寻找价值和维护竞争优势

Beyond Porter
? Does anyone offer a better explanation of the roots of business performance?
? In the 90's a capabilities approach emerged as a ‘new orthodoxy' leading to a distinctive ‘resource based view' of the firm and strategy.
? Why does the successful firm not sell its expertise in cost reducing to less successful firms?
? Why does the successful firm not cut its prices and drive its competitors out of business?
? Are there any useful generalisations to be made which can help to guide the strategy process?
Sustainable competitive advantage and resource based theory
? Introduction:: an examination of the sources of sustainability of profits ? Why are some firms able to sustain success over a long period? ? Porter's approach to business performance:: competitive advantage. ? The capabilities approach to firm performance ? The nature and significance of capabilities ? Architecture, reputation, and innovation ? The value of capabilities: ? A resource based theory of firm performance:: Peteraf's model. ? Conclusions
Finally, low cost/differentiation can't be the ultimate source. The ultimate source is surely who or what produces the low cost/differentiation advantage.
Porter's recipe
If it is possible for Michael Porter to describe how to create and sustain competitive advantage then surely all firms have equal access to this knowledge once Porter has codified it. So can it be a source of SCA? Beware recipes!
? ‘Competitive advantage' argues that it depends on the firm's ability to manage the cost drivers/ differentiation drivers so as to produce a cost advantage or a differentiation advantage.
? Why does the unsuccessful firm not bid for the executive(s) in charge of cost drivers from the successful firm?
These do happen: e.g. battle between General Motors and Volkswagen for the services of cost guru Mr. Lopez.
Part 1: Porter's approach
Porter's five forces approach (industry attractiveness) sees industry performance as a function of industry structure/conduct. (P&S, table 10.1)
BUT within industries firm performance varies,
So what determines relative firm performance?
In ‘Competitive Advantage' he tried to answer this ?
Porter, cont.
? But this approach has problems and is incomplete.
Some questions about Porter
? Why does the successful firm not buy the unsuccessful and teach it how to minimise costs?
Session 8
THE SEARCH FOR VALUE AND SUSTAINABLE COMPETITIVE ADVANTAGE
Sustainable competitive advantage
? The ultimate determinants of success and failure in the fБайду номын сангаасrm's search for value.