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- Michael Porter has described a category scheme consisting of three general types of strategies that are commonly used by businesses to achieve and maintain competitive advantage. These three generic strategies are defined along two dimensions: strategic scope and strategic strength. Strategic scope is a demand-side dimension (Porter was originally an engineer, then an economist before he specialized in strategy) and looks at the size and composition of the market you intend to target. Strategic strength is a supply-side dimension and looks at the strength or core competency of the firm. In particular he identified two competencies that he felt were most important: product differentiation and product cost. He originally ranked each of the three dimensions (level of differentiation, relative product cost, and scope of target market) as either low, medium, or high, and juxtaposed them in a three dimensional matrix. That is, the category scheme was displayed as a 3 by 3 by 3 cube. But most of the 27 combinations were not viable. In his 1980 classic Competitive Strategy: Techniques for Analysing Industries and Competitors, Porter simplifies the scheme by reducing it down to the three best strategies. They are cost leadership, differentiation, and market segmentation (or focus). Market segmentation is narrow in scope while both cost leadership and differentiation are relatively broad in market scope. Empirical research on the profit impact of marketing strategy indicated that firms with a high market share were often quite profitable, but so were many firms with low market share. The least profitable firms were those with moderate market share. This was sometimes referred to as the hole in the middle problem. Porter’s explanation of this is that firms with high market share were successful because they pursued a cost leadership strategy and firms with low market share were successful because they used market segmentation to focus on a small but profitable market niche. Firms in the middle were less profitable because they did not have a viable generic strategy. Combining multiple strategies is successful in only one case. Combining a market segmentation strategy with a product differentiation strategy is an effective way of matching your firm’s product strategy (supply side) to the characteristics of your target market segments (demand side). But combinations like cost leadership with product differentiation are hard (but not impossible) to implement due to the potential for conflict between cost minimization and the additional cost of value-added differentiation. Since that time, some commentators have made a distinction between cost leadership, that is, low cost strategies, and best cost strategies. They claim that a low cost strategy is rarely able to provide a sustainable competitive advantage. In most cases firms end up in price wars. Instead, they claim a best cost strategy is preferred. This involves providing the best value for a relatively low price.
- Wettbewerbsmatrix ist ein von Michael E. Porter 1980 eingeführtes Konzept, dass auch unter dem Namen generische Strategien bekannt ist. Es dient der Entwicklung von Strategien, zur Bestimmung der Produktpolitik im Marketing für einzelne Geschäftsfelder eines Unternehmens. Porter versucht damit eine Systematisierung der möglichen Strategien, die ein Unternehmen verfolgen kann, um sich im relevanten Markt einen Wettbewerbsvorteil zu verschaffen. Porter ordnet die Wettbewerbsstrategien nach dem möglichen strategischen Ziel ("Was das Unternehmen tun will") und nach dem vom Unternehmen einzusetzenden strategischen Vorteil ("Wie das Unternehmen dieses Ziel erreichen möchte") und erhält drei grundlegende Strategie-Typen (siehe Abbildung) die im Folgenden erläutert werden.
- Michael Porter definió las siguientes estrategias genéricas para competir en el mercado.
- Le modèle des stratégies génériques de Michael Porter, professeur de stratégie d'entreprise, propose différentes façons dont une entreprise peut détenir un avantage concurrentiel sur son marché. Selon Porter, un avantage concurrentiel est durable s'il ne peut être copié, substitué ou érodé par l'action des concurrents, et si l'évolution de l'environnement économique ne le rend pas obsolète. D'après Porter, une entreprise, pour construire son avantage concurrentiel, peut opter pour l'une des 3 stratégies suivantes.
- De typologie van Porter beschrijft de verschillende strategieën waarmee een onderneming substantieel beter kan gaan presteren. Volgens Michael Porter zijn er twee mogelijke strategieën, namelijk lagekostenstrategie en differentiatiestrategie. Porter werkt de organisatorische consequenties van deze strategieën niet verder uit, omdat de twee strategieën moeilijk met elkaar te combineren zijn en ze niet gelijktijdig nagestreefd kunnen worden. Men kan echter wel deze strategieën combineren met de focusstrategie.
- A primeira é a estratégia competitiva de custo, na qual a empresa centra seus esforços na busca de eficiência produtiva, na ampliação do volume de produção e na minimização de gastos com propaganda, assistência técnica, distribuição, pesquisa e desenvolvimento, e tem no preço um dos principais atrativos para o consumidor. A opção pela estratégia competitiva de diferenciação faz com que a empresa invista mais pesado em imagem, tecnologia, assistência técnica, distribuição, pesquisa e desenvolvimento, recursos humanos, pesquisa de mercado e qualidade, com a finalidade de criar diferenciais para o consumidor. A estratégia competitiva de foco significa escolher um alvo restrito, no qual, por meio da diferenciação ou do custo, a empresa se especializará atendendo a segmentos ou nichos específicos. A adoção de qualquer estratégia competitiva tem seus riscos e suas armadilhas. Na estratégia de custos, as principais são: a excessiva importância que se dá à fabricação; a possibilidade de acabar com qualquer chance de diferenciação; a dificuldade de se estabelecer um critério de controle de custos; e que apareça um novo concorrente com nova tecnologia, novo processo e abocanhe parcela significativa de mercado ou o mercado passe a valorizar o produto por critérios diferentes. Na estratégia de diferenciação, as principais armadilhas são representadas pela diferenciação excessiva, pelo preço muito elevado, por um enfoque exagerado no produto e pela possibilidade de ignorar os critérios de sinalização. Na estratégia de foco o risco é de o segmento escolhido não propiciar massa crítica que permita à empresa operar. *Estratégia Estratégia competitiva Gestão estratégica de empresas Cinco forças de Porter
- Porters tre basstrategier (engelska Porter's Generic Strategies), lanserad av Michael Porter visar tre möjliga positioner för ett företag att förhålla sig gentemot dess konkurrenter. Kostnadsledarskap - innebär att företaget konkurrerar med sitt låga pris i hela marknaden. Differentiering - avser att med en speciell produkt särskilja sig från konkurrenterna i den hela marknaden. Fokusering - kan delas in i kostnadsbaserad fokusering som innebär detsamma som kostnadsledarskap frånsett att man nu inriktar sig för en mindre del av marknaden. Differentieringsbaserad fokusering innebär i sin tur detsamma som differentiering till skillnad från att man i fokuseringen inriktar sig på en del av marknaden.
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- Michael Porter has described a category scheme consisting of three general types of strategies that are commonly used by businesses to achieve and maintain competitive advantage. These three generic strategies are defined along two dimensions: strategic scope and strategic strength. Strategic scope is a demand-side dimension (Porter was originally an engineer, then an economist before he specialized in strategy) and looks at the size and composition of the market you intend to target.
- Wettbewerbsmatrix ist ein von Michael E. Porter 1980 eingeführtes Konzept, dass auch unter dem Namen generische Strategien bekannt ist. Es dient der Entwicklung von Strategien, zur Bestimmung der Produktpolitik im Marketing für einzelne Geschäftsfelder eines Unternehmens. Porter versucht damit eine Systematisierung der möglichen Strategien, die ein Unternehmen verfolgen kann, um sich im relevanten Markt einen Wettbewerbsvorteil zu verschaffen.
- Michael Porter definió las siguientes estrategias genéricas para competir en el mercado.
- Le modèle des stratégies génériques de Michael Porter, professeur de stratégie d'entreprise, propose différentes façons dont une entreprise peut détenir un avantage concurrentiel sur son marché. Selon Porter, un avantage concurrentiel est durable s'il ne peut être copié, substitué ou érodé par l'action des concurrents, et si l'évolution de l'environnement économique ne le rend pas obsolète.
- De typologie van Porter beschrijft de verschillende strategieën waarmee een onderneming substantieel beter kan gaan presteren. Volgens Michael Porter zijn er twee mogelijke strategieën, namelijk lagekostenstrategie en differentiatiestrategie. Porter werkt de organisatorische consequenties van deze strategieën niet verder uit, omdat de twee strategieën moeilijk met elkaar te combineren zijn en ze niet gelijktijdig nagestreefd kunnen worden.
- A primeira é a estratégia competitiva de custo, na qual a empresa centra seus esforços na busca de eficiência produtiva, na ampliação do volume de produção e na minimização de gastos com propaganda, assistência técnica, distribuição, pesquisa e desenvolvimento, e tem no preço um dos principais atrativos para o consumidor.
- Porters tre basstrategier (engelska Porter's Generic Strategies), lanserad av Michael Porter visar tre möjliga positioner för ett företag att förhålla sig gentemot dess konkurrenter. Kostnadsledarskap - innebär att företaget konkurrerar med sitt låga pris i hela marknaden. Differentiering - avser att med en speciell produkt särskilja sig från konkurrenterna i den hela marknaden.
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