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商品の説明
Synopsis
COMPETITIVE ADVANTAGE introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into 'activities', or the discrete functions or processes that represent the elemental building blocks of competitive advantage. Now an essential part of international business thinking, COMPETITIVE ADVANTAGE takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. That the phrases 'competitive advantage' and 'sustainable competitive advantage' have become commonplace is testimony to the power of Porter's ideas. COMPETITIVE ADVANTAGE has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.
内容説明
Winner of the Academy of Management's George R. Terry Book Award for Outstanding Contribution to the Advancement of Knowledge in the Field of Management
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カスタマーレビュー
最も参考になったカスタマーレビュー
6 人中、5人の方が、｢このレビューが参考になった｣と投票しています。
形式:ハードカバー
Michael Porterの本をどれか一冊というのであれば、私はこの本をお勧めしたいと思います。とくに、企業の競走戦略を考察するための理論を自分で新しく作りたい、という人に向いていると思います。まったく何の準備もなしに一人で理論を作り上げるのは大変ですから、その「とっかかり」を得るのに著者が考えに考えた方法を参考にすれば良いのです。
内容はそれほど難しくありません。基本となるfive forcesとvalue chainを見付けたことが価値のある発見で、あとはむしろ、机の上で練り上げたようなことが書いてあります。この本に学んで、まねて、最後は著者を追い越しちゃいましょう。
著者の理論は毀誉褒貶があるようです。批判の理由は、予想が当たらないじゃないかということだと思いますが、理論は少しずつ完成されて行くもので、先人が築いたものを後の人が学び、改良して行き、やがて完全なものとなるのです。中味をブラックボックスで扱って、結果だけで当たった当たらないというのであれば、占いと変わりません。著者がどう考えたか、その思考の過程が理論の完成にどれだけ寄与したかが重要です。
この本を読んで、もっと詳しく理論の形成の過程を知りたいというのであれば、遡って前著のCompetitive Strategyに戻れば良いと思います。何分に大著ですので、その時間を別な読書や思索に投資したいという考えもありだと思います。お金だけではなく、時間の節約も大切です。
内容はそれほど難しくありません。基本となるfive forcesとvalue chainを見付けたことが価値のある発見で、あとはむしろ、机の上で練り上げたようなことが書いてあります。この本に学んで、まねて、最後は著者を追い越しちゃいましょう。
著者の理論は毀誉褒貶があるようです。批判の理由は、予想が当たらないじゃないかということだと思いますが、理論は少しずつ完成されて行くもので、先人が築いたものを後の人が学び、改良して行き、やがて完全なものとなるのです。中味をブラックボックスで扱って、結果だけで当たった当たらないというのであれば、占いと変わりません。著者がどう考えたか、その思考の過程が理論の完成にどれだけ寄与したかが重要です。
この本を読んで、もっと詳しく理論の形成の過程を知りたいというのであれば、遡って前著のCompetitive Strategyに戻れば良いと思います。何分に大著ですので、その時間を別な読書や思索に投資したいという考えもありだと思います。お金だけではなく、時間の節約も大切です。
2 人中、1人の方が、｢このレビューが参考になった｣と投票しています。
形式:ペーパーバック|Amazonが確認した購入
Few books define the field where they are. This is one of them. But often these books are great in content but not so much in clarity. This book also beats that. Porter's style is at the same time brilliant and clear, engaging and deep, motivating and enlightening. You will have a hard time trying to put this book down. You will learn the rules many companies live by. But you will also do it for the sheer intellectual pleasure of following a sharp mind in full motion and telling you all with so much clarity. Just don't miss his other two classic books.
Amazon.com で最も参考になったカスタマーレビュー (beta)
Amazon.com:
52件のカスタマーレビュー
85 人中、82人の方が、｢このレビューが参考になった｣と投票しています。
Strategy book of the 1980s - still a key reference guide
2005/4/11
形式:ペーパーバック
Michael Porter is the founding father for strategies in a competitive context. This pioneering book represents some of his best thoughts on business and corporate strategy.
Chapter 1 is a summary of his first landmark book - "Competitive Strategy". So if you just want to buy one of his bestsellers, then buy "Competitive Advantage".
The book's most important contribution is the concept of the VALUE CHAIN. Today, you won't find an MBA who doesn't know this idea. This book gives you all the details on the value chain. And it even tells you exactly how the value chain is translated into his two generic strategies: Cost Leadership and Differentiation. Most strategy books devote a separate chapter to this idea. If you want to get a more than a superficial understanding of the value chain, you simply have to read Porter's book.
This book also gets to the core of how synergies are created and when diversification might work. Curiously, Porter chooses the term interrelationships for synergies (you know, a term for a nice idea that rarely occurred in practice...).
Being a business development manager, I have strategic thinking as part of my key areas. This book is still a reference guide for me. Obviously though, Porter's views cannot stand-alone.
If you're looking for critical views on Porter's ideas, then consider buying Hamel & Prahalad's "Competing for the Future" (1994) or Kim & Mauborgne's "Blue Ocean Strategy" (2005).
Beware: You have to read Porter's Harvard Business review article "What is Strategy" from 1996, if you want his own response to the critics.
Warning: You cannot work seriously with strategy without having understood Michael Porter's core concepts. And the superficial introduction by most - even advanced - strategy books won't make you competent enough to apply his ideas skilfully. Let me give you two examples:
COST STRUCTURE:
Most MBAs have learned about the value chain and cost structure analysis. But in real life I've seen very few who combine these two concepts proficiently. The real beauty in benchmarking cost structures is when you skilfully apply it to the value chain. This book tells you exactly how to do this. In practice, I've seen this approach applied very few times (except advanced strategy consultants). It may be because people often use Porter's concepts too casually...
COST DRIVERS:
Most strategy books are on drivers of differentiation - the preferred strategy choice by management gurus. And Porter does indeed help you on this issue. More importantly, this book is one of the few to tell you about the cost drivers. How many books have you read on Cost Leadership? Porter elaborates on 10 cost drivers, such as economies of scale, learning, linkages, synergies, pattern of capacity utilization, integration, timing, policies, and location.
STRATEGY IS ABOUT BEING DIFFERENT. Start out personally by reading the real thing ... it's a bargain.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business
Chapter 1 is a summary of his first landmark book - "Competitive Strategy". So if you just want to buy one of his bestsellers, then buy "Competitive Advantage".
The book's most important contribution is the concept of the VALUE CHAIN. Today, you won't find an MBA who doesn't know this idea. This book gives you all the details on the value chain. And it even tells you exactly how the value chain is translated into his two generic strategies: Cost Leadership and Differentiation. Most strategy books devote a separate chapter to this idea. If you want to get a more than a superficial understanding of the value chain, you simply have to read Porter's book.
This book also gets to the core of how synergies are created and when diversification might work. Curiously, Porter chooses the term interrelationships for synergies (you know, a term for a nice idea that rarely occurred in practice...).
Being a business development manager, I have strategic thinking as part of my key areas. This book is still a reference guide for me. Obviously though, Porter's views cannot stand-alone.
If you're looking for critical views on Porter's ideas, then consider buying Hamel & Prahalad's "Competing for the Future" (1994) or Kim & Mauborgne's "Blue Ocean Strategy" (2005).
Beware: You have to read Porter's Harvard Business review article "What is Strategy" from 1996, if you want his own response to the critics.
Warning: You cannot work seriously with strategy without having understood Michael Porter's core concepts. And the superficial introduction by most - even advanced - strategy books won't make you competent enough to apply his ideas skilfully. Let me give you two examples:
COST STRUCTURE:
Most MBAs have learned about the value chain and cost structure analysis. But in real life I've seen very few who combine these two concepts proficiently. The real beauty in benchmarking cost structures is when you skilfully apply it to the value chain. This book tells you exactly how to do this. In practice, I've seen this approach applied very few times (except advanced strategy consultants). It may be because people often use Porter's concepts too casually...
COST DRIVERS:
Most strategy books are on drivers of differentiation - the preferred strategy choice by management gurus. And Porter does indeed help you on this issue. More importantly, this book is one of the few to tell you about the cost drivers. How many books have you read on Cost Leadership? Porter elaborates on 10 cost drivers, such as economies of scale, learning, linkages, synergies, pattern of capacity utilization, integration, timing, policies, and location.
STRATEGY IS ABOUT BEING DIFFERENT. Start out personally by reading the real thing ... it's a bargain.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business
31 人中、29人の方が、｢このレビューが参考になった｣と投票しています。
The 'mother' of all business strategy books
1998/6/5
形式:ハードカバー
I just finished a competitive strategy class in my MBA program and this book was referred to often. The most helpful section is the one that breaks down a company's activities and helps create a 'value chain' to figure out how and where an organization creates value. Once this is done, Porter delineates how competitive advantages might be created based on tinkering with value chain activities. The only thing, I felt, was not covered in the book was the 'core competence' concept which is also derived from the value chain but ignored in this particular publication. Nevertheless, this is a 'must have' for all potential strategy consultants.
17 人中、16人の方が、｢このレビューが参考になった｣と投票しています。
Dated, but accessible even to non-MBA types
2003/12/22
形式:ハードカバー
A comprehensive introduction to how you can create advantages in your industry, even if you're not an MBA-type and just an engineer (like me). It'll also give you a useful framework for assessing what your current company and group is doing, what its vulnerabilities are, and how it relates to what the rest of the market is doing so you can make recommendations.
The only downside was the dated feel of the examples, which really made it difficult for a younger person to relate to.
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