Vantaggio Competitivo
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Riassunto

Vantaggio Competitivo - Porter Secondo il modello del Vantaggio Competitivo di Porter, una strategia competitiva agisce in maniera offensiva o difensiva per creare una posizione difendibile in un determinato settore, per fare fronte con successo alle forze competitive e generare un Return on Investment superiore. Secondo Michael Porter, la base, per avere performance sopra la media in un dato settore, è il vantaggio competitivo sostenibile.


2 tipi di Vantaggio Competitivo

  1. Leadership di Costo (basso costo)
  2. Differenziazione

Entrambi possono essere più ampi o più ristretti,  generando la terza strategia competitiva possibile:

  1. Focus o Concentrazione

Vantaggio Competitivo di Tipo 1: Leadership di Costo

  • Realizzare la Leadership di Costo significa che un'azienda sceglie di diventare il produttore a basso costo nel suo settore.
  • Un leader di costo deve realizzare la parità o almeno la prossimità nelle basi di differenziazione, anche se conta sulla leadership di costo per il suo vantaggio competitivo.
  • Se più di una azienda tenta di realizzare la Leadership di Costo, solitamente è un disastro.
  • Spesso è realizzato grazie ad economie di scala.

Vantaggio Competitivo di Tipo 2: Differenziazione

  • Realizzare la differenziazione significa che un'azienda cerca di essere unica nel proprio settore su alcune dimensioni ampiamente apprezzate dai compratori.
  • Un differenziatore non può ignorare la sua posizione di costo. In tutte le aree che non interessano la propria differenziazione dovrebbe provare a fare diminuire il costo; nell'area di differenziazione i costi dovrebbero  essere almeno più bassi del premium price che riceve dai compratori.
  • Le aree di differenziazione possono essere: prodotto, distribuzione, vendite, marketing, servizio, immagine, ecc.

Vantaggio Competitivo di Tipo 3: Focus o Concentrazione

  • Realizzare il Focus significa che un'azienda ha scelto di essere la migliore in un segmento o in un gruppo di segmenti.
  • 2 varianti: Focus di costo e Focus di differenziazione.

A metà

  • Questa, di solito, è una ricetta per raggiungere una redditività al di sotto della media del settore.
  • Eppure, è possibile realizzare profitti attraenti se e finchè, il settore nell'insieme, sarà molto attrattivo.
  • Manifestazione della mancanza di scelta.
  • Particolarmente pericoloso per accaniti promotori di questa strategia che poi cominciano a trascurare il loro focus. Devono cercare altre nicchie dove perseguire il Focus. Altrimenti possono compromettere la loro strategia di Focus.

Descrizione del libro  “Strategia competitiva„

  • Nella parte I, Porter discute l'analisi strutturale dei settori (con le cinque forze), delle tre strategie competitive in generale (Leadership di Costo, Focus e Differenziazione), offrendo una struttura eccellente per l'analisi dei concorrenti, le mosse competitive, la strategia verso compratori e fornitori, analisi strutturale all'interno dei settori (gruppi strategici, tracciati strategici, barriere di mobilità) e lo sviluppo del settore (ciclo di vita, processi evolutivi).
  • Nella parte II, Porter discute la strategia competitiva all'interno di vari ambienti generici del settore. Come: settori frammentati (senza un vero leader di mercato), settori emergenti, settori maturi, settori in declino e settori globali.
  • Nella parte III, Porter discute le decisioni strategiche che i business o le aziende possono prendere. Come: integrazione verticale (verso l'alto, il basso o in partnership), espansione della capacità e entrata in nuovi settori/business.

Referenza Bibliografica: Michael E. Porter - Competitive Strategy

Referenza Bibliografica: Michael E. Porter - Competitive Advantage


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