| Contents | |
| Introduction | |
| Preface | |
| 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 | |
| FocusStuck in the Middle | |
| Pursuit of More Than One Generic Strategy | |
| Sustainability Generic Strategies and Industry Evolution | |
| Generic Strategies and Organizational Structure Generic Strategies and the Strategic Planning Process | |
| Overview Of This Book | |
| Principles Of Competitive Advantage | |
| 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 | |
| Coalitions and Scope | |
| Competitive Scope and Business Definition | |
| The Value Chain and Industry Structure | |
| The Value Chain And Organizational Structure | |
| 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 Behavior | |
| 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 | |
| Differentiation | |
| Sources Of Differentiation | |
| Differentiation and The Value Chain | |
| Drivers of Uniqueness | |
| The Cost Of Differentiationbuyer Value And Differentiation | |
| Buyer Value | |
| The Value Chain and Buyer Value | |
| Lowering Buyer Cost | |
| Raising Buyer Performance | |
| Buyer Perception of Value | |
| Buyer Value and the Real Buyer | |
| Buyer Purchase Criteria | |
| Identifying Purchase Criteria | |
| Differentiation Strategy | |
| Routes to Differentiation | |
| The Sustainability of Differentiation | |
| Pitfalls in Differentiation | |
| Steps In Differentiation | |
| Technology and Competitive Advantage | |
| Technology and Competition | |
| Technology and The Value Chain | |
| Technology and Competitive Advantage | |
| Technology and Industry Structure | |
| Technology Strategy | |
| The Choice of Technologies to Develop | |
| Technological Leadership or Followership | |
| Licensing of Technology | |
| Technological Evolution | |
| Continuous Versus Discontinuous Technological Evolution | |
| Forecasting Technological Evolution | |
| Formulating Technological Strategy | |
| Competitor Selection | |
| The Strategic Benefits Of Competitors | |
| Increasing Competitive Advantage | |
| Improving Current Industry Structure | |
| Aiding Market Development | |
| Deterring Entry | |
| What Makes A "Good" Competitor? | |
| Tests of a Good Competitor"Good" Market Leaders Diagnosing Good Competitors | |
| Influencing The Pattern Of Competitors | |
| Damaging Good Competitors in Battling Bad Ones Changing Bad Competitors into Good Ones | |
| The Optimal Market Configuration | |
| The Optimal Competitor Configuration Maintaining Competitor Viability Moving toward the Ideal Competitor Configuration | |
| Maintaining Industry Stability | |
| Pitfalls In Competitor Selection | |
| Competitive Scope Within An Industry | |
| Industry Segmentation and Competitive Advantage | |
| Bases For Industry Segmentation | |
| Structural Bases For Segmentation | |
| Segmentation Variables | |
| Finding New Segments | |
| The Industry Segmentation Matrix | |
| Relationships Among Segmentation Variables | |
| Combining Segmentation Matrices | |
| Industry Segmentation and Competitive Strategy | |
| The Attractiveness of a Segment | |
| Segment Interrelationships | |
| Table of Contents provided by Publisher. All Rights Reserved. |
