FURTHER...WhatIsStrategy?
EXPLEXPBIBLIOGRLORINGFURTHER...ORINGAPHY
ARTICLES
“ClustersandtheNewEconomicsof“FromCompetitiveAdvantagetoCorporate
Competition”byMichaelE.Porter(HarvardStrategy”byMichaelE.Porter(Harvard
BusinessReview,November–December1998,BusinessReview,May–June1987,
Productno.98609)Productno.87307)
Thisarticlefocusesonoperationaleffective-Despitesomestartlingsuccessstories,diver-
nessandtheconditionsthatcreateit.Insification—whetherthroughacquisition,
theory,locationshouldnolongerbeasourcejointventure,orstart-up—hasnottypically
ofcompetitiveadvantage.Openglobalmar-broughtthecompetitiveadvantagesorthe
kets,rapidtransportation,andhigh-speedprofitabilitysoughtbyexecutives.Successful
communicationsshouldallowanycompanydiversificationstrategiesrelyontransferring
tosourceanythingfromanyplaceatanyskillsandsharingactivitiestocapturethe
time.Inpractice,locationremainscentraltobenefitsofexistingrelationshipsamongbusi-
competition.Thisistruebecausecompaniesnessunits.Therefore,corporateleadersmust
inaparticularfield,alongwithsuppliersandexaminecloselyanyacquisitioncandidate’s
otherrelatedbusinesses,clusteringeographic“fit”withtheparentcompany’sexisting
concentrationswherevirtuallyalltheimpor-businesses.
tantinformationandtechnologyinthefield
isreadilyavailable.
BOOKS
“HowCompetitiveForcesShapeStrategy”byOnCompetitionbyMichaelE.Porter
MichaelE.Porter(HarvardBusinessReview,(1998,HarvardBusinessSchoolPress,
March–April1979,Productno.79208)Productno.7951)
InthisMcKinseyAward–winningarticle,
Inthiscollectionofarticlesoncompetition,
Porterdiscussesfactorsthatdeterminethe
Porteraddressesthecoreconceptsofcompe-
natureofcompetition.Amongthem:rivals,
titionandstrategy,theroleoflocationin
theeconomicsofparticularindustries,new
competition,andtheinterrelationofcompe-
entrants,thebargainingpowerofcustomers
titionandsocialprogress.Importantbusiness
andsuppliers,andthethreatofsubstitute
activitiessuchasstakingoutandmaintain-
servicesorproducts.Astrategicplanof
ingadistinctivecompetitivepositionin
actionbasedonsuchfactorsmightinclude:
ordertoprofitandgrow,andthecontinual
positioningthecompanysothatitscapabili-
improvementofproductivityinorderto
tiesprovidethebestdefenseagainstcompeti-
achieveprosperity,areallintimatelyrelated
tiveforces,influencingthebalanceofforces
tostrategicpositioning.
throughstrategicmoves,andanticipating
shiftsinthefactorsunderlyingthecompeti-
tiveforces.Strategicpositioningrequires
lookingbothwithinthecompanyandat
externalfactorswhenmakingthesedeci-
sions;insomecases,itmeanschoosingwhat
nottodo.
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