競合上の優位性
(Porter)

ナレッジセンター

Porterの競合上の優位性モデル、攻撃的な競合戦略の取得または競争力に首尾よく対処し、優秀なReturn on Investmentを発生させるために企業のdefendable位置を創造する防御的な行為に従って。 ミハエルPorterに従う、企業内の平均以上のパフォーマンスの基礎は支持できる競合上の優位性である。

2つの基本的なタイプの競合上の優位性

1. Cost Leadership (低価格)
2. 差別化

両方ともより広く近づかれるか、または狭い場合もある第3実行可能な競合戦略で起因する:

3. 焦点

競合上の優位性のタイプ1: Cost Leadership

• Cost Leadershipを達成することは企業の低価格の生産者に似合うために会社が着手したことを意味する。
• 費用のリーダーは競合上の優位性のための費用のリーダーシップに頼るのに差別化の基盤の同等か少なくとも近さを達成しなければならない。
• Cost Leadershipをのこれ達成する1つ以上の会社の試みが通常悲惨なら。
• 規模の経済によって頻繁に達成されて。

競合上の優位性のタイプ2: 差別化

• 差別化の達成は会社がバイヤーによって広く認められるある次元に沿う企業で独特であるように努めることを意味する。
• 差別化回路は費用の位置を無視できない。 差別化に影響を与えないすべての区域でそれは費用を減らすことを試みるべきである; 差別化区域に費用は少なくともバイヤーから受け取る価格の報酬より低いべきである。
• 差別化の区域は次のとおりである場合もある: プロダクト、配分、販売、マーケティング、サービス、イメージ、等。

競合上の優位性のタイプ3: 焦点

• 焦点を達成することは会社が区分の区分かグループで最もよいために着手したことを意味する。
• 2つの変形: 費用の焦点および差別化は集中する。

Stuck in the middle

• これは通常企業と比較されるの下平均収益性のための調理法である。
• まだ、魅力的な利益は企業が全体として非常に魅力的である限り可能、そしてである。
• 選択の欠乏の明示。
• Focusersのために特に危ないずっと巧妙である、それから焦点を無視し始めれば。 彼らは他の焦点のニッチを追求しなければならない。 幾分それから焦点の作戦を妥協しなさい。

本「競合戦略」の概観

• 一部Iには、Porterは企業(5つの力と)、バイヤーの方に競争相手の分析のための優秀なframework、競争移動、作戦および製造者、企業(戦略的なグループ、戦略的な地図を描くことの移動性の障壁)、および企業の進化(ライフサイクル、発展プロセス)内の構造解析を提供する3つの一般的なの競合戦略(全面的なCost Leadership、焦点および差別化)の構造解析を論議する。
• 一部IIには、Porterは様々な一般的なの企業の環境内の競合戦略を論議する。 のような: 分解された企業(実質の主導株無しで)、出現の企業、成長した企業、低下の企業および全体的な企業。
• 一部IIIには、Porterはビジネス取るか会社がことができる戦略的決定を論議する。 のような: 縦統合(のパートナーシップ前方、後方)、新しい企業またはビジネスへの容量の拡張および記入項目。

本: Michael E. Porter - Competitive Strategy

本: Michael E. Porter - Competitive Advantage

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競合上の優位性をと比較した: Value Disciplines  |  Parenting Advantage  |  Positioning  |  Core Competence  |  Rule of Three  |  戦略的なタイプ  |  Delta Model  |  BCG Matrix  |  Growth Phases  |  Distinctive Capabilities  |  Acquisition Integration Approaches  |  Diamond Model  |  Relative Value of Growth  |  Experience Curve  |  Twelve Principles of the Network Economy  |  Blue Ocean Strategy

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