Competitive Strategy: Techniques for Analyzing Industries & Competitors
Competitive Strategy: Techniques for Analyzing Industries & Competitors
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2013-07
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通讯作者：
K. Shahzad;S. U. Bajwa;Shahid A. Zia
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作者：
K. Shahzad;S. U. Bajwa;Shahid A. Zia
《竞争战略：分析行业和竞争对手的技术》，迈克尔·E·波特著，自由出版社，纽约，1980年，第397页，售价：$25.33 ISBN-10：0684841487；ISBN-13：978-0684841489竞争战略-分析行业和竞争对手的技术旨在通过邀请读者观察环境力量的深刻影响，特别是竞争对手对商业成功的深刻影响，为战略制定提供全面和结构化的方法。组织的生存在于在组织的环境和资源之间创造最佳匹配。假说支持环境因素在给组织带来威胁和机会方面起决定性作用的观点。此外，产业结构和环境力量不断演变，从而迫使组织根据不断变化的环境条件进行持续的互动和响应。然而，组织在这一过程中不会保持被动，而是可以主动了解和预测行业的变化。波特在这本书中提供了一套工具和技术来在环境提供的各种选择中做出战略选择。波特认为，在行业竞争中，每个公司都有一个竞争战略。一个组织的战略制定过程有两种方式：*基于计划过程的显性战略制定和*作为组织职能活动的结果而演变的隐性战略制定。波特的观点是，将隐性过程作为最佳战略的来源总是令人怀疑的；因此，他将战略制定的显性过程归因于为企业获取最大利益的最佳方式。寻找竞争环境本书的实质是提供一个将公司与其环境联系起来的框架。框架包含了企业资源和环境之间的最佳匹配。这本书是从两个方面写的。一方面，它强调了了解行业结构和制定应对战略的重要性。这本书的另一个维度更有趣，也更有成效，它提出了用于行业分析和制定战略的框架和工具。因此，这本书成功地断言了哲学见解，并引发了商业专家们的思考，一方面从不同的角度看待行业动态，另一方面提出了用于系统分析的标准化通用工具。相应地，本书分为三个部分。第一部分概括了理解环境力量、行业演变动态和竞争战略维度的一般分析技术。第二部分包括通用商业战略在各种形式的行业中的应用，与各自行业细分/形式的结构决定因素、来源和障碍相一致。最后，第三部分为企业处理环境力量建立了多种选择。这本书认为垂直整合、产能扩张和进入新业务是公司可用的战略决策。扫描竞争一直是管理决策的核心。日益激烈的竞争一直持续到现在。然而，这本书提出了研究竞争的新领域。当代作家提出了应对行业竞争的战略制定要点。波特给出了一个系统而严谨的工具来回答这些问题。波特还暗示了一个新的方向，并为经济模型提供了思想。…
Competitive Strategy: Techniques for Analyzing Industries & Competitors By Michael E Porter The Free Press, New York, 1980, Pages: 397, Price: $25.33 ISBN-10:0684841487; ISBN -13:978-0684841489Competitive Strategy - Techniques for Analyzing Industries and Competitors aims to provide a comprehensive and structured approach for strategy formulation by inviting readers to look into the profound impact of environmental forces in general, and of competitors in particular, on the success of businesses.OVERVIEW OF THE BOOKCompetitive Strategy - Techniques for Analyzing Industries and Competitors posits that organizational actions are externally controlled and constrained. Survival of the organization lies in creating a best fit between environment and resources of the organization. Hypothesis supports the idea that environmental factors play decisive role in putting up threats and opportunities for the organizations. In addition, structure of industry and environmental forces keep on evolving, thereby forcing organizations to consistently interact and respond according to the changing environmental conditions. However, organizations do not remain passive in this process, rather they can be proactive to understand and predict changes in industries. Porter, in this book, provides set of tools and techniques to make strategic choices among various options posed by environment.Porter is of the view that every firm competing in industry holds a competitive strategy. The process of formulation of strategy in an organization takes place in two ways:* Explicit strategy formulation that is based on the planning process; and* Implicit strategy formulation that is evolved as an outcome of organization's functional activities.Porter takes the position that it is always doubtful to have implicit process as source of best strategy; hence, he attributes the explicit process of strategy formulation as a best way of taking maximum benefits for the firm.FINDING THE COMPETITIVE ENVIRONMENTThe essence of the book is to provide a framework of relating a company to its environment. Framework encompasses a best fit between firm's resources and environment. The book has been written from two dimensions. On one end it highlights importance of understanding industry structure and developing in-lined strategies to deal with it. Another dimension of the book, which is rather more interesting and productive, is to propose frameworks and tools for industry analysis and crafting strategy. The book, thus, successfully asserts philosophical insights and provokes thinking of business pundits to look into industry dynamics with a different perspective on one hand, and proposes standardized generic tools for systematic analysis on the other.Accordingly the book is divided into three parts.First part encapsulates general analytical techniques for understanding environmental forces, dynamics of industry evolution and dimensions of competitive strategies.Included in Part II is the application of generic business strategies in various forms of industries, in line with structural determinants, sources and impediments of respective industrial segments/forms.Finally Part III establishes multiple options for a firm in its dealing with environmental forces. The book considers Vertical Integration, capacity expansion and entry into new business as available strategic decisions for the firms.SCANNING THE COMPETITIONCompetition has always been central to the managerial decisions. Rising intensity of competition has continued until present era. This book however presented new spheres of looking into competition. Contemporary writers raised important points in strategy formulation for coping with competitive forces of the industry. Porter has given a systematic and rigorous tool to answer to these questions. Porter also signaled a new direction and provided thought for economic models. …