMPLICATIONS FOR OFFENSIVE AND DEFENSIVE COMPETITIVE STRATEGY

Bibliography

Index

About the Author

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编辑推荐

这是美国哈佛商学院著名教授迈克尔·波特的名著三部曲之一，是本领域的又一圣经；他的每一部书都成为国内企业中高层管理人员，及商学院研究生的书目。他的所有理论都建立在全面细致的科学调研的基础之上，极富操作性。

本书阐述企业在实践中将这些普遍理论付诸实施的问题，研究的是一个企业如何才能创造和保持竞争优势。这些成果源于作者在过去十年中在竞争战略方面的研究和实践。本书反映了作者日益深化的信念，即许多公司战略的失败是由于不能将广泛的竞争战略转化成为获取竞争优势的具体方案。作者主张将战略的制定和实施沟通起来，而不是像该领域中许多著作那样将二者割裂开来。

Winner of the Academy of Management's Ge***e R. Terry Book Award for Outstanding Contribution to the Advancement of Knowledge in the Field of Management.

Michael Porter is the founding father for strategies in a competitive context. This pioneering book represents some of his best thoughts on business and corporate strategy.

书籍介绍

Book Description

COMPETITIVE ADVANTAGE introduces a w*** new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into 'activities', or the discrete functi*** or processes that represent the elemental building blocks of competitive advantage. Now an essential part of international business thinking, COMPETITIVE ADVANTAGE takes strategy from broad vision to an internally c***istent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reas*** why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. That the phrases 'competitive advantage' and 'sustainable competitive advantage' have become commonplace is testimony to the power of Porter's ideas. COMPETITIVE ADVANTAGE has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.

Book Dimension :

length: (cm)23.4 　　　 　　　　　 　 width:(cm)15.3