the five competitive forces that shape strategy中文The five competitive forces that shape strategy pptThe five competitive forces that shape strategy summaryThe five competitive forces that Shape Strategy PDF FreeThe five competitive forces that Shape Strategy pdfwww.cipher-sys.com › blog › the-five-competitive-forces-that-shape-strategyHow Porter's Five Forces Shape Strategy - Cipher Systems

The Five Competitive Forces That Shape Strategy

文章推薦指數： 80 %
投票人數：10人

Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, ... Youhave2freearticlesleftthismonth. Youarereadingyourlastfreearticleforthismonth. Subscribeforunlimitedaccess. Createanaccounttoread2more. Competitivestrategy TheFiveCompetitiveForcesThatShapeStrategy Awarenessofthefiveforcescanhelpacompanyunderstandthestructureofitsindustryandstakeoutapositionthatismoreprofitableandlessvulnerabletoattack. by MichaelE.Porter by MichaelE.Porter FromtheMagazine(January2008) ·Longread Summary.    In1979,ayoungassociateprofessoratHarvardBusinessSchoolpublishedhisfirstarticleforHBR,“HowCompetitiveForcesShapeStrategy.”Intheyearsthatfollowed,MichaelPorter’sexplicationofthefiveforcesthatdeterminethelong-runprofitabilityofanyindustryhasshapedagenerationofacademicresearchandbusinesspractice.Inthisarticle,Porterundertakesathoroughreaffirmationandextensionofhisclassicworkofstrategyformulation,whichincludessubstantialnewsectionsshowinghowtoputthefiveforcesanalysisintopractice. Thefiveforcesgoverntheprofitstructureofanindustrybydetermininghowtheeconomicvalueitcreatesisapportioned.Thatvaluemaybedrainedawaythroughtherivalryamongexistingcompetitors,ofcourse,butitcanalsobebargainedawaythroughthepowerofsuppliersorthepowerofcustomersorbeconstrainedbythethreatofnewentrantsorthethreatofsubstitutes.Strategycanbeviewedasbuildingdefensesagainstthecompetitiveforcesorasfindingapositioninanindustrywheretheforcesareweaker.Changesinthestrengthoftheforcessignalchangesinthecompetitivelandscapecriticaltoongoingstrategyformulation. Inexploringtheimplicationsofthefiveforcesframework,Porterexplainswhyafast-growingindustryisnotalwaysaprofitableone,howeliminatingtoday’scompetitorsthroughmergersandacquisitionscanreduceanindustry’sprofitpotential,howgovernmentpoliciesplayarolebychangingtherelativestrengthoftheforces,andhowtousetheforcestounderstandcomplements.Hethenshowshowacompanycaninfluencethekeyforcesinitsindustrytocreateamorefavorablestructureforitselfortoexpandthepiealtogether.Thefiveforcesrevealwhyindustryprofitabilityiswhatitis.Onlybyunderstandingthemcanacompanyincorporateindustryconditionsintostrategy. Tweet Post Share Save GetPDF BuyCopies Print Loading... Inessence,thejobofthestrategististounderstandandcopewithcompetition.Often,however,managersdefinecompetitiontoonarrowly,asifitoccurredonlyamongtoday’sdirectcompetitors.Yetcompetitionforprofitsgoesbeyondestablishedindustryrivalstoincludefourothercompetitiveforcesaswell:customers,suppliers,potentialentrants,andsubstituteproducts.Theextendedrivalrythatresultsfromallfiveforcesdefinesanindustry’sstructureandshapesthenatureofcompetitiveinteractionwithinanindustry. AversionofthisarticleappearedintheJanuary2008issueofHarvardBusinessReview. ReadmoreonCompetitivestrategy orrelatedtopics Pricingstrategy, Customerstrategy andManagement ForHBRSubscribers MustReadsonStrategy HBR’sdefinitivearticlesoncompetitivestrategywillhelpyouandyourorganizationdevelopastrategicplanintoday’srapidlychanginglandscape. ShowReadingList ShowReadingList MichaelE.PorteristheBishopWilliamLawrenceUniversityProfessoratHarvardBusinessSchool.Hehasservedasanadvisertogovernmentsandcampaignsaroundtheworldontheadvancementofsocialpolicyandeconomicpolicy,includingMittRomney’spresidentialcampaign.Hislatestpaperis TheRoleofBusinessinSociety.HeisanacademicadvisertotheLeadershipNowProject. Tweet Post Share Save GetPDF BuyCopies Print new HBRLearning StrategyPlanningandExecutionCourse AccelerateyourcareerwithHarvardManageMentor®.HBRLearning’sonlineleadershiptraininghelpsyouhoneyourskillswithcourseslikeStrategyPlanningandExecution.EarnbadgestoshareonLinkedInandyourresume.Accessmorethan40coursestrustedbyFortune500companies.Freeforalimitedtime! Howtodevelopawinningstrategy—andputittowork. StartCourse LearnMore&SeeAllCourses Thisisasubscriber-onlyarticle. SubscribeNow I'malreadyasubscriber. SignIn. SignIn ForgotPassword? I'masubscriber,butIdon'thaveanHBR.orgaccount Thanksforyourpatience. We’reupgradingoursystemssowecanbetterserveoursubscribers.Unfortunately,thatmeanswehavetotemporarilysuspendsubscribersyncing.We apologizefortheinconvenience.We’llbebackupandrunningwithin48hours. Let’sfindyoursubscription. Enteryoursubscriberemailaddress. Continue Weneedalittlemoreinformationtofindyoursubscription. Enteranaccountnumber. Continue Iwanttotryagainwithadifferentemailaddress. Needhelpgettingaccess? Callcustomerservice: US/Canada:800-274-3214 Asia/Pacific:+61291586127 AllOtherCountries:+441858438412 Havequestions?SeeoursubscriptionFAQ. You'reasubscriber!Nowgetaccesstoyourbenefits. Confirmyoursubscriberinformationandenteryourpassword.Confirmyoursubscriberinformationandcreateapassword NAME: EMAIL:NotYou? Showpassword Hidepassword Passwordsmusthaveatleast10characters,onenumber,onelowerand oneuppercaseletter,andonespecialcharacter SyncYourSubscriptionCreateAccount ForgotPassword? You'reallset,. YounowhaveaccesstoallyoursubscriberbenefitsonHBR.org. We'vesentanemailtoconfirmingyourHBR.orgaccount. BackTo Forgotyourpassword? Enteryouremailaddressandwe'llsendyoualinktoresetyourpassword. Continue Forgotyourpassword? Ifyouremailisregisteredwithus,youwillreceiveanemailwithalinktoresetyourpassword. Don'thaveanaccount?Activateyoursubscription. Needhelpgettingaccess?ContactCustomerService:800.988.0886(U.S./Canada) 617.783.7500(International)[email protected] Takemeback,Iwanttostartover. PartnerCenter Diversity Latest Magazine Ascend Topics Podcasts Video Store TheBigIdea Data&Visuals CaseSelections HBRLearning

請為這篇文章評分？

延伸文章資訊