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Tables of Contents for Competitive Strategy
Chapter/Section Title
Page #
Page Count
Introduction
ix
8
Preface
xvii
4
Introduction, 1980
xxi
PART I General Analytical Techniques
3
188
CHAPTER 1 THE STRUCTURAL ANALYSIS OF INDUSTRIES
3
31
Structural Determinants of the Intensity of Competition
5
24
Structural Analysis and Competitive Strategy
29
3
Structural Analysis and Industry Definition
32
2
CHAPTER 2 GENERIC COMPETITIVE STRATEGIES
34
13
Three Generic Strategies
35
6
Stuck in the Middle
41
3
Risks of the Generic Strategies
44
3
CHAPTER 3 A FRAMEWORK FOR COMPETITOR ANALYSIS
47
28
The Components of Competitor Analysis
49
18
Putting the Four Components Together-The Competitor Response Profile
67
4
Competitor Analysis and Industry Forecasting
71
1
The Need for a Competitor Intelligence System
71
4
CHAPTER 4 MARKET SIGNALS
75
13
Types of Market Signals
76
10
The Use of History in Identifying Signals
86
1
Can Attention to Market Signals Be a Distraction?
87
1
CHAPTER 5 COMPETITIVE MOVES
88
20
Industry Instability: The Likelihood of Competitive Warfare
89
2
Competitive Moves
91
9
Commitment
100
5
Focal Points
105
1
A Note on Information and Secrecy
106
2
CHAPTER 6 STRATEGY TOWARD BUYERS AND SUPPLIERS
108
18
Buyer Selection
108
14
Purchasing Strategy
122
4
CHAPTER 7 STRUCTURAL ANALYSIS WITHIN INDUSTRIES
126
30
Dimensions of Competitive Strategy
127
2
Strategic Groups
129
13
Strategic Groups and a Firm's Profitability
142
7
Implications for Formulation of Strategy
149
3
The Strategic Group Map as an Analytical Tool
152
4
CHAPTER 8 INDUSTRY EVOLUTION
156
35
Basic Concepts in Industry Evolution
157
6
Evolutionary Processes
163
21
Key Relationships in Industry Evolution
184
7
PART II Generic Industry Environments
191
109
CHAPTER 9 COMPETITIVE STRATEGY IN FRAGMENTED INDUSTRIES
191
24
What Makes an Industry Fragmented?
196
4
Overcoming Fragmentation
200
6
Coping with Fragmentation
206
4
Potential Strategic Traps
210
3
Formulating Strategy
213
2
CHAPTER 10 COMPETITIVE STRATEGY IN EMERGING INDUSTRIES
215
22
The Structural Environment
216
5
Problems Constraining Industry Development
221
4
Early and Late Markets
225
4
Strategic Choices
229
5
Techniques for Forecasting
234
1
Which Emerging Industries to Enter
235
2
CHAPTER 11 THE TRANSITION TO INDUSTRY MATURITY
237
17
Industry Change during Transition
238
3
Some Strategic Implications of Transition
241
6
Strategic Pitfalls in Transition
247
2
Organizational Implications of Maturity
249
3
Industry Transition and the General Manager
252
2
CHAPTER 12 COMPETITIVE STRATEGY IN DECLINING INDUSTRIES
254
21
Structural Determinants of Competition in Decline
255
12
Strategic Alternatives in Decline
267
4
Choosing a Strategy for Decline
271
2
Pitfalls in Decline
273
1
Preparing for Decline
274
1
CHAPTER 13 COMPETITION IN GLOBAL INDUSTRIES
275
25
Sources and Impediments to Global Competition
277
10
Evolution to Global Industries
287
4
Competition in Global Industries
291
3
Strategic Alternatives in Global Industries
294
1
Trends Affecting Global Competition
295
5
PART III Strategic Decisions
300
61
CHAPTER 14 THE STRATEGIC ANALYSIS OF VERTICAL INTEGRATION
300
24
Strategic Benefits and Costs of Vertical Integration
302
13
Particular Strategic Issues in Forward Integration
315
2
Particular Strategic Issues in Backward Integration
317
1
Long-Term Contracts and the Economics of Information
318
4
Illusions in Vertical Integration Decisions
322
2
CHAPTER 15 CAPACITY EXPANSION
324
15
Elements of the Capacity Expansion Decision
325
3
Causes of Overbuilding Capacity
328
7
Preemptive Strategies
335
4
CHAPTER 16 ENTRY INTO NEW BUSINESSES
339
22
Entry through Internal Development
340
10
Entry through Acquisition
350
6
Sequenced Entry
356
5
APPENDIX A PORTFOLIO TECHNIQUES IN COMPETITOR ANALYSIS
361
7
APPENDIX B HOW TO CONDUCT AN INDUSTRY ANALYSIS
368
15
Bibliography
383
6
Index
389
8
About the Author
397