| 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 | |
| Table of Contents provided by Publisher. All Rights Reserved. |
