Vantaggio Competitivo
(Porter)

Centro di Conoscenza

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:

3. 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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Migliori Pratiche Gli argomenti più votati su Vantaggio Competitivo. Qui troverai le idee più preziose e suggerimenti pratici. Quotes Competitive Advantage Do you know some deep, famous or funny quotes on Competitive Advantage? Quotations? Proverbs? Please share them as a rea (...) 76   4 commenti 10 Routes to Competitive Advantage In todays lean, time starved world, competitive advantage is the way forward. I have produced the following 10 routes to (...) 37   5 commenti Case studies in "Cost Leadership" Are there any recent case studies to demonstrate how firms can compete on the basis of cost leadership? (...) 34   4 commenti Stuck in the Middle? Why is getting stuck in the middle (=mixing the 3 types of competitive advantage) so problematic? Could an intelligent m (...) 30   8 commenti How Can Logistics Help to Achieve a Competitive Advantage? How can logistics (transport, warehousing, customer service, inventory control) contribute to a Competitive Advantage (C (...) 29   37 commenti Changing from a Cost Leadership Strategy Into Differentiation I'm wondering how enterprises which have a cost leadership strategy turn into a differentiation strategy. Please advise. (...) 28   4 commenti Competition versus Cooperation Porter has undermined society with his over-emphasis on competition. Co-operation should be the driver of business and p (...) 25   12 commenti Competitive Advantage or Die? To all the sharks out there who seem to have missed the point of cooperation, sharpen your swords and keep them so! (...) 23   2 commenti What is Competitive Advantage? Is it in simple terms "to be better than your competitors"? Is this correct? (...) 22   8 commenti Competitive Advantage in a Monopolistic Market? Can Porter's competitive advantage work in monopolistic markets, such as utility companies where the product they sell i (...) 17   2 commenti Health/Fitness Club Industry Analysis I am the Marketing consultant of a Health & fitness club in Maseru, the capital city of Lesotho. Within a radius of abou (...) 16   1 commenti What are the Risks of a Differentiation Strategy? What are the risks involved when using differentiation as a competitive strategy? Why? (...) 12   3 commenti Weaknesses of Porter's Three Basic Types of Competitive Advantage Mouillot (2013) argues that although Porter's three basic types of Competitive Advantage are very useful with regard to (...) 10   3 commenti 4 Stages of Hypercompetition D'Aveni argues sustainable competitive advantage is not really possible. He shows a mechanism that causes faster and fas (...) 9   3 commenti

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