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This expanded edition is organized in five parts:
Part I, ‘‘Competition and Strategy: Core Concepts,’’ lays
out the core concepts of competitive strategy for companies, first
at the level of a single industry and then for multi-business or
diversified companies. The drivers of industry competition, the
ways in which companies gain and sustain competitive advantage,
and the principles of developing a distinctive strategy are at
the core of competition. A sophisticated understanding of how to
be competitive in a particular business provides the foundation
on which other corporate choices are built; diversification, for
example, cannot be approached sensibly without linking it
directly to competition in individual businesses. Also, the
principles in Part I are as relevant for nonprofits as for
companies.
1. The Five Competitive Forces
That Shape Strategy
(January 2008
HBR Version)
Michael E.
Porter
2. What Is Strategy?
Michael E.
Porter
3. How Information Gives You
Competitive Advantage
Michael E.
Porter and Victor E. Millar
4. Strategy and the Internet
(New to this edition)
Michael E.
Porter
5. From Competitive Advantage
to Corporate Strategy
Michael E.
Porter
Part II, ‘‘The Competitiveness of Locations,’’ addresses
the role of location in competition. As competition has spread
and intensified, interest in the competitiveness of nations,
states, and cities has exploded. As technology has allowed
companies to become more global in their activities and as
capital moves more freely across borders, many theorists claim
that location diminishes in importance. The articles in Part II,
however, challenge this notion. In them, I show how the
prosperity of both companies and entire countries is dependent
on the local environment in which competition takes place.
Traditionally, the competitiveness of a region or a nation has
been seen primarily as an issue for governments seeking to
promote investment and job creation. The new model of
competitiveness reveals unfamiliar roles for companies in
shaping their
competitive context;
the need
for a
new type of
relationship between
business, government,
and other
local institutions;
and entirely new ways of
thinking about government policy. Understanding the influence of
location on competition, together with the ideas in Part I, is
also essential to setting global strategy for companies.
6. The Competitive Advantage of
Nations
Michael E.
Porter
7. Clusters and Competition:
New Agendas for Companies, Governments, and Institutions
Michael E.
Porter
8. Competing Across Locations:
Enhancing Competitive Advantage through a Global Strategy
Michael E.
Porter
Part III, ‘‘Competitive Solutions to Societal Problems,’’
draws on the frameworks in Parts I and II to address important
societal issues. The environment, urban poverty and income
inequality, and health care, among others, are normally seen as
social problems. However, each of them is inextricably bound up
with economics and, more specifically, with competition. I am
increasingly convinced that lasting, self-sustaining solutions
to these problems lie in our ability to apply effectively the
deepest lessons of competition. There are huge win-win
opportunities for both society and for companies if we approach
issues such as the environment, disadvantaged communities, and
health-care delivery in the right way. Creating positive-sum
competition in these arenas will foster innovation that produces
enormous value for society.
9.
Green and Competitive: Ending the Stalemate
Michael
E. Porter and Claas Van Der Linde
10. The Competitive Advantage
of the Inner City
Michael
E. Porter
11. Redefining Competition in
Health Care
(New
to this edition)
Michael
E. Porter and Elizabeth Olmsted Teisberg
PartIV, ‘‘Strategy,
Philanthropy, and
Corporate Social
Responsibility,’’ applies strategy principles to
philanthropy and giving by both social organizations and
corporations. In a world of scarce public resources and rising
aspirations to address social needs, the need for philanthropy
to deliver value is urgent. The social sector must justify the
enormous resources being devoted to giving, many of which are
tax subsidized and thus supported by all citizens. The act of
giving can no longer be seen as beneficial for its own sake.
Instead, giving must achieve true social impact.
The corporate sector is being asked to participate in social
issues as never before, often under the banner of corporate
social responsibility. How and where corporations should engage
social issues, and how they should invest their philanthropic
giving, is a pressing issue for every corporate leader. The key
to doing this well is understanding that social issues and
economic issues are not mutually exclusive but can be mutually
reinforcing, as highlighted in Part III. Thus, social
considerations can and should become part of a company’s
strategy, not a separate agenda.
12. Philanthropy’s New Agenda:
Creating Value
(New to this edition)
Michael
E. Porter and Mark R. Kramer
13. The Competitive Advantage
of Corporate Philanthropy
(New
to this edition)
Michael
E. Porter and Mark R. Kramer
14. Strategy and Society: The
Link Between Competitive Advantage and Corporate Social
Responsibility
(New to this
edition)
Michael
E. Porter and Mark R. Kramer
Part V, ‘‘Strategy and Leadership,’’ recognizes that
leadership is needed to achieve superior value creation. For any
organization, developing a strategy is an act of leadership, and
strategy represents perhaps the most powerful tool available to
leaders to get all the individuals in the organization
aligned around
a common
purpose and
direction. As
crucial as leadership
is, we
still know
surprisingly little
about the
role of
leaders, especially the leaders of large complex
organizations such as those that populate the Fortune 100 or
Fortune 500. Such organizations are too large
and complex
for any
leader to
fully understand
all of
the businesses,
manage the
many thousands
of employees,
or make
even a
small fraction of all the
decisions. In such organizations, the roles of leaders are
subtle and indirect, and we have begun to explore these roles in
recent work.
15. Seven Surprises for New
CEOs
(New
to this edition)
Michael
E. Porter, Jay W. Lorsch, and Nitin Nohria
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