Michael E. Porter
Bishop William Lawrence University Professor
Michael E. Porter is a leading authority on competitive strategy; the competitiveness and economic development of nations, states, and regions; and the application of competitive principles and strategic approaches to social needs, such as health care, innovation, and corporate responsibility.
Professor Porter is generally recognized as the father of the modern strategy field, and has been identified in rankings and surveys as the world’s most influential thinker on management and competitiveness. He serves as an advisor to countries, corporations, non-profits, and academic circles across the globe.
As the Bishop William Lawrence University Professor based at Harvard Business School, Professor Porter has received the highest professional recognition that can be awarded to a Harvard faculty member. In 2001, Harvard Business School and Harvard University jointly created the Institute for Strategy and Competitiveness, which is dedicated to furthering his work and research.
The author of 18 books and over 125 articles, Professor Porter received a B.S.E. with high honors in aerospace and mechanical engineering from Princeton University in 1969, where he was elected to Phi Beta Kappa and Tau Beta Pi. He then received an M.B.A. with high distinction in 1971 from the Harvard Business School, where he was a George F. Baker Scholar, and a Ph.D. in business economics from Harvard University in 1973.
Teaching
Professor Porter's ideas are the foundation for courses on strategy and competitiveness, and his work is taught at virtually every business school in the world.
His Microeconomics of Competitiveness course at Harvard is open to graduate students across the schools at the university. It is also taught in partnership with more than 80 other universities from every continent using curriculum, video content and instructor support developed at Harvard.
Professor Porter developed and chairs the New CEO Workshop, a Harvard Business School program for newly appointed CEOs of the world’s largest and more complex corporations. Held twice each year by invitation only, the workshop focuses on the challenges facing new CEOs in assuming leadership. His Harvard Business Review article with Jay Lorsch and Nitin Nohria, ‘Seven Surprises for New CEOs’ (October 2004), describes some of the learning from this ongoing body of work.
Professor Porter speaks widely on strategy, competitiveness, health care delivery, related subjects to business, government, non-profit, and philanthropic leaders.
Research
Strategy
Professor Porter’s core field is competitive strategy, which remains a major focus of his research. His book, Competitive Strategy: Techniques for Analyzing Industries and Competitors, is in its 63rd printing and has been translated into 19 languages. His second major strategy book, Competitive Advantage: Creating and Sustaining Superior Performance, was published in 1985 and is in its 38th printing. His book On Competition (2008) contains his most influential articles on strategy and competition, including the award-winning Harvard Business Review article 'What is Strategy?' (1996) and 'The Five Competitive Forces That Shape Strategy' (2008), a revised and extended version of his classic article on industry analysis. Professor Porter’s next major book on strategy is in process.
Competitiveness of Nations and Regions
Professor Porter's 1990 book, The Competitive Advantage of Nations, presents a new theory of how nations and regions compete and their sources of economic prosperity. Motivated by his appointment by President Ronald Reagan to the President's Commission on Industrial Competitiveness, the book has guided economic policy in countless nations and regions. Subsequent articles have expanded on the concept of clusters (geographic concentrations of related industries that occur in particular fields) and other aspects of the theory.
National Competitiveness. Professor Porter has published books about national competitiveness covering New Zealand, Canada, Sweden, and Switzerland. His book Can Japan Compete? (2000) challenged long-held views about the Japanese economic miracle.
Professor Porter chairs the Global Competitiveness Report, an annual ranking of the competitiveness and growth prospects of more than 120 countries published by the World Economic Forum.
Clusters. Professor Porter’s ideas on clusters, first introduced in 1990, have given rise to a large body of theory and practice throughout the world. Cluster-based economic development thinking has resulted in many hundreds of public-private cluster initiatives in virtually every country. The article “Clusters and Competition: New Agendas for Companies, Governments, and Institutions” and On Competition (1998) provide a summary.
Regional Competitiveness. Professor Porter extended his work on competitiveness to states, provinces, and other sub-national regions. He led the Clusters of Innovation project which developed a framework for economic policy in U.S. regions. He also created the U.S. Cluster Mapping Project, which provides rich data on the economic geography of U.S. regions and clusters on an interactive website and received grant funding from the U.S. Department of Commerce's Economic Development Administration. Professor Porter’s methodology is the basis for comprehensive new data on the economic geography of the 27 countries of the European Union. The article ‘The Economic Performance of Regions’ (2003) summarizes some of the important findings from this data, and a new paper, ‘Convergence, Clusters and Economic Performance’ (2006), with Mercedes Delgado and Scott Stern, presents the first comprehensive statistical examination of U.S. regional performance using cluster data.
Innovation. Professor Porter is co-author (with Professor Scott Stern and others) of a body of work on the sources of innovation in national and regional economies, including The New Challenge to America's Prosperity: Findings from the Innovation Index (1999), 'The Determinants of National Innovative Capacity' (2000), and 'Measuring the 'Ideas' Production Function: Evidence from International Patent Output' (2000).
Competition and Society
Professor Porter's third major body of work has addressed the relationship between competition and important social issues such as poverty and the natural environment.
Economically Distressed Communities. Professor Porter offered a new approach to revitalizing distressed urban communities, beginning with the Harvard Business Review article 'The Competitive Advantage of the Inner City'. In 1994, he founded The Initiative for a Competitive Inner City (ICIC), a non-profit, private-sector organization to catalyze inner-city business development across the country. Professor Porter is Chairman of the ICIC, a national organization that works in cities across America. Professor Porter has also written on economic development in rural areas.
The Natural Environment. Professor Porter introduced a controversial theory that environmental progress and economic competitiveness were not inconsistent but complementary, first put forth in his Scientific American essay, 'America's Green Strategy' (1991), and developed in more detail in his article 'Toward a New Conception of the Environment-Competitiveness Relationship' (1995). The “Porter Hypothesis” has been the subject of more than 100 articles and has spawned a rich literature. The theory is now gaining widening acceptance and is guiding corporate practice and thinking about regulation.
Philanthropy and Corporate Social Responsibility. Professor Porter has devoted growing attention to philanthropy and the role of corporations in society. His Harvard Business Review article with Mark Kramer, 'Philanthropy's New Agenda: Creating Value' (1999), introduced a new framework for developing strategy in foundations and other philanthropic organizations.
His Harvard Business Review article, 'The Competitive Advantage of Corporate Philanthropy' (2002), focused on how corporations can create more social benefit with their philanthropy. His Harvard Business Review article with Mark Kramer, 'Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility' (2006), puts forth an approach for companies to think strategically about corporate social responsibility.
With Mark Kramer, Professor Porter co-founded the Center for Effective Philanthropy, a non-profit organization dedicated to creating concepts and measurement tools to improve foundation performance. He also co-founded FSG, an international non-profit advisory firm that provides advice and innovative ideas about social strategy to foundations, corporations, and social service organizations.
Health Care Delivery
Since 2001, Professor Porter has devoted considerable attention to competition in the health care system, with a focus on improving health care delivery. His work with Professor Elizabeth Teisberg, including the book Redefining Health Care: Creating Value-Based Competition on Results (Harvard Business School Press, 2006), is influencing thinking and practice not only in the United States but numerous other countries. Curriculum growing out of this research is being taught at Harvard and elsewhere.
Advisory and Civic Roles
Professor Porter has served as a strategy advisor to top management in numerous leading U.S. and international companies, among them Caterpillar, DuPont, Procter & Gamble, Royal Dutch Shell, Scotts Miracle-Gro, SYSCO, and Taiwan Semiconductor Manufacturing Company.
Professor Porter currently serves on the board of directors of two public companies, Thermo Fisher Scientific Corporation and Parametric Technology Corporation.
Professor Porter serves as senior strategy advisor to the Boston Red Sox, a major league baseball team. He has advised numerous educational and community organizations on strategy.
Professor Porter is actively involved in assisting governments in the United States and abroad. He plays an active role in U.S. economic policy with the Executive Branch, Congress, and international organizations. Professor Porter is a founding member and member of the Executive Committee of the Council on Competitiveness, America’s leading private-sector competitiveness organization made up of chief executive officers of major corporations, unions, and universities. He also chairs the selection committee for the annual Corporate Stewardship Award of the U.S. Secretary of Commerce.
Professor Porter advises national leaders in numerous countries on competitiveness including Armenia, Colombia, Ireland, Nicaragua, Russia, Rwanda, Saudi Arabia, Singapore, Taiwan, and the United Kingdom. He has personally led major studies of economic strategy for the governments of such countries as Canada, India, Kazakhstan, Libya, New Zealand, Portugal, and Thailand.
Professor Porter’s thinking about economic development for groups of neighboring countries has resulted in a long-term initiative within Central America, including the formation of the Latin American Center for Competitiveness and Sustainable Development (CLACDS), a permanent institution based in Costa Rica.
At the state and local level, Professor Porter has worked extensively in his home state of Massachusetts and numerous others. He has been honored by governments for his work in Basque Country, Catalonia, Connecticut, and South Carolina. He chaired the Governor’s Council on Economic Growth and Technology in Massachusetts during the period when Massachusetts made dramatic improvements in competitiveness.
Honors and Awards
Professor Porter has been widely recognized for his work. Some of these honors (in chronological order) include Harvard's David A. Wells Prize in Economics (1973) for his research in industrial organization. He received the Graham and Dodd Award of the Financial Analysts Federation in 1980. His book Competitive Advantage won the George R. Terry Book Award of the Academy of Management in 1985 as the outstanding contribution to management thought.
Professor Porter was elected a Fellow of the International Academy of Management in 1985, a Fellow of the Academy of Management in 1988, and a Fellow of the Royal Swedish Academy of Engineering Sciences in 1991. In 1991, he received the Charles Coolidge Parlin Award for outstanding contribution to the field of marketing and strategy, given by the American Marketing Association. Professor Porter was honored by the Massachusetts State Legislature in 1991 for his work on Massachusetts competitiveness.
In 1993, Professor Porter was named the Richard D. Irwin Outstanding Educator in Business Policy and Strategy by the Academy of Management.
He was the 1997 recipient of the Adam Smith Award of the National Association of Business Economists, given in recognition of his exceptional contributions to the business economics profession. In 1998, he received the International Academy of Management’s first-ever Distinguished Award for Contribution to the Field of Management.
In 2001, the annual Porter Prize, akin to the Deming Prize, was established in Japan in his name to recognize Japan’s leading companies in terms of strategy.
In 2003, the Academy of Management recognized Professor Porter with its highest award, for scholarly contributions to management.
In 2005, Professor Porter became an Honorary Fellow of the Royal Society of Edinburgh. That year, he was awarded the John Kenneth Galbraith Medal (presented by the American Agricultural Economics Association. That year, he was also honored by the South Carolina legislature for his efforts in assisting and promoting economic development in that state.
In 2007, Professor Porter’s book, Redefining Health Care, was awarded the James A. Hamilton Award as the outstanding health care book of the year.
In 2008, he received the first ever Lifetime Achievement Award from the United States Department of Commerce for his contribution to economic development.
Professor Porter has received six McKinsey Awards for the best Harvard Business Review article of the year, including an unprecedented four first-place awards.
Professor Porter has received honorary doctorates from the Stockholm School of Economics; Erasmus University (the Netherlands); HEC (France); Universidada Tecnica de Lisboa (Portugal); Adolfo Ibanez University (Chile); INCAE (Central America); The University of Deusto (Basque Country); The University of Iceland; Universidad de los Andes (Colombia); HHL-Leipzig Graduate School of Management (Germany); Universidad San Martin de Porres (Peru); Johnson and Wales University (United States); and Mt. Ida College (United States).
Professor Porter has also been awarded national honors including the Creu de St. Jordi (Cross of St. George) from Catalonia (Spain) and the Jose Dolores Estrada Order of Merit, the highest civilian honor awarded by the Government of Nicaragua.
Personal History
Professor Porter was born in Ann Arbor, Michigan, and lived and traveled throughout the world as the son of a career Army officer. He was an all-state high school football and baseball player in the state of New Jersey where he attended high school. At Princeton, he played intercollegiate golf and was New England champion. He was named to the 1968 NCAA Golf All-American Team. After graduating from college, Professor Porter served through the rank of captain in the U.S. Army Reserve. He maintains a long-time interest in the esthetics and business of music and art, having worked on the problems of strategy with arts organizations and aspiring musicians. Professor Porter has two daughters and resides in Brookline, Massachusetts.
9/08
-
Book
| 2008
On Competition, Updated and Expanded Edition
M. E. Porter
For the past two decades, Michael Porter's work has towered over the field of competitive strategy. On Competition, Updated and Expanded Edition brings together more than a dozen of Porter's landmark articles from the Harvard Business Review. Five are new to this edition, including the 2008 update to his classic "The Five Competitive Forces That Shape Strategy," as well as new work on health care, philanthropy, corporate social responsibility, and CEO leadership. This collection captures Porter's unique ability to bridge theory and practice. Each of the articles has not only shaped thinking, but also redefined the work of practitioners in its respective field. In an insightful new introduction, Porter relates each article to the whole of his thinking about competition and value creation, and traces how that thinking has deepened over time. This collection is organized by topic, allowing the reader easy access to the wide range of Porter's work. Parts I and II present the frameworks for which Porter is best known--frameworks that address how companies, as well as nations and regions, gain and sustain competitive advantage. Part III shows how strategic thinking can address society's most pressing challenges, from environmental sustainability to improving health-care delivery. Part IV explores how both nonprofits and corporations can create value for society more effectively by applying strategy principles to philanthropy. Part V explores the link between strategy and leadership.
Keywords: Leadership;
Practice;
Competitive Strategy;
Theory;
Value Creation;
-
Book
| 2008
Global Competitiveness Report 2008/2009
Michael E. Porter and Klaus Schwab
-
Book
| 2007
Global Competitiveness Report 2007-2008
Augusto Lopez-Claros, Michael Porter, Xavier Sala-i-Martin and Klaus Schwab
The World Economic Forum continues its tradition of excellence with the 29th edition of the annual Global Competitiveness Report featuring the latest indicators from the Executive Opinion Survey. The Report assesses over 130 developed and emerging economies and presents country profiles highlighting strengths and weaknesses of each economy.
Keywords: Globalized Economies and Regions;
Strength and Weakness;
Competition;
-
Book
| 2006
Redefining Health Care: Creating Value-Based Competition on Results
Michael E. Porter and Elizabeth O. Teisberg
Keywords: Health;
Value;
Competition;
Outcome or Result;
-
Book
| 2000
Can Japan Compete?
Michael E. Porter, Hirotaka Takeuchi and M. Sakakibara
Keywords: Competition;
Japan;
Citation: Porter, Michael E., Hirotaka Takeuchi, and M. Sakakibara. Can Japan Compete? Tokyo: Daiyamondosha [Diamond, Inc.], 2000. (English ed., Basingstoke: MacMillan, 2000; New York: Basic Books, 2000.)
-
Book
| 1998
On Competition
M. E. Porter
Keywords: Competition;
Citation: Porter, M. E. On Competition. Boston: Harvard Business School Press, 1998.
-
Book
| 1992
Canada at the Crossroads: The Reality of a New Competitive Environment
M. E. Porter and The Monitor Company
Keywords: Global Strategy;
Globalized Markets and Industries;
Canada;
-
Book
| 1991
Internationale Wettbewerbsvorteile: Ein Strategisches Konzept fur die Schweiz (International Competitive Advantage: A New Strategic Concept for Switzerland)
M. E. Porter, S. Borner, R. Weder and M. J. Enright
Keywords: Global Range;
Competitive Advantage;
Switzerland;
-
Book
| 1991
Advantage Sweden
Michael E. Porter, Orjan Solvell and I. Zander
Keywords: Competitive Advantage;
Sweden;
Citation: Porter, Michael E., Orjan Solvell, and I. Zander. Advantage Sweden. Stockholm: Norstedts Förlag, 1991. (Second ed., Stockholm: Norstedts Juridik, 1993.)
-
Book
| 1991
Upgrading New Zealand's Competitive Advantage
M. E. Porter, G. T. Crocombe and M. J. Enright
Keywords: Competitive Advantage;
New Zealand;
-
Book
| 1991
Strategy: Seeking and Securing Competitive Advantage
C. A. Montgomery and M. E. Porter
Keywords: Competitive Advantage;
-
Book
| 1990
The Competitive Advantage of Nations
M. E. Porter
Keywords: Competitive Advantage;
Global Strategy;
-
Book
| 1986
Competition in Global Industries
Michael E. Porter
Keywords: Competition;
Globalized Markets and Industries;
-
Book
| 1986
Business Policy: Text and Cases
K. Andrews, J. Bower, C. R. Christensen, R. Hamermesh and M. E. Porter
Keywords: Business Plan;
Strategic Planning;
Citation: Andrews, K., J. Bower, C. R. Christensen, R. Hamermesh, and M. E. Porter. Business Policy: Text and Cases. 6 Homewood, IL: Richard D. Irwin, 1986.
-
Book
| 1985
The Competitive Advantage: Creating and Sustaining Superior Performance
M. E. Porter
Keywords: Competitive Advantage;
Performance Consistency;
-
Book
| 1982
Cases in Competitive Strategy
M. E. Porter
Keywords: Competitive Strategy;
Cases;
-
Book
| 1980
Competitive Strategy: Techniques for Analyzing Industries and Competitors
M. E. Porter
Keywords: Competitive Strategy;
-
Book
| 1980
Competition in an Open Economy: A Model Applied to Canada
R. E. Caves, M. E. Porter and A. M. Spence
Keywords: Competition;
Business Model;
Canada;
-
Book
| 1977
Studies in Canadian Industrial Organization
R. E. Caves, M. E. Porter, A. M. Spence and J. T. Scott
Keywords: Industry Structures;
Canada;
-
Book
| 1976
Interbrand Choice, Strategy and Bilateral Market Power
M. E. Porter
Keywords: Marketing Strategy;
-
Article
| Harvard Business Review
|
The Looming Challenge to U.S Competitiveness
Michael E. Porter and Jan W. Rivkin
The United States is a competitive location to the extent that companies operating in the U.S. are able to compete successfully in the global economy while supporting high and rising living standards for the average American. By this standard, U.S. competitiveness is in grave danger. The erosion of U.S. competitiveness began well before the Great Recession. The U.S. faces competition from a widening range of nations with lower wages and improving economic strategies. But a short-term focus in many businesses and political gridlock have prevented the U.S. from taking the steps needed to meet the challenge. The U.S. retains core strengths in areas such as entrepreneurship and higher education. However, these are increasingly nullified by weaknesses in the tax code, fiscal policy, K-12 education, and other areas. To address its challenges, America needs a strategy and a consensus on direction. Government will play a crucial role, but business must lead the way.
Keywords: Problems and Challenges;
Competition;
-
Article
| Harvard Business Review
|
Choosing the United States
Michael E. Porter and Jan W. Rivkin
The U.S. is not winning its appropriate share of location decisions, even those involving the high-value-adding activities that the country has long been able to attract. In part, this is because U.S. policy makers are not addressing weaknesses in the national business environment and are doing little to fight economic distortions that disfavor location in the United States. In addition, executives are prone to leave or overlook U.S. locations because they ignore many hidden costs associated with offshoring and do not consider how to enhance the economic potential of U.S. locations. Although both government and business must urgently address some unnecessary weaknesses in the U.S. business environment, there are hopeful signs that sophisticated management teams are reevaluating their rush offshore and, in some instances, are moving high-end mobile activities back to the United States.
Keywords: Decision Choices and Conditions;
United States;
Citation: Porter, Michael E., and Jan W. Rivkin. " Choosing the United States." Harvard Business Review 90, no. 3 (March 2012): 80–91.
-
Article
| Harvard Business Review
|
How to Solve the Cost Crisis in Health Care
Robert S. Kaplan and Michael E. Porter
Existing health care costing systems have serious flaws that make it impossible to measure costs accurately at the individual patient and medical condition level. This gap has severely limited meaningful cost reduction throughout the system. The paper describes a new (for health care) approach that can accurately measure the costs incurred over the care cycle for a patient's condition. Combining this cost information along with the patient outcomes achieved reveals major opportunities for health care providers and third-party payers to transform the economics of delivering health care. We illustrate multiple ways for providers to drive costs out of the system while simultaneously improving the quality of care they deliver.
Keywords: Cost;
Health Care and Treatment;
Measurement and Metrics;
Service Delivery;
Outcome or Result;
Quality;
Health Industry;
-
Article
| Harvard Business Review
|
Creating Shared Value
Michael E. Porter and Mark R. Kramer
The capitalist system is under siege. In recent years business has been criticized as a major cause of social, environmental, and economic problems. Companies are widely thought to be prospering at the expense of their communities. Trust in business has fallen to new lows, leading government officials to set policies that undermine competitiveness and sap economic growth. Business is caught in a vicious circle. A big part of the problem lies with companies themselves, which remain trapped in an outdated, narrow approach to value creation. Focused on optimizing short-term financial performance, they overlook the greatest unmet needs in the market as well as broader influences on their long-term success. Why else would companies ignore the well-being of their customers, the depletion of natural resources vital to their businesses, the viability of suppliers, and the economic distress of the communities in which they produce and sell? It doesn't have to be this way, say Porter, of Harvard Business School, and Kramer, the managing director of the social impact advisory firm FSG. Companies could bring business and society back together if they redefined their purpose as creating "shared value"-generating economic value in a way that also produces value for society by addressing its challenges. A shared value approach reconnects company success with social progress. Firms can do this in three distinct ways: by reconceiving products and markets, redefining productivity in the value chain, and building supportive industry clusters at the company's locations. A number of companies known for their hard-nosed approach to business-including GE, Wal-Mart, Nestlé, Johnson & Johnson, and Unilever-have already embarked on important initiatives in these areas. Nestlé, for example, redesigned its coffee procurement processes, working intensively with small farmers in impoverished areas who were trapped in a cycle of low productivity, poor quality, and environmental degradation. Nestlé provided advice on farming practices; helped growers secure plant stock, fertilizers, and pesticides; and began directly paying them a premium for better beans. Higher yields and quality increased the growers' incomes, the environmental impact of farms shrank, and Nestlé's reliable supply of good coffee grew significantly. Shared value was created. Shared value could reshape capitalism and its relationship to society. It could also drive the next wave of innovation and productivity growth in the global economy as it opens managers' eyes to immense human needs that must be met, large new markets to be served, and the internal costs of social deficits-as well as the competitive advantages available from addressing them. But our understanding of shared value is still in its genesis. Attaining it will require managers to develop new skills and knowledge and governments to learn how to regulate in ways that enable shared value, rather than work against it.
Keywords: Customer Value and Value Chain;
Economic Growth;
Economic Systems;
Corporate Social Responsibility and Impact;
Environmental Sustainability;
Trust;
Human Needs;
Welfare or Wellbeing;
Competitive Advantage;
Value Creation;
Citation: Porter, Michael E., and Mark R. Kramer. " Creating Shared Value." Harvard Business Review 89, nos. 1-2 (January–February 2011).
-
Article
| Global Public Health
|
From a Declaration of Values to the Creation of Value in Global Health
Jim Yong Kim, Joseph Rhatigan, Sachin H. Jain and Michael E. Porter
To make best use of the new dollars available for the treatment of disease in resource poor settings, global health practice requires a strategic approach that emphasizes value for patients, defined as health outcomes per dollar spent. Practitioners and global health academics should seek to identify and elaborate the set of factors that drive value for patients through the detailed study of actual care delivery organizations in multiple settings. Several frameworks can facilitate this study, including the care delivery value chain, as well as a systematic approach to considering shared delivery infrastructure. A new field of global health delivery science, which seeks to understand the true complexities of health care delivery will lead to insights that can rapidly improve the health of the poor throughout the world.
Keywords: Globalization;
Health Care and Treatment;
Infrastructure;
Service Delivery;
Outcome or Result;
Poverty;
Value Creation;
Citation: Kim, Jim Yong, Joseph Rhatigan, Sachin H. Jain, and Michael E. Porter. "From a Declaration of Values to the Creation of Value in Global Health." Global Public Health (December 2009).
-
Article
| American Journal of Managed Care
|
A Blueprint for Pharmacy Benefits Managers to Increase Value
William Shrank, Michael E. Porter, Sachin H. Jain and Niteesh K. Choudhary
Pharmacy benefits managers (PBMs) have a unique opportunity to promote public health and generate value in the healthcare system. However, PBMs are largely evaluated on their ability to control costs rather than improve health. PBMs should be evaluated along three dimensions in which they can increase value: 1) the use of cost-effective medications, 2) the timely initiation of appropriate medications, and 3) adherence to those medications. Value promotion requires the development of integrated data systems, stronger partnerships with patients and physicians and improved measurement and reporting of results. Incentives for PBMs to promote value should drive innovation and improve health outcomes.
Keywords: Opportunities;
Health;
System;
Cost Management;
Partners and Partnerships;
Motivation and Incentives;
Value;
Innovation and Invention;
Performance Effectiveness;
Health Industry;
Pharmaceutical Industry;
-
Editorial
| Student BMJ
|
Delivering Global Health
Sachin H Jain, Rebecca Weintraub, Joseph Rhatigan, Michael E. Porter and Jim Yong Kim
Keywords: Health;
Citation: Jain, Sachin H., Rebecca Weintraub, Joseph Rhatigan, Michael E. Porter, and Jim Yong Kim. " Delivering Global Health." Editorials. Student BMJ 16, no. 227 (June 2008).
-
Journal Article
| Harvard Business Review
|
The Five Competitive Forces That Shape Strategy
Michael E. Porter
This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. In 1979, a young associate professor at Harvard Business School published his first article for HBR, "How Competitive Forces Shape Strategy." In the years that followed, Michael Porter's explication of the five forces that determine the long-run profitability of any industry has shaped a generation of academic research and business practice. In this article, Porter undertakes a thorough reaffirmation and extension of his classic work of strategy formulation, which includes substantial new sections showing how to put the five forces analysis into practice. The five forces govern the profit structure of an industry by determining how the economic value it creates is apportioned. That value may be drained away through the rivalry among existing competitors, of course, but it can also be bargained away through the power of suppliers or the power of customers or be constrained by the threat of new entrants or the threat of substitutes. Strategy can be viewed as building defenses against the competitive forces or as finding a position in an industry where the forces are weaker. Changes in the strength of the forces signal changes in the competitive landscape critical to ongoing strategy formulation. In exploring the implications of the five forces framework, Porter explains why a fast-growing industry is not always a profitable one, how eliminating today's competitors through mergers and acquisitions can reduce an industry's profit potential, how government policies play a role by changing the relative strength of the forces, and how to use the forces to understand complements. He then shows how a company can influence the key forces in its industry to create a more favorable structure for itself or to expand the pie altogether. The five forces reveal why industry profitability is what it is. Only by understanding them can a company incorporate industry conditions into strategy.
Keywords: Profit;
Five Forces Framework;
Industry Growth;
Industry Structures;
Business and Government Relations;
Competitive Strategy;
-
Article
| Harvard Business Review
|
Strategy and Society: The Link between Competitive Advantage and Corporate Social Responsibility
M. E. Porter and Mark R. Kramer
Keywords: Strategy;
Society;
Competitive Advantage;
Corporate Social Responsibility and Impact;
-
Article
| Harvard Business Review
|
Seven Surprises for New CEOs
Michael E. Porter, Jay W. Lorsch and Nitin Nohria
Keywords: Management;
Citation: Porter, Michael E., Jay W. Lorsch, and Nitin Nohria. " Seven Surprises for New CEOs." R0410C. Harvard Business Review 82, no. 10 (October 2004): 62–72.
-
Article
| Harvard Business Review
|
Redefining Competition in Health Care
M. E. Porter and Elizabeth Olmsted Teisberg
Keywords: Competition;
Health;
Health Industry;
-
Article
| Regional Studies
|
The Economic Performance of Regions
Michael E. Porter
Keywords: Economics;
Performance;
-
Article
| MIT Sloan Management Review
|
Innovation: Location Matters
M. E. Porter
Keywords: Innovation and Invention;
Geographic Location;
-
Article
| Review of Economics and Statistics
|
Competing at Home to Win Abroad: Evidence from Japanese History
Mariko Sakakibara and Michael E. Porter
Keywords: Competition;
Global Range;
History;
Japan;
-
Article
| Harvard Business Review
|
Strategy and the Internet
M. E. Porter
Keywords: Strategy;
Online Technology;
-
Article
| Japan Center for Economic Research Journal
|
Freeing Oneself from Non-Differentiated Across-the-Board Competition
Hirotaka Takeuchi and Michael E. Porter
Keywords: Competition;
Citation: Takeuchi, Hirotaka, and Michael E. Porter. "Freeing Oneself from Non-Differentiated Across-the-Board Competition." Japan Center for Economic Research Journal (2001).
-
Article
| Economic Development Quarterly
|
Location, Competition and Economic Development: Local Clusters in a Global Economy
Michael E. Porter
Keywords: Competition;
Economics;
Growth and Development;
Global Range;
Geographic Location;
Economy;
-
Article
| Harvard Business Review
|
Philanthropy's New Agenda: Creating Value
Michael E. Porter and Mark R. Kramer
Keywords: Giving and Philanthropy;
Value;
-
Article
| Foreign Affairs
|
Fixing What Really Ails Japan
Michael E. Porter and Hirotaka Takeuchi
Keywords: Japan;
-
Article
| Review of Economics and Statistics
|
The Persistence of Shocks to Profitability
Anita M. McGahan and Michael E. Porter
Keywords: Profit;
System Shocks;
-
Article
| Wirtschaftspolitische Blätte
|
The Microeconomic Foundations of Economic Development and Competitiveness
Michael E. Porter
Keywords: Microeconomics;
Economics;
Growth and Development;
Competition;
-
Article
| Harvard Business Review
|
Clusters and the New Economy
Michael E. Porter
Keywords: Economy;
Citation: Porter, Michael E. " Clusters and the New Economy." Harvard Business Review 76, no. 6 (November–December 1998). (Reprinted in Managing in the New Economy, HBSP, 1999; and in Systems of Innovation: Growth, Competitiveness and Employment, Edward Elgar, 2000.)
-
Article
| Hitotsubashi bijinesu rebyū [Hitotsubashi Business Review]
|
Competition in Global Industries: A Conceptual Framework
M. E. Porter
Keywords: Competition;
Global Range;
Business Ventures;
Framework;
-
Article
| Journal of Industrial Ecology
|
Industrial Ecology and Competitiveness
Michael E. Porter and Dan Esty
Keywords: Competition;
-
Journal Article
| Financial Times
|
The Bottom-Up Solution
Michael E. Porter, Yagil Weinberg and Noreena Hertz
Citation: Porter, Michael E., Yagil Weinberg, and Noreena Hertz. " The Bottom-Up Solution." Financial Times (September 1997).
-
Article
| Strategic Management Journal
|
How Much Does Industry Matter, Really?
A. M. McGahan and M. E. Porter
Keywords: Supply and Industry;
-
Article
| San Francisco Examiner
|
The Inner City's Competitive Advantage
M. E. Porter and Tapan Munroe
Keywords: City;
Competition;
-
Article
| Economic Development Quarterly
|
New Strategies for Inner-City Economic Development
Michael E. Porter
Keywords: Strategy;
City;
Economics;
Growth and Development;
-
Article
| Harvard Business Review
|
What Is Strategy?
M. E. Porter
Keywords: Strategy;
Citation: Porter, M. E. " What Is Strategy?" Harvard Business Review 74, no. 6 (November–December 1996).
-
Article
| Competitiveness in Central America: Preparing Companies for Globalization
|
Competitiveness in Central America
M. E. Porter
Keywords: Competition;
North and Central America;
Citation: Porter, M. E. "Competitiveness in Central America." Competitiveness in Central America: Preparing Companies for Globalization (July 1996).
-
Article
| International Regional Science Review
|
Competitive Advantage, Agglomeration Economies, and Regional Policy
Michael E. Porter
Keywords: Economy;
Competition;
Policy;
-
Article
| Journal of Economic Perspectives
|
Toward a New Conception of the Environment-Competitiveness Relationship
M. E. Porter and Claas van der Linde
Keywords: Relationships;
Competition;
-
Article
| Harvard Business Review
|
Green and Competitive: Ending the Stalemate
M. E. Porter and Claas van der Linde
Keywords: Competition;
Environmental Sustainability;
-
Article
| Harvard Business Review
|
How Information Gives You Competitive Advantage
Michael E. Porter and Victor A. Millar
Keywords: Information;
Competitive Advantage;
-
Article
| Inc.
|
The Rise of the Urban Entrepreneur
M. E. Porter
Keywords: Urban Scope;
Entrepreneurship;
-
Article
| Harvard Business Review
|
The Competitive Advantage of the Inner City
M. E. Porter
Keywords: Competition;
City;
-
Article
| Harvard Business Review
|
Making Competition in Health Care Work
Elizabeth O. Teisberg, M. E. Porter and Gregory B. Brown
Keywords: Competition;
Health;
Health Industry;
-
Article
| New York Times
|
Innovation: Medicine's Best Cost-Cutter
M. E. Porter, Elizabeth Teisberg and Gregory Brown
Keywords: Innovation and Invention;
Health;
Cost;
-
Article
| Journal of the Economics of Business
|
The Role of Location in Competition
M. E. Porter
Keywords: Geographic Location;
Competition;
-
Article
| Nikkei bijinesu [Nikkei Business]
|
Will Japan Remain a Long-Term Investor?
M. E. Porter and Rebecca E. Wayland
Keywords: Investment;
Japan;
-
Article
| Nikkei bijinesu [Nikkei Business]
|
America's Long-Term Investment Problem
M. E. Porter and Rebecca E. Wayland
Keywords: Investment;
Problems and Challenges;
United States;
-
Article
| Harvard Business Review
|
Capital Disadvantage: America's Falling Capital Investment System
M. E. Porter
Keywords: Capital;
Investment;
System;
United States;
-
Article
| Continental Bank Journal of Applied Corporate Finance
|
Capital Choices: Changing the Way America Invests in Industry
M. E. Porter
Keywords: Change;
Business Ventures;
Investment;
Decision Choices and Conditions;
Capital;
United States;
-
Article
| Inc.
|
Know Your Place: How to Assess the Attractiveness of Your Industry and Your Company's Position In It
M. E. Porter
Keywords: Business Ventures;
Rank and Position;
-
Article
| Scientific American
|
America's Green Strategy
M. E. Porter
Keywords: Environmental Sustainability;
Strategy;
-
Article
| Strategic Management Journal
|
Towards a Dynamic Theory of Strategy
M. E. Porter
Keywords: Theory;
Strategy;
-
Article
| New York Times
|
Japan Isn't Playing by Different Rules
M. E. Porter
Keywords: Governing Rules, Regulations, and Reforms;
Japan;
-
Article
| Economist
|
Don't Collaborate, Compete
M. E. Porter
Keywords: Competition;
-
Article
| Harvard Business Review
|
The Competitive Advantage of Nations
M. E. Porter
Keywords: Competition;
-
Article
| Economist
|
The State of Strategic Thinking
M. E. Porter
Keywords: Cognition and Thinking;
Strategy;
-
Article
| Harvard Business Review
|
From Competitive Advantage to Corporate Strategy
M. E. Porter
Keywords: Competition;
Corporate Strategy;
-
Article
| California Management Review
|
Changing Patterns of International Competition
M. E. Porter
Keywords: Competition;
Change;
-
Article
| Fortune
|
Why U.S. Business Is Falling Behind
M. E. Porter
Keywords: Business Ventures;
United States;
-
Article
| Journal of Consumer Marketing
|
The Strategic Role of International Marketing
M. E. Porter
Keywords: Strategy;
Marketing;
-
Article
| Fortune
|
Attacking an Industry Leader
M. E. Porter
Keywords: Leadership;
-
Article
| Wall Street Journal
|
A Good Competitor Is Not Always a Dead Competitor
M. E. Porter
Keywords: Competition;
-
Article
| Strategy
|
Defensive Strategy
M. E. Porter
Keywords: Strategy;
-
Article
| Journal of Business Strategy
|
Technology and Competitive Advantage
M. E. Porter
Keywords: Competitive Advantage;
Technology;
-
Article
| Hitotsubashi bijinesu rebyū [Hitotsubashi Business Review]
|
Global Marketing no Senryaku-teki Yakuwari: Sekai-teki Kibo deno Coordination no Kanri ni tsuite (The Strategic Role of Global Marketing: Managing Coordination on a Worldwide Basis)
Hirotaka Takeuchi and Michael E. Porter
Keywords: Marketing;
Management;
Strategy;
-
Article
| Harvard Business Review
|
End-Game Strategies for Declining Industries
Kathryn Rudie Harrigan and M. E. Porter
Keywords: Strategy;
Business Ventures;
-
Article
| Harvard Business Review
|
How Global Companies Win Out
T. M. Hout, M. E. Porter and E. Rudden
Keywords: Global Range;
Business Ventures;
Competition;
Citation: Hout, T. M., M. E. Porter, and E. Rudden. " How Global Companies Win Out." Harvard Business Review 60, no. 5 (September–October 1982).
-
Article
| Boardroom Reports
|
Price Wars, More Liberal Credit and Other Competitive Maneuvers
M. E. Porter
Keywords: Credit;
Competition;
Citation: Porter, M. E. "Price Wars, More Liberal Credit and Other Competitive Maneuvers." Boardroom Reports 11, no. 1 (January 1, 1982).
-
Article
| Academy of Management Review
|
The Contributions of Industrial Organization to Strategic Management: A Promise Beginning to Be Realized
M. E. Porter
Keywords: Strategy;
Management;
-
Article
| Boardroom Reports
|
More Competition Ahead: The Way to Recognize It, Respond, and Get Ahead
M. E. Porter
Keywords: Competition;
Communication;
Citation: Porter, M. E. "More Competition Ahead: The Way to Recognize It, Respond, and Get Ahead." Boardroom Reports 10, no. 5 (March 9, 1981).
-
Article
| Journal of Business Strategy
|
Capacity Expansion: Should You Play the Preemption Game?
M. E. Porter
Keywords: Expansion;
-
Article
| Journal of Industrial Economics
|
The Dynamics of Changing Seller Concentration
M. E. Porter and R. E. Caves
Keywords: Change;
Sales;
-
Article
| Financial Analysts Journal
|
Industry Structure and Competitive Strategy: Keys to Profitability
M. E. Porter
Keywords: Competition;
Strategy;
Profit;
-
Article
| Forum on Antitrust, Economics of Scale and Experience Curve Strategies
|
The Experience Curve and Antitrust
M. E. Porter
Keywords: Law;
Citation: Porter, M. E. "The Experience Curve and Antitrust." Forum on Antitrust, Economics of Scale and Experience Curve Strategies (June 1980).
-
Journal Article
| Wall Street Journal
|
Experience Curve
M. E. Porter
Citation: Porter, M. E. " Experience Curve." Wall Street Journal (October 22, 1979).
-
Article
| Review of Economics and Statistics
|
The Structure Within Industries and Companies' Performance
M. E. Porter
Keywords: Performance;
Business Ventures;
-
Article
| Harvard Business Review
|
How Competitive Forces Shape Strategy
M. E. Porter
Keywords: Competition;
Strategy;
-
Article
| Journal of Industrial Economics
|
Market Structure, Oligopoly and the Stability of Market Shares
R. E. Caves and M. E. Porter
Keywords: Markets;
Price;
Economics;
-
Article
| Issues in Advertising: The Economics of Persuasion
|
Optimal Advertising: An Intra-Industry Approach
Michael E. Porter
Keywords: Advertising;
Business Ventures;
Citation: Porter, Michael E. "Optimal Advertising: An Intra-Industry Approach." Issues in Advertising: The Economics of Persuasion (1978).
-
Article
| Quarterly Journal of Economics
|
Interfirm Profitability Differences: Comment
M. E. Porter, R. E. Caves and B. T. Gale
Keywords: Profit;
-
Article
| Quarterly Journal of Economics
|
From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition
M. E. Porter and R. E. Caves
Keywords: Decision Making;
-
Article
| California Management Review
|
Please Note Location of Nearest Exit: Exit Barriers and Planning
M. E. Porter
Keywords: Planning;
-
Article
| American Economic Review
|
Interbrand Choice, Media Mix and Market Performance
M. E. Porter
Keywords: Decision Choices and Conditions;
Media;
Markets;
Performance;
-
Article
| Public Policy
|
Information, Politics and Economic Analysis: The Regulatory Decision Process in the Air Freight Cases
M. E. Porter and J. F. Sagansky
Keywords: Information;
Government and Politics;
Economics;
Governing Rules, Regulations, and Reforms;
Decision Making;
-
Article
| Review of Economics and Statistics
|
Scale Economies in Statistical Analyses of Market Power
R. E. Caves, J. Khalizadeh-Shirazi and M. E. Porter
Keywords: Economics;
Mathematical Methods;
Markets;
-
Article
| Review of Economics and Statistics
|
Consumer Behavior, Retailer Power and Performance in Consumer Goods Industries
M. E. Porter
Keywords: Consumer Behavior;
Performance;
Goods and Commodities;
Supply and Industry;
Consumer Products Industry;
-
Chapter
| Global Competitiveness Report 2008/2009
| 2008
Moving to a New Global Competitiveness Index
Michael E. Porter, Mercedes Delgado-Garcia, Christian H.M. Ketels and Scott Stern
Keywords: Globalization;
Competitive Advantage;
Mathematical Methods;
-
Chapter
| Handbook of Leadership Theory and Practice
| 2010
What Is Leadership: The CEO's Role in Large, Complex Organizations
Michael E. Porter and Nitin Nohria
What is the role of the CEO in a large, complex enterprise? What makes a CEO effective? At first blush, these questions seem easy to answer. A CEO is the epitome of leadership. He or she exercises ultimate power and is responsible for making the most critical choices facing an organization. However, these questions get far more complicated as one contemplates the realities of large organizations. Actually, the CEO cannot make most decisions, or even review them. The CEO is powerful, but multiple constituencies can exercise power as well, starting with the board. The shortening CEO tenure reveals that many leaders misunderstand the role and how to play it effectively.
Keywords: Decision Making;
Leadership;
Managerial Roles;
Power and Influence;
Citation: Porter, Michael E., and Nitin Nohria. "What Is Leadership: The CEO's Role in Large, Complex Organizations." Chap. 16 in Handbook of Leadership Theory and Practice, edited by Nitin Nohria, and Rakesh Khurana. Harvard Business Press, 2010.
-
Chapter
| The Handbook of Industrial Districts
| 2009
Clusters and Industrial Districts - Common Roots, Different Perspectives
Michael E. Porter and Christian H.M. Ketels
Keywords: Industry Clusters;
Local Range;
Perspective;
Citation: Porter, Michael E., and Christian H.M. Ketels. "Clusters and Industrial Districts - Common Roots, Different Perspectives." In The Handbook of Industrial Districts, edited by Giacomo Becattini, Marco Bellandi, and Lisa De Propris. Cheltenham: Edward Elgar Publishing, 2009.
-
Chapter
| Global Competitiveness Report 2006-2007
| 2006
The Microeconomic Foundations of Prosperity: Findings from the Business Competitiveness Index
Michael E. Porter, Christian H.M. Ketels and Mercedes Delgado-Garcia
Keywords: Microeconomics;
Welfare or Wellbeing;
Competitive Advantage;
Globalized Economies and Regions;
Citation: Porter, Michael E., Christian H.M. Ketels, and Mercedes Delgado-Garcia. "The Microeconomic Foundations of Prosperity: Findings from the Business Competitiveness Index." In Global Competitiveness Report 2006-2007, edited by Augusto Lopez-Claros, Michael E. Porter, Xavier Sala-i-Martin, and Klaus Schwab. Palgrave Macmillan: Palgrave Macmillan, 2006.
-
Chapter
| The Accountable Corporation
| 2005
Corporate Philanthropy: Taking the High Ground
Michael E. Porter and Michael R. Kramer
Keywords: Giving and Philanthropy;
Corporate Social Responsibility and Impact;
Social Entrepreneurship;
Ethics;
Citation: Porter, Michael E., and Michael R. Kramer. "Corporate Philanthropy: Taking the High Ground." In The Accountable Corporation. Vol. 2, edited by Marc J. Epstein, and Kirk O. Hanson. Praeger, 2005.
-
Chapter
| Global City-Regions
| 2001
Regions and the New Economics of Competition
M. E. Porter
Keywords: Globalized Economies and Regions;
Trade;
Competition;
Citation: Porter, M. E. "Regions and the New Economics of Competition." In Global City-Regions, edited by A. J. Scott. Oxford: Oxford University Press, 2001.
-
Chapter
| Oxford Handbook of Economic Geography
| 2000
Location, Clusters, and Company Strategy
M. E. Porter
Keywords: Geographic Location;
Industry Clusters;
Business Strategy;
Citation: Porter, M. E. "Location, Clusters, and Company Strategy." In Oxford Handbook of Economic Geography, edited by G. Clark, M. Feldman, and M. Gertler. Oxford: Oxford University Press, 2000.
-
Chapter
| Systems of Innovation: Growth, Competitiveness and Employment
| 2000
Clusters and the New Economy
Michael E. Porter
Citation: Porter, Michael E. "Clusters and the New Economy." In Systems of Innovation: Growth, Competitiveness and Employment, edited by Charles Edquist, and Maureen McKelvey. Cheltenham: Edward Elgar Publishing, 2000.
-
Chapter
| The Global Competitiveness Report
| 1999
Microeconomic Competitiveness: Findings from the 1999 Executive Survey
M. E. Porter
Keywords: Competition;
Microeconomics;
Citation: Porter, M. E. "Microeconomic Competitiveness: Findings from the 1999 Executive Survey." In The Global Competitiveness Report. Geneva, Switzerland: World Economic Forum, 1999.
-
Chapter
| The Global Competitiveness Report
| 1999
Innovative Capacity and Prosperity: The Next Competitiveness Challenge
Gregory C. Bond and M. E. Porter
Keywords: Innovation and Invention;
Welfare or Wellbeing;
Competition;
Problems and Challenges;
Citation: Bond, Gregory C., and M. E. Porter. "Innovative Capacity and Prosperity: The Next Competitiveness Challenge." In The Global Competitiveness Report. Geneva, Switzerland: World Economic Forum, 1999.
-
Chapter
| The Intellectual Venture Capitalist: John H. McArthur and the Work of the Harvard Business School, 1980-1995
| 1999
Competition and Strategy: The Creation of a Group and a Field
Nicolaj Siggelkow and M. E. Porter
Keywords: Groups and Teams;
Competitive Advantage;
Citation: Siggelkow, Nicolaj, and M. E. Porter. "Competition and Strategy: The Creation of a Group and a Field." In The Intellectual Venture Capitalist: John H. McArthur and the Work of the Harvard Business School, 1980-1995, edited by T. K. McCraw, and J. L. Cruikshank. Boston: Harvard Business School Press, 1999.
-
Chapter
| The Global Competitiveness Report
| 1999
The Microeconomic Foundations of Economic Development
M. E. Porter
Keywords: Microeconomics;
Development Economics;
Citation: Porter, M. E. "The Microeconomic Foundations of Economic Development." In The Global Competitiveness Report. Geneva, Switzerland: World Economic Forum, 1999.
-
Chapter
| The Global Competitiveness Report
| 1999
Measuring The Microeconomic Foundations of Economic Development
M. E. Porter
Keywords: Development Economics;
Microeconomics;
Measurement and Metrics;
Mathematical Methods;
-
Chapter
| The Dynamic Firm
| 1998
The Role of Geography in the Process of Innovation and Sustainable Competitive Advantage of Firms
M. E. Porter and Orjan Solvell
Keywords: Competitive Advantage;
Innovation Strategy;
Geographic Location;
-
Chapter
| Voices from Marrakech: Selections from the Mediterranean Development Forum
| 1997
Building Competitive Advantage: Lessons from Other Countries
M. E. Porter
Keywords: Competitive Advantage;
Citation: Porter, M. E. "Building Competitive Advantage: Lessons from Other Countries." In Voices from Marrakech: Selections from the Mediterranean Development Forum, edited by Ishac Diwan, and Karen Sirker. Washington, D.C.: World Bank, Economic Development Institute, 1997.
-
Chapter
| A Reader on Environmental Law
| 1997
Toward a New Conception of the Environment-Competitiveness Relationship
Michael E. Porter and Claas van der Linde
Keywords: Natural Environment;
Competition;
Innovation and Invention;
Citation: Porter, Michael E., and Claas van der Linde. "Toward a New Conception of the Environment-Competitiveness Relationship." In A Reader on Environmental Law, edited by Bridget Hutter.Oxford Readings in Socio-Legal Studies. Oxford: Oxford University Press, 1997.
-
Chapter
| The Earthscan Reader in Business and the Environment
| 1996
Green and Competitive: Ending the Stalemate
Michael E. Porter and Claas van der Linde
Keywords: Competition;
Citation: Porter, Michael E., and Claas van der Linde. " Green and Competitive: Ending the Stalemate." In The Earthscan Reader in Business and the Environment, edited by Richard Welford, and Richard Starkey. London: Earthscan Publications Ltd., 1996.
-
Chapter
| As if the Future Mattered: Translating Social and Economic Theory into Human Behavior
| 1996
Capital Choices: National Systems of Investment
M. E. Porter
Keywords: Capital;
Investment;
Sovereign Finance;
Citation: Porter, M. E. "Capital Choices: National Systems of Investment." In As if the Future Mattered: Translating Social and Economic Theory into Human Behavior, edited by Neva R. Goodwin. Ann Arbor: University of Michigan Press, 1996.
-
Chapter
| Proceedings of the Integral Strategy Collegium
| 1995
Global Competition and the Localization of Competitive Advantage
M. E. Porter and Rebecca E. Wayland
Keywords: Competitive Advantage;
Globalization;
Local Range;
Citation: Porter, M. E., and Rebecca E. Wayland. "Global Competition and the Localization of Competitive Advantage." In Proceedings of the Integral Strategy Collegium, edited by Hans Birger Thorelli. Greenwich, CT: JAI Press, 1995.
-
Chapter
| The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press
| 1994
Competitive Strategy Revisited: A View from the 1990s
M. E. Porter
Keywords: History;
Competitive Strategy;
-
Chapter
| The Portable MBA in Strategy
| 1994
Global Strategy: Winning in the World-Wide Marketplace
M. E. Porter
Keywords: Global Strategy;
Trade;
Competitive Strategy;
Success;
Citation: Porter, M. E. "Global Strategy: Winning in the World-Wide Marketplace." In The Portable MBA in Strategy, edited by Liam Fahey, and Robert M. Randall. New York: John Wiley & Sons, 1994.
-
Chapter
| Praktisk okonomi & Ledelse: et Konsurransedyktig Norge
| 1993
Applying the Competitive Advantage of Nations Paradigm to Norway
M. E. Porter
Keywords: Competitive Advantage;
Trade;
Norway;
Citation: Porter, M. E. "Applying the Competitive Advantage of Nations Paradigm to Norway." In Praktisk okonomi & Ledelse: et Konsurransedyktig Norge. Oslo, Norway: Bedrifsøkonomens Forlag A/S, 1993.
-
Chapter
| Nihon no Kigyou System 2: Soshiki to Senryaku (Japanese Corporate System 2: Organization and Strategy)
| 1993
Kokusai Marketing to Kyousou Senryaku (International Marketing and Competitive Strategy)
Hirotaka Takeuchi and Michael E. Porter
Keywords: Competitive Strategy;
Marketing Strategy;
Trade;
Citation: Takeuchi, Hirotaka, and Michael E. Porter. "Kokusai Marketing to Kyousou Senryaku (International Marketing and Competitive Strategy)." In Nihon no Kigyou System 2: Soshiki to Senryaku (Japanese Corporate System 2: Organization and Strategy), edited by Hiroyuki Itami, Tadao Kagono, and Motoshige Ito. Bungei Shunjau, 1993, Japanese ed.
-
Chapter
| Korean Competitiveness: A Shortcut to an Advanced Nation
| 1992
Korea in the Middle
M. E. Porter
Keywords: Trade;
South Korea;
Citation: Porter, M. E. "Korea in the Middle." In Korean Competitiveness: A Shortcut to an Advanced Nation. Seoul, Korea: Dong-Sung Cho, 1992.
-
Chapter
| Twenty-first Century: What Will Happen to Japanese Companies?
| 1989
Can Japanese Companies Survive in Global Competition?
M. E. Porter
Keywords: Globalized Firms and Management;
Competition;
Japan;
Citation: Porter, M. E. "Can Japanese Companies Survive in Global Competition?" In Twenty-first Century: What Will Happen to Japanese Companies? Tokyo, Japan: NHK Publications, 1989, Japanese ed.
-
Chapter
| Competition in Global Industries
| 1986
Patterns of International Coalition Activity
Pankaj Ghemawat, Michael E. Porter and Richard Anthony Rawlinson
Keywords: International Relations;
Alliances;
Citation: Ghemawat, Pankaj, Michael E. Porter, and Richard Anthony Rawlinson. "Patterns of International Coalition Activity." In Competition in Global Industries, edited by M. E. Porter, 345–365. Boston, MA: Harvard Business School Press, 1986.
-
Chapter
| Competition in Global Industries
| 1986
Three Roles of International Marketing in Global Strategy
Hirotaka Takeuchi and Michael E. Porter
Keywords: Globalized Markets and Industries;
Global Strategy;
Marketing;
Citation: Takeuchi, Hirotaka, and Michael E. Porter. "Three Roles of International Marketing in Global Strategy." In Competition in Global Industries, edited by M. E. Porter. Boston, MA: Harvard Business School Press, 1986.
-
Chapter
| The World in 1987
| 1986
U.K. Conglomerates: A View of Hanson Trust
Michael E. Porter
Keywords: Business Conglomerates;
United Kingdom;
Citation: Porter, Michael E. "U.K. Conglomerates: A View of Hanson Trust." In The World in 1987. London, England: Economist Group, 1986.
-
Chapter
| Research on Technological Innovation, Management and Policy
| 2001
The Technological Dimension of Competitive Strategy
M. E. Porter
Keywords: Innovation Strategy;
Competitive Strategy;
Technology;
Citation: Porter, M. E. "The Technological Dimension of Competitive Strategy." In Research on Technological Innovation, Management and Policy. Vol. 7, edited by Robert A Burgelman, and Henry Chesbrough. Greenwich, CT: JAI Press, 2001.
-
Chapter
| Policy, Strategy, and Implementation
| 1983
Analyzing Competitors: Predicting Competitor Behavior and Formulating Offensive and Defensive Strategy
M. E. Porter
Keywords: Competitive Strategy;
Forecasting and Prediction;
Behavior;
Citation: Porter, M. E. "Analyzing Competitors: Predicting Competitor Behavior and Formulating Offensive and Defensive Strategy." In Policy, Strategy, and Implementation, edited by Milton Leontiades. Random House, 1983.
-
Chapter
| Corporate Strategy: The Integration of Corporation Planning Models and Economics
| 1982
Industrial Organization and the Evolution of Concepts for Strategic Planning: The New Learning
M. E. Porter
Keywords: Strategic Planning;
Organizational Change and Adaptation;
Citation: Porter, M. E. "Industrial Organization and the Evolution of Concepts for Strategic Planning: The New Learning." In Corporate Strategy: The Integration of Corporation Planning Models and Economics, edited by T. H. Taylor. Amsterdam: North-Holland Publishing Company, 1982.
-
Chapter
| The Economics of Information and Uncertainty
| 1982
The Capacity Expansion Process in a Growing Oligopoly: The Case of Corn Wet Milling
A. Michael Spence and M. E. Porter
Keywords: Plant-Based Agribusiness;
Duopoly and Oligopoly;
Food;
Performance Capacity;
Expansion;
Agriculture and Agribusiness Industry;
Food and Beverage Industry;
Citation: Spence, A. Michael, and M. E. Porter. "The Capacity Expansion Process in a Growing Oligopoly: The Case of Corn Wet Milling." In The Economics of Information and Uncertainty, edited by J. J. McCall. University of Chicago Press, 1982.
-
Chapter
| Strategic Management and Business Policy
| 1981
A Framework for Looking at Endgame Strategies
M. E. Porter and Kathryn Rudie Harrigan
Keywords: Strategy;
Framework;
Citation: Porter, M. E., and Kathryn Rudie Harrigan. "A Framework for Looking at Endgame Strategies." In Strategic Management and Business Policy, edited by B. Glueck. McGraw-Hill, 1981.
-
Chapter
| Essays on Industrial Organization in Honor of Joe S. Bain
| 1976
Barriers to Exit
M. E. Porter and R. E. Caves
Keywords: Business Exit or Shutdown;
Citation: Porter, M. E., and R. E. Caves. "Barriers to Exit." In Essays on Industrial Organization in Honor of Joe S. Bain, edited by Joe Staten Bain, Robert T. Masson, and P. David Qualles. Cambridge, MA: Ballinger Publishing Company, 1976.
-
Working Paper
| 2012
Clusters, Convergence, and Economic Performance
Mercedes Delgado, Michael E. Porter and Scott Stern
This paper evaluates the role of regional cluster composition in the economic performance of industries, clusters, and regions. On the one hand, diminishing returns to specialization in a location can result in a convergence effect: the growth rate of an industry within a region may be declining in the level of activity of that industry. At the same time, positive spillovers across complementary economic activities provide an impetus for agglomeration: the growth rate of an industry within a region may be increasing in the size and "strength" (i.e., relative presence) of related economic sectors. Building on Porter (1998, 2003), we develop a systematic empirical framework to identify the role of regional clusters—groups of closely related and complementary industries operating within a particular region—in regional economic performance. We exploit newly available data from the U.S. Cluster Mapping Project to disentangle the impact of convergence at the region-industry level from agglomeration within clusters. We find that, after controlling for the impact of convergence at the narrowest unit of analysis, there is strong evidence for cluster-driven agglomeration. Industries participating in a strong cluster register higher employment growth as well as higher growth of wages, number of establishments, and patenting. Industry and cluster level growth also increases with the strength of related clusters in the region and with the strength of similar clusters in adjacent regions. Importantly, we find evidence that new regional industries emerge where there is a strong cluster environment. Our analysis also suggests that the presence of strong clusters in a region enhances growth opportunities in other industries and clusters. Overall, these findings highlight the important role of cluster-based agglomeration in regional economic performance.
-
Working Paper
| 2012
The Determinants of National Competitiveness
Mercedes Delgado, Christian Ketels, Michael E. Porter and Scott Stern
We define foundational competitiveness as the expected level of output per working-age individual that is supported by the overall quality of a country as a place to do business. The focus on output per potential worker, a broader measure of national productivity than output per current worker, reflects the dual role of workforce participation and output per worker in determining a nation's standard of living. Our framework highlights three broad and interrelated drivers of foundational competitiveness: social infrastructure and political institutions, monetary and fiscal policy, and the microeconomic environment. We estimate this framework using multiple data sets covering more than 130 countries over the 2001–2008 period. We find a positive and separate influence of each driver on output per potential worker. The microeconomic environment has a positive effect on output per potential worker even after controlling for historical legacies. Using our framework we define a new concept, global investment attractiveness, which is the cost of factor inputs relative to a country's competitiveness. This analysis reveals important insight into the economic trajectory of individual countries. Our framework also offers a novel methodology for the estimation of a theoretically grounded and empirically validated measure of national competitiveness.
-
Working Paper
| HBS Working Paper Series
| 2009
Applying the Care Delivery Value Chain: HIV/AIDS Care in Resource Poor Settings
Joseph Rhatigan, Sachin H Jain, Joia S. Mukherjee and Michael E. Porter
The care delivery value chain is a framework that can help conceptualize the organization and structure of care delivery for medical conditions. We apply this framework to HIV/AIDS care in resource-limited settings. Several conclusions arise than can help inform the design of care delivery platforms for HIV/AIDS.
Keywords: Customer Value and Value Chain;
Framework;
Health Care and Treatment;
Health Disorders;
Service Delivery;
-
Working Paper
| HBS Working Paper Series
| 2002
Redefining Competition in Health Care
Michael E. Porter and Elizabeth O. Teisberg
Citation: Porter, Michael E., and Elizabeth O. Teisberg. "Redefining Competition in Health Care." Harvard Business School Working Paper, No. 03–042, October 2002.
-
Working Paper
| HBS Working Paper Series
| 2001
Measuring the 'Ideas' Production Function: Evidence from International Patent Output
Michael E. Porter and Scott Stern
Citation: Porter, Michael E., and Scott Stern. "Measuring the 'Ideas' Production Function: Evidence from International Patent Output." Harvard Business School Working Paper, No. 00–073, May 2001.
-
Working Paper
| HBS Working Paper Series
| 2001
Contextuality Within Activity Systems
Michael E. Porter and Nicolag Siggelkow
Citation: Porter, Michael E., and Nicolag Siggelkow. "Contextuality Within Activity Systems." Harvard Business School Working Paper, No. 01–053, March 2001.
-
Working Paper
| HBS Working Paper Series
| 2000
Competing at Home to Win Abroad: Evidence from Japanese Industry
Mariko Sakakibara and Michael E. Porter
Citation: Sakakibara, Mariko, and Michael E. Porter. "Competing at Home to Win Abroad: Evidence from Japanese Industry." Harvard Business School Working Paper, No. 01–019, October 2000.
-
Working Paper
| HBS Working Paper Series
| 2000
The Drivers of National Innovative Capacity: Implications for Spain and Latin America
Michael E. Porter, Jeffrey L. Furman and Scott Stern
Citation: Porter, Michael E., Jeffrey L. Furman, and Scott Stern. "The Drivers of National Innovative Capacity: Implications for Spain and Latin America." Harvard Business School Working Paper, No. 01–004, August 2000.
-
Working Paper
| HBS Working Paper Series
| 1999
The Determinants of National Innovative Capacity
Scott Stern, Michael E. Porter and Jeffrey L. Furman
Citation: Stern, Scott, Michael E. Porter, and Jeffrey L. Furman. "The Determinants of National Innovative Capacity." Harvard Business School Working Paper, No. 00–034, October 1999.
-
Working Paper
| HBS Working Paper Series
| 1998
Competing at Home to Win Abroad: Evidence from Japanese Industry
Mariko Sakakibara and M. E. Porter
Citation: Sakakibara, Mariko, and M. E. Porter. "Competing at Home to Win Abroad: Evidence from Japanese Industry." Harvard Business School Working Paper, No. 99–036, September 1998.
-
Working Paper
| HBS Working Paper Series
| 1998
Clusters and Competition: New Agendas for Companies, Governments, and Institutions
Michael E. Porter
Citation: Porter, Michael E. "Clusters and Competition: New Agendas for Companies, Governments, and Institutions." Harvard Business School Working Paper, No. 98–080, March 1998.
-
Working Paper
| HBS Working Paper Series
| 1998
Activity Systems as Barriers to Imitation
Michael Porter and Jan W. Rivkin
Citation: Porter, Michael, and Jan W. Rivkin. "Activity Systems as Barriers to Imitation." Harvard Business School Working Paper, No. 98–066, January 1998.
-
Working Paper
| HBS Working Paper Series
| 1997
The Emergence and Sustainability of Abnormal Profits
Anita M. McGahan and Michael E. Porter
Citation: McGahan, Anita M., and Michael E. Porter. "The Emergence and Sustainability of Abnormal Profits." Harvard Business School Working Paper, No. 97–103, June 1997.
-
Working Paper
| HBS Working Paper Series
| 1997
The Persistence of Shocks to Profitability: Comparing the Market-Structure and Chicago Views
Anita M. McGahan and Michael E. Porter
Citation: McGahan, Anita M., and Michael E. Porter. "The Persistence of Shocks to Profitability: Comparing the Market-Structure and Chicago Views." Harvard Business School Working Paper, No. 97–102, June 1997.
-
Working Paper
| HBS Working Paper Series
| 1997
How Much Does Industry Matter, Really?
Anita M. McGahan and Michael E. Porter
Citation: McGahan, Anita M., and Michael E. Porter. "How Much Does Industry Matter, Really?" Harvard Business School Working Paper, No. 97–101, June 1997.
-
Teaching Note
| HBS Case Collection
|
2013
Schön Klinik: Eating Disorder Care (TN)
Michael E. Porter, Emma Stanton, Jessica Hohman and Caleb Stowell
-
Case
| HBS Case Collection
|
2012
Reconfiguring Stroke Care in North Central London
Michael E. Porter, James Mountford, Kamalini Ramdas and Samuel Takvorian
In 2006, surgeon Ara Darzi identified several key areas, including acute stroke care, for improving health care across London. In response to his seminal call to action, stroke care was reorganized around eight hyper-acute stroke units covering London's five sectors, replacing the more than thirty units that had previously delivered acute stroke care. This case profiles the roll-out of the new care delivery model in North Central London, where acute stroke care had previously been fragmented among five acute hospital trusts with varying care resources, capacity, and protocols. In the new model, stroke care would be delivered across facilities in an integrated fashion, with a single hyper-acute facility designed for the care of the most acute and severe cases.
Keywords: health care;
Health Care and Treatment;
Performance Improvement;
Performance Efficiency;
Integration;
Health Industry;
London;
-
Case
| HBS Case Collection
|
2013
(Revised from original 2012 version)
Schön Klinik: Eating Disorder Care
Michael E. Porter, Emma Stanton, Jessica A. Hohman and Caleb Stowell
The Schön Klinik is a private, for-profit German hospital group trying to establish itself as a premium health care provider in a competitive German market. The case details Schön Klinik's founding, its early focus on measurement and improvement, and the design and implementation of a system-wide structure for measuring and reporting actual health outcomes. The case details the care cycle for eating disorder patients and highlights the role outcomes measurement has played in improving eating disorder care over time. It ends with a discussion of Schön's innovative bundled reimbursement models and challenges the reader to explore how to develop new pricing and care delivery models that encourage integration of care around patient medical conditions. The case also discusses the German health care system, its regulatory constraints, and Schön's attempts to change the paradigm of competition in the sector.
Keywords: health care quality;
outcomes;
quality improvement;
strategy and performance measurement;
Integration;
Measurement and Metrics;
Competition;
Health Disorders;
Health Care and Treatment;
Outcome or Result;
Business Processes;
Health Industry;
Germany;
Citation: Porter, Michael E., Emma Stanton, Jessica A. Hohman, and Caleb Stowell. " Schön Klinik: Eating Disorder Care." Harvard Business School Case 712-475, April 2013. (Revised from original March 2012 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2009 version)
Koo Foundation Sun Yat-Sen Cancer Center: Breast Cancer Care in Taiwan
Michael E. Porter, Jennifer F Baron and C. Jason Wang
Taiwan's Koo Foundation Sun Yat-Sen Cancer Center has developed an integrated, team-based care delivery model for breast cancer care that is being expanded to other cancer types in 2009. A decade earlier, President and CEO Dr. Andrew Huang and the Center had worked with the Taiwan National Health Insurance system to create a pay-for-performance reimbursement program for breast cancer care that has since been adopted by five other providers. The program issues capitated, per patient base payments for breast cancer care, with bonus payments based upon provider reporting and performance on a set of quality measures. This case allows readers to examine health care provider strategy, development and implementation of bundled reimbursement, integrated care delivery, quality measurement, and Taiwan's universal health care system.
Keywords: Health Care and Treatment;
Medical Specialties;
Service Delivery;
Outcome or Result;
Performance Effectiveness;
Quality;
Integration;
Health Industry;
Insurance Industry;
Taiwan;
-
Teaching Note
| HBS Case Collection
|
2012
(Revised from original 2010 version)
The UCLA Medical Center: Kidney Transplantation (TN)
Michael E. Porter and Jennifer F Baron
Teaching Note for 711410.
Keywords: Health Care and Treatment;
Service Delivery;
Price;
Programs;
Measurement and Metrics;
Health Industry;
-
Case
| HBS Case Collection
|
2012
(Revised from original 2006 version)
Ghana: National Economic Strategy
Michael E. Porter and Kjell Ke-Li Carlsson
Set in the year 2001, as President John Kufuor contemplates a national economic strategy following his election in the first democratic transfer of power in Ghana's history. Focuses on Ghana's long history of poor economic performance and intractable poverty, highlighting the challenges of economic development in Africa and in other low-income countries. Provides a brief political and economic history of Ghana, focusing on the Nkrumah era of 1957-1966, the World Bank and IMF-led structural reforms of the 1980s, and the continuation of reforms after the first democratic elections in 1992. Details Ghana's economic and political context and cluster performance in 2001 and summarizes initiatives taken by the Kufuor administration to promote development. Detailed historical economic and social data allow an evaluation of policy results.
Keywords: History;
Economic Growth;
Government Administration;
Developing Countries and Economies;
Growth and Development Strategy;
Ghana;
Citation: Porter, Michael E., and Kjell Ke-Li Carlsson. " Ghana: National Economic Strategy." Harvard Business School Case 706-497, April 2012. (Revised from original April 2006 version.)
-
Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
The UCLA Medical Center: Kidney Transplantation
Michael E. Porter, Jennifer F Baron, Jacob Mathew Chacko and Robin Jian Tang
In 2010, organ transplantation remained among the few sets of medical conditions in the U.S. for which bundled payments were a dominant reimbursement model, and for which patient health outcomes were universally measured and reported. In 1986, UCLA Medical Center was approached by Kaiser to develop a new bundled-pricing approach to kidney transplant care that was quickly adopted by many payers and providers for various transplant types. This case study examines the history and current state of care delivery, reimbursement, and measurement for the UCLA Kidney Transplant Program, among the nation's highest-volume transplant providers. The UCLA Kidney Program is an interdisciplinary unit that involves clinicians from multiple departments and engages in continuous care management throughout the often protracted transplant care cycle.
Keywords: Insurance;
Health Care and Treatment;
Health Disorders;
Measurement and Metrics;
Outcome or Result;
Competitive Strategy;
Integration;
Health Industry;
California;
-
Case
| HBS Case Collection
|
2013
(Revised from original 2009 version)
Cleveland Clinic: Growth Strategy 2012
Michael E. Porter and Elizabeth O. Teisberg
The Cleveland Clinic's health care services are internationally renowned for quality. In 2008, The Clinic is restructuring the organization into teams defined around patient needs, rather than traditional medical specialties. "Patients First!" takes shape as the teams measure and report outcomes, coordinate care, and develop to support improving value for patients. In addition to restructuring care delivery in the hospitals and throughout northeastern Ohio, The Clinic has investments, facilities, and staff in several other states in the U.S. as well as in Canada and Abu Dhabi. It is also considering initiatives in Austria, China, and India. Students can explore strategy transformation, geographic expansion, the process of introducing new measurement approaches, alignment of activities with strategic goals, and issues in leading change both within a company and across an economic sector.
Keywords: Health Care and Treatment;
Leading Change;
Goals and Objectives;
Growth and Development Strategy;
Measurement and Metrics;
Service Delivery;
Organizational Change and Adaptation;
Outcome or Result;
Health Industry;
Cleveland;
Citation: Porter, Michael E., and Elizabeth O. Teisberg. " Cleveland Clinic: Growth Strategy 2012." Harvard Business School Case 709-473, February 2013. (Revised from original February 2009 version.)
-
Case
| HBS Case Collection
|
2012
Moving to Universal Coverage: Health Care Reform in Massachusetts
Michael E. Porter and Jennifer F Baron
Keywords: Health Care and Treatment;
Business and Government Relations;
Insurance;
Massachusetts;
Citation: Porter, Michael E., and Jennifer F Baron. "Moving to Universal Coverage: Health Care Reform in Massachusetts." Harvard Business School Case 712-466, February 2012.
-
Case
| HBS Case Collection
|
2011
(Revised from original 2010 version)
Highland District County Hospital: Gastroenterology Care in Sweden
Michael E. Porter, Jennifer F Baron and Martin Rejler
Sweden's Highland District County Hospital, similar to a community hospital in the US, undertook a major restructuring to integrate care delivery for medical conditions served by the Department of Medicine. Each subspecialty within the Department would form a single, co-located unit with its own budget that encompassed both inpatient and outpatient care. This case examines the experience of the Highland Gastroenterology Unit, comparing the delivery model for inflammatory bowel disease in 2001 and 2009, before and after the reorganization. The case can be used to examine health care provider strategy, integrated care delivery, and quality measurement. The case also profiles Sweden's single-payer health care system, allowing for a discussion of national health systems and health policy.
Keywords: Health Care and Treatment;
Sweden;
-
Case
| HBS Case Collection
|
2011
(Revised from original 2002 version)
Building a Cluster: Electronics and Information Technology in Costa Rica
Michael E. Porter and Niels W. Ketelhohn
Describes the actions of Costa Rica President Figueres and his cabinet in attracting an Intel assembly and testing plant to their country. The effort was part of a government strategy that sought to develop further the Costa Rican electronics and information technology cluster.
Keywords: Development Economics;
Growth and Development Strategy;
Industry Clusters;
Business and Government Relations;
Information Technology;
Electronics Industry;
Information Technology Industry;
Costa Rica;
-
Case
| HBS Case Collection
|
2011
(Revised from original 2007 version)
The West German Headache Center: Integrated Migraine Care
Michael E. Porter, Clemens Guth and Elisa M. Dannemiller
Describes the joint efforts of the German health plan KKH and Essen University Hospital to develop an integrated practice unit (IPU), and the West German Headache Center's efforts to improve the quality of migraine care. Provides an overview of the German health care system detailing its provider, health plan, and reimbursement structure. Following new legislation in 2004, which allowed health plans and selected providers to contract outside of the regular group purchasing scheme, KKH and Dr. Deiner of Essen University Hospital developed a novel delivery structure for migraine care. Challenges and hurdles to implementation are described for both the health plan and the IPU. Provides detailed data to allow students to evaluate success, identify current challenges, and recommend improvements to the integrated care system.
Keywords: Business Model;
Health Care and Treatment;
Medical Specialties;
Industry Structures;
Service Delivery;
Integration;
Health Industry;
Germany;
-
Teaching Note
| HBS Case Collection
|
2011
(Revised from original 2007 version)
The West German Headache Center: Integrated Migraine Care (TN)
Michael E. Porter, Clemens Guth and Elisa M. Dannemiller
Teaching note to 707-559.
Keywords: Health Care and Treatment;
Germany;
-
Case
| HBS Case Collection
|
2011
(Revised from original 2008 version)
New York City: Bloomberg's Strategy for Economic Development
Michael E. Porter, Christian H.M. Ketels, Anne Habiby and David Zipper
Traces the economic development of New York City from its founding in the 17th century through 2008. Focuses on the decisions made by New York City officials, past and present, highlighting the challenges of economic development at the city level. Enables deep examination of the interdependence and interrelation of economic policies at the city, state and federal level, and explores the role of economic and cluster performance through 2005. Detailed historical economic and social data allows for an evaluation of policy results. The case finishes with Mayor Michael Bloomberg facing some difficult choices as economic storm clouds gather on the horizon in early 2008.
Keywords: History;
Development Economics;
Industry Clusters;
Policy;
Government Administration;
Financial Crisis;
Growth and Development Strategy;
-
Teaching Note
| HBS Case Collection
|
2011
The Dutch Flower Cluster (TN)
Jorge Ramirez-Vallejo and Michael E. Porter
Teaching Note for 711507.
Keywords: Customer Value and Value Chain;
Auctions;
Industry Clusters;
Competition;
Plant-Based Agribusiness;
Netherlands;
China;
Colombia;
Ecuador;
Kenya;
-
Case
| HBS Case Collection
|
2013
(Revised from original 2011 version)
The Dutch Flower Cluster
Michael E. Porter, Jorge Ramirez-Vallejo and Fred van Eenennaam
Describes the Dutch Flower cluster, or the group of interconnected growers, suppliers, service providers, and flower-related institutions located in The Netherlands. Examines the role of the FloraHolland auction in the value chain. Also describes the flower clusters in China, Colombia, Ecuador, and Kenya, the four other major international competitors.
Keywords: Globalization;
Auctions;
Industry Clusters;
Competition;
Competitive Advantage;
Agriculture and Agribusiness Industry;
Netherlands;
Citation: Porter, Michael E., Jorge Ramirez-Vallejo, and Fred van Eenennaam. " The Dutch Flower Cluster." Harvard Business School Case 711-507, January 2013. (Revised from original March 2011 version.)
-
Case
| HBS Case Collection
|
2011
(Revised from original 2010 version)
The Children's Hospital of Philadelphia: Network Strategy
Michael E. Porter, Carolyn Daly and Andrew Peter Dervan
In 2009 Children's Hospital of Philadelphia (CHOP) had been recognized as the best children's hospital in the country for six years in a row; but leadership saw CHOP as more than the large main campus in western Philadelphia. Beginning in the 1990s, CHOP had created a large network of Primary Care Providers, Specialty Care Centers, Ambulatory Surgery Centers, and community hospital affiliations. CHOP leadership wanted to ensure that the quality they had demonstrated at CHOP would translate out to these facilities, and more, that the combination of many parts could actually work together to provide even better care than the main hospital could do on its own.
Keywords: Communication;
Health Care and Treatment;
Service Delivery;
Organizational Structure;
Networks;
Integration;
Health Industry;
Philadelphia;
-
Case
| HBS Case Collection
|
2011
(Revised from original 2002 version)
Finland and Nokia: Creating the World's Most Competitive Economy
Michael E. Porter and Orjan Solvell
Finland, with a special language and culture, has developed as a country in between the west (the Nordic region and Europe) and the east (especially its neighbor Russia). In the 1980s, a process started of moving out of an investment-driven economy into an innovation-driven one. With the collapse of the Soviet Union around 1990, Finland reached a crisis. This case covers policy changes made in the 1990s and how, by 2002, the country had managed to become one of the most competitive in the world. A large part of the success could be attributed to the dynamic telecommunications cluster--especially Nokia, accounting for some 70% to 80% of the cluster exports and the world leader in mobile phones. Nokia also reached a crisis around 1990.
Keywords: Development Economics;
Economic Growth;
Growth and Development Strategy;
Industry Clusters;
Business and Government Relations;
Competitive Strategy;
Telecommunications Industry;
Finland;
-
Teaching Note
| HBS Case Collection
|
2011
Colombia: Organizing for Competitiveness (TN)
Jorge Ramirez-Vallejo and Michael E. Porter
Teaching Note for 710417.
Keywords: Situation or Environment;
Competition;
Organizations;
Colombia;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Dartmouth-Hitchcock Medical Center: Spine Care
Robert S. Huckman, Michael E. Porter, Rachel Gordon and Natalie Kindred
Describes the Spine Center at Dartmouth-Hitchcock Medical Center, a multidisciplinary unit that offers patients suffering from spinal problems "one-stop" access to a range of providers including orthopedic surgeons, neurosurgeons, neurologists, medical specialists in physical medicine and pain management, mental health providers, and occupational and physical therapists. The Center was created to address what its founder, James Weinstein, M.D., saw as the uncoordinated and inefficient delivery of spinal care in the United States. The Center emphasized using non-surgical treatments (e.g., physical therapy and exercise, behavioral modification, pain-relieving drugs) as either a complement to, or substitute for, surgical procedures, and patients were actively engaged in the process of determining what type of care to pursue. In addition, Weinstein and his staff collected data from the Center's clinical practice to conduct academic research on the outcomes and cost-effectiveness of various approaches to treatment. The case allows for a critical analysis of the Spine Center's unique approach to care delivery and provides an opportunity to examine the applicability of this model in other clinical areas.
Keywords: Health Care and Treatment;
Medical Specialties;
Service Delivery;
Service Operations;
Integration;
Value Creation;
Health Industry;
United States;
-
Case
| HBS Case Collection
|
2013
(Revised from original 2008 version)
The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care
Michael E. Porter and Sachin H Jain
In 2006, University of Texas MD Anderson Cancer Center was an internationally leading institution for cancer care, education, and research. Since 1996, it had successfully reorganized itself from a cancer hospital that was physically organized around clinical specialties into one that was organized into disease-based integrated practice units called multidisciplinary care centers. These units were supported by a new construction project that had created new disease-specific facilities and a widely-supported administrative plan in which physicians reported both to leadership of specialty-based academic departments and disease-based clinical centers.
Keywords: Buildings and Facilities;
Health Disorders;
Organizational Structure;
Medical Specialties;
Organizational Change and Adaptation;
Value Creation;
Service Delivery;
Research;
Health Care and Treatment;
Education Industry;
Health Industry;
Texas;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Partners In Health: HIV Care in Rwanda
Michael E. Porter, Scott Sang-Hyun Lee, Joseph Rhatigan and Jim Yong Kim
In 2005, Partners in Health (PIH) was invited by the Rwandan Ministry of Health to assume responsibility for the management of public health care in two rural districts in Eastern Rwanda and create an HIV treatment program at these sites. PIH successfully implemented a comprehensive program focusing on four principles: health systems improvement, HIV prevention and care, accompaniment, and social and economic support. By January 2007, the Rwinkwavu site had conducted 67,137 HIV tests and provided antiretroviral therapy to more than 2,000 patients, of which, fewer than 1% had been switched to second-line drug regimens, 3.8% had died, and only one patient had been lost to follow up. A costing analysis done by the Clinton HIV/AIDS Initiative suggested that the model could feasibly be spread to other districts. Dr. Agnes Binagwaho, Executive Director of Rwanda's National AIDS Control Commission and her colleagues in the Ministry of Health are contemplating how the program could be improved and whether it should be expanded nationally.
Keywords: Developing Countries and Economies;
Health Care and Treatment;
Health Testing and Trials;
Medical Specialties;
Service Delivery;
Nonprofit Organizations;
Expansion;
Health Industry;
Rwanda;
Citation: Porter, Michael E., Scott Sang-Hyun Lee, Joseph Rhatigan, and Jim Yong Kim. " Partners In Health: HIV Care in Rwanda." Harvard Business School Case 709-474, May 2010. (Revised from original April 2009 version.)
-
Teaching Note
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Brigham and Women's Hospital: Shapiro Cardiovascular Center (TN)
Robert S. Huckman and Michael E. Porter
Teaching Note for 608-175.
Keywords: Health;
Non-Governmental Organizations;
Health Industry;
-
Teaching Note
| HBS Case Collection
|
2010
Dartmouth-Hitchcock Medical Center: Spine Care (TN)
Robert S. Huckman and Michael E. Porter
Teaching Note for [609016].
Keywords: Health Care and Treatment;
Health Disorders;
Research;
Performance Effectiveness;
Outcome or Result;
Education Industry;
United States;
-
Supplement
| HBS Case Collection
|
2010
(Revised from original 2003 version)
The Australian Wine Cluster: Supplementary Information
Michael E. Porter and Orjan Solvell
Supplements The California Wine Cluster.
Keywords: Food and Beverage Industry;
Australia;
-
Teaching Note
| HBS Case Collection
|
2010
Koo Foundation Sun Yat-Sen Cancer Center: Breast Cancer Care in Taiwan (TN)
Michael E. Porter and Jennifer F Baron
Teaching Note for [710425].
Keywords: Health Care and Treatment;
Strategy;
Service Delivery;
Quality;
Performance;
Insurance;
Growth and Development;
Health Industry;
Taiwan;
-
Teaching Note
| HBS Case Collection
|
2010
The Cleveland Clinic: Growth Strategy 2008 (TN)
Michael E. Porter, Elizabeth O. Teisberg, Jennifer F Baron and Carolyn Daly
Teaching Note for 709473.
Keywords: Health Care and Treatment;
Value;
Restructuring;
Groups and Teams;
System;
Transformation;
Expansion;
Integration;
Alignment;
Goals and Objectives;
Leading Change;
Customer Focus and Relationships;
Health Industry;
Cleveland;
United States;
Abu Dhabi;
Canada;
-
Case
| HBS Case Collection
|
2010
(Revised from original 2007 version)
ThedaCare: System Strategy
Michael E. Porter and Sachin H. Jain
Over the 1980s and 1990s, America's changing health care payer environment resulted in mergers of numerous community hospitals into hospital systems. Based in Appleton, Wisconsin, ThedaCare stood out among community hospital systems in its pursuit of service rationalization, clinical quality improvement, and value-based delivery. Driven by determined leadership, ThedaCare began site-based service line rationalization and introduced innovative care delivery models. ThedaCare is a metaphor for the challenges of transforming American community hospital systems. Can be used to teach: the evolution of structure, organization, and strategy of U.S.-based community hospital systems; integrated practice units and care cycles; management of health care quality improvement processes; challenges in diffusion of care delivery innovation; and cost transparency and quality measurement.
Keywords: Value Creation;
Health Care and Treatment;
Problems and Challenges;
Innovation and Invention;
Health Industry;
Wisconsin;
Citation: Porter, Michael E., and Sachin H. Jain. " ThedaCare: System Strategy." Harvard Business School Case 708-424, January 2010. (Revised from original November 2007 version.)
-
Teaching Note
| HBS Case Collection
|
2010
The Joslin Diabetes Center (TN)
Michael E. Porter, Elizabeth O. Teisberg and Scott Wallace
Teaching Note for [710424].
Keywords: Health Care and Treatment;
Groups and Teams;
Medical Specialties;
Programs;
Opportunities;
Service Delivery;
Alliances;
Value Creation;
Health Industry;
Boston;
Citation: Porter, Michael E., Elizabeth O. Teisberg, and Scott Wallace. " The Joslin Diabetes Center (TN)." Harvard Business School Teaching Note 710-458, January 2010.
-
Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
The Joslin Diabetes Center
Michael E. Porter, Elizabeth Olmsted Teisberg and Scott Wallace
The Joslin Diabetes Center in Boston, Massachusetts is a leading center for diabetes care, clinician training, and research. The incidence of diabetes is rising precipitously worldwide, challenging quality of life with its complications and rapidly accelerating health care expenditures for employers and governments. The Joslin's multispecialty, team-based care and patient education programs provide opportunities to examine integrated practice units, early-stage and preventive care, and clinical coordination along the full care cycle. The focus on diabetes also enables discussion of what services need to be included in integrated practice units serving patients with complex, chronic diseases. However, despite its renown, the Joslin's clinical operations lose money, raising the challenge of how to align financial success and clinical success in health care delivery. The case can be used to teach strategy in health care delivery, value creation, outcome measurement, reimbursement, and strategic alliances.
Keywords: Integration;
Service Delivery;
Medical Specialties;
Health Care and Treatment;
Outcome or Result;
Corporate Finance;
Health Industry;
Boston;
Citation: Porter, Michael E., Elizabeth Olmsted Teisberg, and Scott Wallace. " The Joslin Diabetes Center." Harvard Business School Case 710-424, January 2010. (Revised from original October 2009 version.)
-
Case
| HBS Case Collection
|
2010
Ledina Lushko: Navigating Health Care Delivery
Sachin H Jain, Michael E. Porter, Fatima Akrouh and Carolyn Daly
Ledina Lushko was diagnosed with Adrenal Cortical Carcinoma in 2008 and sought care at a highly regarded medical institution in the United States. This case lays out her journey through the health care system in detail and all of the effort involved in finding appropriate care. It is meant not to illustrate good or bad care, but to reflect on the nature of the current health care delivery system and serve as a starting point for discussion.
Keywords: Health;
Health Care and Treatment;
Health Disorders;
Service Delivery;
Health Industry;
United States;
-
Teaching Note
| HBS Case Collection
|
2009
Global Health Partner: Obesity Care
Michael E. Porter, Zayed Muhammed Yasin and Jennifer F Baron
Teaching Note for [709494].
Keywords: Value;
Quality;
Performance Improvement;
Competitive Advantage;
System;
Private Ownership;
Medical Specialties;
Integration;
Health Industry;
Sweden;
-
Case
| HBS Case Collection
|
2009
(Revised from original 2007 version)
Iceland: Small fish in a global pond
Michael E. Porter and Christian H.M. Ketels
Describes the economic development of Iceland since 1945, focusing in particular on the years since 2000, when Iceland experienced strong growth and Icelandic companies aggressively internationalized.
Keywords: Globalized Firms and Management;
Competition;
Macroeconomics;
Iceland;
Citation: Porter, Michael E., and Christian H.M. Ketels. " Iceland: Small fish in a global pond." Harvard Business School Case 708-472, August 2009. (Revised from original November 2007 version.)
-
Case
| HBS Case Collection
|
2009
(Revised from original 2006 version)
MassMEDIC: The Massachusetts Medical Device Industry Council
Willis M. Emmons III, Michael E. Porter and Spencer Wallace
Set in 2004, as Massachusetts Medical Device Industry Council (MassMEDIC) President Tom Sommer contemplates the future direction of a successful medical device cluster association. Focuses on the formation of cluster organizations and their roles and effectiveness, highlighting the importance of these organizations in enabling cross-cluster collaboration between firms, universities, regulators and other government officials, and other institutions. Details the events that led to the formation of MassMEDIC and the initial challenges the organization faced. Discusses the evolution of MassMEDIC's activities, from its formation in 1996 through 2004, and the views of different MassMEDIC stakeholders on the future direction of the organization. Provides detailed data about MassMEDIC and the Massachusetts medical device cluster to enable an evaluation of results and inform future direction.
Keywords: Economic Growth;
Industry Clusters;
Nonprofit Organizations;
Social and Collaborative Networks;
Cooperation;
Massachusetts;
-
Case
| HBS Case Collection
|
2009
(Revised from original 2006 version)
De Beers: Addressing the New Competitiveness Challenges
Michael E. Porter, Sonia D. Marciano and Alyson Warhurst
Traces the development of De Beers and the diamond industry from its inception in the mid-1800s to the year 2000. Discusses De Beer's history and strategy as the industry leader and its role in industry development. Enables deep examination of the interdependence of companies and the locations and communities in which they operate and the role of a company in economic and social development. In 2000, De Beers faces critical choices about both its economic and social policies and how they interrelate.
Keywords: History;
Strategy;
Geographic Location;
Conflict Management;
Corporate Social Responsibility and Impact;
Business and Community Relations;
Developing Countries and Economies;
Mining Industry;
-
Case
| HBS Case Collection
|
2009
Global Health Partner: Obesity Care
Michael E. Porter, Zayed Muhammed Yasin and Jennifer F Baron
Global Health Partner (GHP) was founded in 2006 as a privately owned health care provider in Sweden serving both public and private paying patients. In contrast to most providers in the country, GHP organized around specific service lines where it saw the potential to provide the most value. This case details the GHP approach to both Spine Care and Obesity Care demonstrating the power of specialization for quality improvement as a basis for competitive advantage. Students will examine the organization of integrated multidisciplinary care, the impact of volume on learning and efficiency, and the importance of demonstrating quality through outcomes reporting. The case also provides a window into the Swedish Health Care System.
Keywords: Health Care and Treatment;
Medical Specialties;
Service Delivery;
Organizational Structure;
Outcome or Result;
Quality;
Competitive Advantage;
Integration;
Health Industry;
Sweden;
-
Case
| HBS Case Collection
|
2009
(Revised from original 2007 version)
European Integration: Meeting the Competitiveness Challenge
Michael E. Porter and Christian H.M. Ketels
The case discusses the origins and development of the European Integration process up to 2004, focusing in particular on the Lisbon Agenda for upgrading Europe's competitiveness. It discusses the different policy areas that have been approached at the European level over time, and provides background on the architecture of European institutions. The case enables students to understand how European integration has affected competitiveness across the continent's regions. It provides a platform to discuss why the Lisbon Agenda has up to 2004 failed to achieve its goals and what European integration experience can serve as a model for other world regions.
Keywords: Integration;
Globalized Economies and Regions;
Competition;
Development Economics;
Global Range;
Policy;
Failure;
European Union;
Portugal;
Europe;
-
Case
| HBS Case Collection
|
2009
(Revised from original 2003 version)
The State of Connecticut: Strategy for Economic Development
Michael E. Porter and Kaia Miller
Describes the history of Connecticut's economy, its competitive challenges in the 1990s, and the steps taken to develop an economic plan for the state. A prominent issue is the competitive position of Connecticut's industry clusters and the efforts to create a formal cluster development process involving state government, the private sector, and universities.
Keywords: Economic Growth;
Economy;
Government and Politics;
Industry Clusters;
Competition;
Connecticut;
-
Case
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Pitney Bowes: Employer Health Strategy
Michael E. Porter and Jennifer F Baron
Pitney Bowes, a Fortune 500 mail and document management firm, offered its first health plans in the years following World War II. Over the ensuing decades, Pitney Bowes adapted its approach to employee health amid rising health care costs, shifting employer attitudes towards health benefits and a rapidly changing policy environment. By 2008, the firm was widely regarded as an innovator in employee health, having dedicated substantial time and resources to its health benefits under the leadership of then CEO Michael Critelli and Corporate Medical Director Jack Mahoney. The case provides an overview of the history of employee health benefits in the U.S. and at Pitney Bowes. The range of health plans Pitney Bowes offered to employees in 2008, as well as the firm's contracting policies with commercial insurers and self-insured plan administrators, are examined in detail. Pitney Bowes health and wellness programs are also described, enabling an analysis of the firm's overall employee health strategy in 2008 and a discussion of where Pitney Bowes should focus its attention moving forward.
Keywords: Cost;
Insurance;
Policy;
Health Care and Treatment;
Compensation and Benefits;
Employees;
Corporate Strategy;
-
Teaching Note
| HBS Case Collection
|
2009
Pitney Bowes: Employer Health Strategy (TN)
Michael E. Porter and Jennifer F Baron
Teaching Note for 709458.
Keywords: Health;
Employees;
Cost;
Policy;
Situation or Environment;
Innovation and Invention;
Contracts;
Programs;
Strategy;
Manufacturing Industry;
Service Industry;
United States;
-
Teaching Note
| HBS Case Collection
|
2009
(Revised from original 2009 version)
The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care (TN)
Michael E. Porter and Sachin H Jain
Teaching Note for [708487].
Keywords: health care;
Health Industry;
Texas;
-
Teaching Note
| HBS Case Collection
|
2009
(Revised from original 2007 version)
Estonia (TN)
Michael E. Porter
Teaching Note to 702436.
Citation: Porter, Michael E. " Estonia (TN)." Harvard Business School Teaching Note 707-522, February 2009. (Revised from original February 2007 version.)
-
Teaching Note
| HBS Case Collection
|
2009
Commonwealth Care Alliance: Elderly and Disabled Care (TN)
Michael E. Porter and Jennifer F Baron
Teaching Note for [708502].
Keywords: Massachusetts;
-
Class Lecture
|
2008
(Revised from original 2005 version)
Strategy: Building and Sustaining Competitive Advantage
Bharat N. Anand, Stephen P. Bradley, Pankaj Ghemawat, Tarun Khanna, Cynthia A. Montgomery, Michael E. Porter, Jan W. Rivkin, Michael G. Rukstad, John R. Wells and David B. Yoffie
It's great to have a blockbuster quarter or a revolutionary product or service, but true business excellence demands sustainability. Maintaining your competitive advantage requires a strategy that makes your business unique and carries you forward as the world around you changes. What makes a winning, sustainable strategy? Strategy: Building and Sustaining Competitive Advantage is a multimedia resource developed by ten faculty members in the Strategy Department at Harvard Business School. Included in this resource are faculty presentation, animated frameworks, print- and video-based case studies, and workbooks to help business leaders formulate action plans specific to their own companies.
Keywords: Competitive Advantage;
Citation: Anand, Bharat N., Stephen P. Bradley, Pankaj Ghemawat, Tarun Khanna, Cynthia A. Montgomery, Michael E. Porter, Jan W. Rivkin, Michael G. Rukstad, John R. Wells, and David B. Yoffie. " Strategy: Building and Sustaining Competitive Advantage." Harvard Business School Class Lecture 705-509, September 2008. (Revised from original June 2005 version.)
-
Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
In-Vitro Fertilization: Outcomes Measurement
Michael E. Porter, Saquib Rahim and Benjamin Chung-Shi Tsai
As of 2007, there were very few examples of widespread measurement and reporting of health outcomes, a critical quality measure. In-vitro fertilization clinics have been required to report their patient's health outcomes since 1995. The protagonist of the case, Dr. James Goldfarb, faces a number of challenges. As the medical director of a nationally-renowned fertility program at the Cleveland Clinic, he must run an efficient and effective practice that draws patients from both the surrounding area and from around the world. As a leader of the Society for Assisted Reproductive Technology, he must contribute toward the continuing evolution of the practice of in-vitro fertilization and ensure that the outcome measurement system is creating proper incentives and delivering timely, accurate, and useful information to patient, physicians, and researchers.
Keywords: Health Care and Treatment;
Medical Specialties;
Measurement and Metrics;
Operations;
Outcome or Result;
Health Industry;
Cleveland;
-
Case
| HBS Case Collection
|
2008
Brigham and Women's Hospital: Shapiro Cardiovascular Center
Michael E. Porter, Robert S. Huckman and Jeremy Lance Friese
Considers the situation facing Gary Gottlieb, president of Brigham and Women's Hospital (BWH), prior to the opening of BWH's integrated cardiovascular center. This case allows students to develop an appreciation of the strategic, financial, organizational, clinical, and physical aspects of integrating health care delivery around specific categories of disease. It provides an opportunity to evaluate BWH's approach to integration along all of these dimensions and to identify the nature of the tradeoffs that hospitals-specifically, academic medical centers-face as they attempt to create disease-specific models of integrated care. Finally, students have the opportunity to evaluate the degree to which integrated models of care can be developed within academic medical centers.
Keywords: Health Care and Treatment;
Health Disorders;
Service Delivery;
Organizational Design;
Integration;
Health Industry;
-
Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Commonwealth Care Alliance: Elderly and Disabled Care
Michael E. Porter and Jennifer F Baron
Individuals enrolled in both Medicare and Medicaid, known as dual eligibles, are among the highest-cost beneficiaries in the US. Commonwealth Care Alliance, a small nonprofit insurer and care delivery system in Massachusetts, operated under a public demonstration program designed to provide comprehensive coverage and care for the elderly dual eligible population. Led by Dr. Robert Master, Commonwealth Care Alliance worked with its contracted providers to implement and support a care delivery model that could allow as many members as possible to live independently outside of nursing homes. The case examines Commonwealth Care Alliance's insurance and care delivery approaches amidst a changing policy environment and various resource constraints. This case can be used to teach: Approaches to value-based insurance and care delivery; Insurance and care delivery considerations for underserved, high-cost populations; Evolution and structure of US Medicare and state Medicaid programs and demonstrations; and payer and provider reimbursement models.
Keywords: Programs;
Public Sector;
Alliances;
Policy;
Age Characteristics;
Service Delivery;
Value;
Health Care and Treatment;
Welfare or Wellbeing;
Insurance Industry;
Health Industry;
Massachusetts;
-
Case
| HBS Case Collection
|
2008
(Revised from original 2002 version)
Estonia in Transition
Michael E. Porter and Orjan Solvell
Discusses the success of a transition country, Estonia, which, until 1991, formed part of the former Soviet Union. Illustrates the transition from a planned economy to a market economy, the Diamond model, the cluster model, national policy (macro stability and micro reforms), and potential for a cross-border regional agenda (role of proximity, regional restructuring, and enhanced attractiveness). Presents the specific case of a planned economy (under Soviet oppression) moving into a transition phase during the 1990s.
Keywords: Economy;
Macroeconomics;
Microeconomics;
Policy;
Government and Politics;
Organizational Change and Adaptation;
Strategy;
Estonia;
Citation: Porter, Michael E., and Orjan Solvell. " Estonia in Transition." Harvard Business School Case 702-436, May 2008. (Revised from original February 2002 version.)
-
Case
| HBS Case Collection
|
2008
(Revised from original 2003 version)
AFP Provida
Michael E. Porter, Arturo L. Condo and Andrea Prado
Describes the evolution of AFP Provida, one of the early entrants into the Chilean pension fund system established in 1981. By 1999, AFP Provida was not only the largest pension fund administrator in Chile, but also the largest in Latin America in terms of number of affiliates and the second largest in terms of assets under management, after the Brazilian company Previ. Provida was also the most international firm in the industry. At the turn of the 20th century, Provida's senior management was considering how to extend the company's position in a rapidly expanding international marketplace. Describes the firm's internationalization process in terms of timing, geographic choices, and modes of entry. Also discusses Chilean special conditions for the pension fund industry, including local factors, context for strategy and rivalry, demand conditions, and related and supporting industries. Allows for the discussion of the origins of clusters in developing economies as well as the sources of international competitive advantage. Also provides an interesting evaluation of Provida's strategic choices and the sustainability of its international leadership.
Keywords: Developing Countries and Economies;
Globalized Firms and Management;
Industry Clusters;
Competitive Advantage;
Expansion;
Financial Services Industry;
Chile;
Citation: Porter, Michael E., Arturo L. Condo, and Andrea Prado. " AFP Provida." Harvard Business School Case 703-424, May 2008. (Revised from original February 2003 version.)
-
Case
| HBS Case Collection
|
2008
(Revised from original 2003 version)
Atlas Electrica: International Strategy
Michael E. Porter and Arturo Condo
Atlas must decide whether to acquire La Indeca, increasing its Central American presence, or to focus on larger Latin American markets where higher growth is possible. In the year 2000, Jorge Rodriguez was in charge of Atlas Electrica, the largest home appliance firm in Central America. Although it had almost doubled its sales in the 1990s, by the end of the decade Atlas was experiencing a declining market share in its home region and facing increasing competition from outside the region, especially from Mexican and Korean multinationals. At the time, Atlas' main competitor in Central America, El Salvador-based Indeca, was up for sale. Atlas Electrica, based in Costa Rica, served more than a dozen Latin American countries. Since its establishment in 1961, it had served Central American markets with different types of home appliances, later focusing on white-goods for middle-income segments of Central American consumers. In the mid-1990s, through a strategic alliance with Sweden's AG Electrolux, Atlas had expanded to Latin American markets beyond Central America.
Keywords: Acquisition;
Growth and Development Strategy;
Markets;
Partners and Partnerships;
Competition;
Expansion;
Latin America;
Central America;
-
Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2004 version)
Finland and Nokia (TN)
Michael E. Porter and Orjan Solvell
Teaching Note to (9-702-427).
Keywords: Telecommunications Industry;
Finland;
Citation: Porter, Michael E., and Orjan Solvell. " Finland and Nokia (TN)." Harvard Business School Teaching Note 705-435, April 2008. (Revised from original December 2004 version.)
-
Teaching Note
| HBS Case Collection
|
2008
ThedaCare: System Strategy (TN)
Michael E. Porter and Sachin H. Jain
Teaching Note for 708-424.
Keywords: Health Industry;
United States;
-
Case
| HBS Case Collection
|
2007
(Revised from original 2007 version)
Latvia: Economic Strategy after EU Accession
Michael E. Porter and Christian H.M. Ketels
Describes the economic development of Latvia, a small eastern European country on the shores of the Baltic Sea, from regaining independence in 1991 to European Union (EU) accession in 2004 and is set on May 1st, 2004, the day Latvia became an EU member. Latvia had achieved strong growth since regaining independence from the Soviet Union in 1990. Describes Latvia's economic development over this period, discussing the economic policy efforts that have taken place and includes general information on the country, its history and politics, and the business environment that companies faced in 2004. A special focus is the influence that the EU accession process has on the Latvian economy and on economic policy choices in the country. Challenges students to discuss how the environment changes as EU membership is achieved, and which new priorities the country might need to define for its economic policy.
Keywords: Developing Countries and Economies;
Economic Growth;
Policy;
Business and Government Relations;
European Union;
Latvia;
-
Background Note
| HBS Case Collection
|
2007
(Revised from original 2006 version)
Understanding Industry Structure
Michael E. Porter
Examines the structural determinants of industry attractiveness (the Five Forces framework) and the implications of industry structure for strategy.
Keywords: Five Forces Framework;
Industry Structures;
Competitive Strategy;
Citation: Porter, Michael E. " Understanding Industry Structure." Harvard Business School Background Note 707-493, August 2007. (Revised from original December 2006 version.)
-
Teaching Note
| HBS Case Collection
|
2007
Rwanda: National Economic Transformation (TN)
Michael E. Porter and Michael Patrick McCreless
Teaching Note to 706491.
Keywords: Economy;
Problems and Challenges;
Development Economics;
Policy;
Poverty;
Transformation;
Performance Evaluation;
Political Elections;
Rwanda;
-
Teaching Note
| HBS Case Collection
|
2007
Latvia: Economic Strategy after EU Accession (TN)
Michael E. Porter and Christian H.M. Ketels
Teaching note to 707515.
Keywords: Multinational Firms and Management;
Emerging Markets;
Market Entry and Exit;
Perspective;
Opportunities;
Retail Industry;
Latvia;
Russia;
China;
Germany;
India;
-
Case
| HBS Case Collection
|
2006
(Revised from original 2002 version)
Volvo Trucks (C): Closing Volvo Global Trucks
Michael E. Porter and Orjan Solvell
Supplements the (A) case.
Keywords: Market Entry and Exit;
Cross-Cultural and Cross-Border Issues;
Failure;
Competitive Strategy;
Manufacturing Industry;
United States;
-
Case
| HBS Case Collection
|
2006
(Revised from original 2004 version)
St. Louis: Inner-City Economic Development
Michael E. Porter, Anne S. Habiby and Joanne Lasala
Describes the history and challenges of the economically distressed inner city areas of St. Louis, a major U.S. metropolitan area. Profiles regional and inner city economics and describes a new effort by community leaders to develop and implement a strategy to revitalize the inner city economy.
-
Case
| HBS Case Collection
|
2006
(Revised from original 2003 version)
Asociacion Colombiana de Industrias Plasticas (Acoplasticos)
Michael E. Porter and Willis M. Emmons III
Acoplasticos was established in 1961 as a lobbying group for Colombia's major plastics manufacturing companies. In the early 1980s, the organization shifted its focus toward improving the productivity of the Colombian plastics and rubber cluster, which also included certain petrochemical, manmade fiber, paint, and ink industries. Over time, the organization's activities expanded to include cluster technology upgrading, training, trade fair production, joint procurement, and information collection and dissemination. Despite significant improvement in the performance of the Colombian plastics and rubber cluster during the 1990s, however, Executive Director Carlos Garay was concerned about the challenging economic and political environment in 2002.
Keywords: Cooperation;
Technology;
Alliances;
Research and Development;
Business and Government Relations;
Performance Productivity;
Developing Countries and Economies;
Manufacturing Industry;
Chemical Industry;
Colombia;
-
Case
| HBS Case Collection
|
2006
(Revised from original 2003 version)
Centre Suisse d'Electronique et de Microtechnique (CSEM)
Michael E. Porter, Willis M. Emmons III and Christian Fenner
Le Centre Suisse d'Electronique et de Microtechnique S.A. (CSEM)--the Swiss Center for Electronics and Microtechnology--was a major nonprofit research institution located in Neuchatel, Switzerland, with roots in the Swiss watch industry. CSEM maintained close links to several Swiss universities, and over time, the center's activities expanded to include basic and applied research, contract production, and technology consulting. By the late 1990s, CSEM began spinning off promising commercial ventures and incorporating them as for-profit companies. In 2001, CEO Thomas Hinderling wondered whether any adjustments in CSEM's strategy were necessary or desirable going forward.
Keywords: Cooperation;
Technology;
Alliances;
Research and Development;
Performance Productivity;
Innovation and Invention;
Nonprofit Organizations;
Electronics Industry;
Switzerland;
-
Case
| HBS Case Collection
|
2006
(Revised from original 2002 version)
Volvo Trucks (A): Penetrating the U.S. Market
Michael E. Porter and Orjan Solvell
Volvo Trucks has worked on a global strategy for several decades. Beginning in the mid-1970s, the company decided to enter the largest market for trucks: the United States. Over time, the company has struggled to get a significant share of the U.S. market and at the same time integrate operations around the world into a truly global strategy. However, the competitive structure (five-force model) differs significantly between Europe and the United States, and in spite of heavy investments, the global synergies seem far-fetched. This case illustrates clearly that entry and penetration of a market is a learning process for Volvo, where the initial strategic logic and underlying assumptions have to be changed several times.
-
Teaching Note
| HBS Case Collection
|
2005
Estonia in Transition (TN)
Michael E. Porter and Orjan Solvell
Teaching Note to (9-702-436).
Keywords: Success;
Economy;
Policy;
Transition;
Estonia;
Citation: Porter, Michael E., and Orjan Solvell. " Estonia in Transition (TN)." Harvard Business School Teaching Note 705-439, March 2005.
-
Teaching Note
| HBS Case Collection
|
2004
Volvo Trucks (C): Closing Volvo Global Truck (TN)
Michael E. Porter and Orjan Solvell
Teaching Note to (9-702-444).
Keywords: Manufacturing Industry;
United States;
-
Teaching Note
| HBS Case Collection
|
2004
Volvo Trucks (A): Penetrating the U.S. Market (TN)
Michael E. Porter and Orjan Solvell
Teaching Note to (9-702-418).
Keywords: United States;
Europe;
-
Teaching Note
| HBS Case Collection
|
2004
Volvo Trucks (B): Acquisition of RVI (TN)
Michael E. Porter and Orjan Solvell
Teaching Note to (9-702-419).
-
Case
| HBS Case Collection
|
2004
(Revised from original 2002 version)
Volvo Trucks (B): Acquisition of RVI
Michael E. Porter and Orjan Solvell
Supplements the (A) case.
-
Background Note
| HBS Case Collection
|
2003
Institutions for Collaboration: Overview
Michael E. Porter and Willis M. Emmons III
Provides an overview of the wide variety of organizations other than firms, government ministries and regulatory agencies, and universities that may have significant effects on competitiveness. These intermediary entities, referred to as institutions for collaboration (IFCs), include, for example, chambers of commerce, industry associations, professional associations, trade unions, technology transfer organizations, quality centers, think tanks, university alumni associations, and others.
Keywords: Globalization;
Labor Unions;
Organizations;
Competitive Strategy;
Technology;
-
Teaching Note
| HBS Case Collection
|
2001
(Revised from original 2000 version)
Competition & Strategy: Course Structure TN
Michael E. Porter and Jan W. Rivkin
Provides an overview of the Competition & Strategy course, a first course on business strategy, as taught at Harvard Business School during the summer of 1999. Describes the role of the course in the overall MBA curriculum, the superstructure of the course, and the concepts emphasized in each module and case. Emphasizes how the parts of the course fit together to form an integrated body of ideas and analytical tools.
Keywords: Curriculum and Courses;
Higher Education;
Management;
Business or Company Management;
Growth and Development Strategy;
Management Practices and Processes;
Competitive Strategy;
Competitive Advantage;
Corporate Strategy;
Education Industry;
-
Background Note
| HBS Case Collection
|
2000
Industry Transformation
Michael E. Porter and Jan W. Rivkin
One of the steepest challenges a strategist faces is to navigate his or her company through a period of industry transformation--an era of rapid and wholesale changes in industry structure. This note considers how periods of transformation typically unfold. It then examines how the core tools of the strategist can be deployed during such periods and how new tools come to the fore. Periods of industry transformation pose grave threats and tremendous opportunities to companies. Industry leaders are often unseated during such times, replaced by underdogs and entrants. Perhaps most importantly, periods of transformation give companies unusual latitude to influence future industry structure. Teaching purpose: Designed to support course modules that consider strategy-making under uncertainty or the intersection of competitive strategy and technology.
Keywords: Technological Innovation;
Management;
Management Practices and Processes;
Industry Growth;
Industry Structures;
Strategy;
Competitive Strategy;
Corporate Strategy;
Consulting Industry;
Service Industry;
Citation: Porter, Michael E., and Jan W. Rivkin. " Industry Transformation." Harvard Business School Background Note 701-008, July 2000.
-
Case
| HBS Case Collection
|
2000
Scotts Company: North American Corporate Strategy
Michael E. Porter and Brian S. Silverman
Keywords: Corporate Strategy;
North America;
-
Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Robert Mondavi: Competitive Strategy
Michael E. Porter and Gregory C Bond
Describes the competitive situation facing Robert Mondavi, the leading premium California winery. Mondavi has been an industry innovator and has recently taken steps to become more international. Mondavi has to cope with growing domestic competition as well as market share growth by wineries from Chile and Australia.
Keywords: Global Strategy;
Technological Innovation;
Business or Company Management;
Growth and Development Strategy;
Growth Management;
Industry Structures;
Strategy;
Competitive Strategy;
Competitive Advantage;
Food and Beverage Industry;
California;
Australia;
Chile;
-
Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Edward Jones
Michael E. Porter and Gregory C. Bond
Edward Jones is a leading, highly profitable retail brokerage firm with a unique strategy very different from those of its rivals. The case describes Jones's activities and allows a rich discussion of its positioning choices, supporting activities, and tradeoffs. Jones must cope with a rapidly evolving industry, which, at least on the surface, is a threat to its strategy.
Keywords: Financial Institutions;
Business or Company Management;
Goals and Objectives;
Growth and Development Strategy;
Growth Management;
Business Strategy;
Competition;
Competitive Strategy;
Banking Industry;
Financial Services Industry;
Citation: Porter, Michael E., and Gregory C. Bond. " Edward Jones." Harvard Business School Case 700-009, June 2000. (Revised from original July 1999 version.)
-
Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Eckerd Corporation
Michael E. Porter and John E. Kelleher
Describes the history and current situation in the retail pharmacy industry, including competition from new merchants and Internet drugstores. Eckerd, one of the top four drug chains, must decide how to position itself for the future.
Keywords: History;
Competition;
Internet;
Distribution Channels;
Business Strategy;
Retail Industry;
Pharmaceutical Industry;
Citation: Porter, Michael E., and John E. Kelleher. " Eckerd Corporation." Harvard Business School Case 799-141, June 2000. (Revised from original June 1999 version.)
-
Supplement
| HBS Case Collection
|
1999
Novo Industri (B)
Michael E. Porter and Jong Hyun Lee
Supplements the (A) case.
Citation: Porter, Michael E., and Jong Hyun Lee. " Novo Industri (B)." Harvard Business School Supplement 799-134, June 1999.
-
Case
| HBS Case Collection
|
1999
Matching Dell (A)
Jan W. Rivkin, Michael E. Porter, Charles E. Bruin, Markus Chappel, Thomas M Galizia and Laila J Worrell
After years of success with its vaunted "Direct Model" for computer manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by competitors to match its strategy. This case describes the evolution of the personal computer industry, Dell's strategy, and efforts by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell's approach. Students are called on to formulate strategic plans of action for Dell and its various rivals.
Keywords: History;
Cost vs Benefits;
Hardware;
Competitive Advantage;
Customization and Personalization;
Computer Industry;
Citation: Rivkin, Jan W., Michael E. Porter, Charles E. Bruin, Markus Chappel, Thomas M Galizia, and Laila J Worrell. " Matching Dell (A)." Harvard Business School Case 799-158, June 1999.
-
Case
| HBS Case Collection
|
1998
(Revised from original version)
Masco Corp. (A)
Michael E. Porter and Cynthia A. Montgomery
Describes the history and corporate position of a large and successful producer of faucets and related household products. Masco is considering entry into the $14 billion furniture industry. Designed to be used with Household Furniture Industry in 1986 in a strategy course on corporate strategy for diversified firms.
Keywords: Diversification;
Market Entry and Exit;
Corporate Strategy;
Rank and Position;
Consumer Products Industry;
Citation: Porter, Michael E., and Cynthia A. Montgomery. " Masco Corp. (A)." Harvard Business School Case 389-186, December 1998. (Revised from original April 1989 version.)
-
Background Note
| HBS Case Collection
|
1998
(Revised from original version)
Household Furniture Industry in 1986
Michael E. Porter and Cynthia A. Montgomery
Profiles the household furniture industry in the United States in 1986. Designed for use with Masco Corp. (A) and (B).
Keywords: Supply and Industry;
Consumer Products Industry;
Citation: Porter, Michael E., and Cynthia A. Montgomery. " Household Furniture Industry in 1986." Harvard Business School Background Note 389-189, December 1998. (Revised from original April 1989 version.)
-
Supplement
| HBS Case Collection
|
1998
(Revised from original version)
Masco Corp. (B)
Michael E. Porter and Cynthia A. Montgomery
Describes Masco's initial entry strategy and is designed as an in-class handout.
Keywords: Market Entry and Exit;
Diversification;
Consumer Products Industry;
Citation: Porter, Michael E., and Cynthia A. Montgomery. " Masco Corp. (B)." Harvard Business School Supplement 389-187, November 1998. (Revised from original April 1989 version.)
-
Case
| HBS Case Collection
|
1998
(Revised from original 1997 version)
Progressive Corporation
Michael E. Porter and Nicolaj Siggelkow
Progressive is a leader in providing nonstandard (high-risk) automobile insurance to drivers across America, with a long record of extraordinary profitability. Progressive is facing a challenge in its segment from Allstate, the industry leader, and must decide how to respond.
Keywords: Insurance;
Business or Company Management;
Growth and Development Strategy;
Growth Management;
Planning;
Business Strategy;
Competition;
Competitive Strategy;
Auto Industry;
Insurance Industry;
United States;
Citation: Porter, Michael E., and Nicolaj Siggelkow. " Progressive Corporation." Harvard Business School Case 797-109, May 1998. (Revised from original May 1997 version.)
-
Teaching Note
| HBS Case Collection
|
1996
Masco Corporation (A) & (B) TN
Cynthia A. Montgomery and Michael E. Porter
Teaching Note for (9-389-186) and (9-389-187).
Keywords: Consumer Products Industry;
-
Case
| HBS Case Collection
|
1994
(Revised from original version)
Coca-Cola vs. Pepsi-Cola and the Soft Drink Industry
Michael E. Porter
Describes the competition between Coca-Cola and Pepsi-Cola. Provides a summary of the history of the soft drink industry prior to World War II, and over the period 1950-1990 in greater detail. Major strategic competitive moves and countermoves are described. Also profiles industry developments, including the Pepsi Challenge, the reformulation of Coca-Cola, and the consolidation of the bottler network. Provides a teaching vehicle for analysis of competitors and strategic rivalry. An updated and revised version of an earlier case.
Keywords: Competition;
Industry Growth;
Business Strategy;
Food and Beverage Industry;
-
Case
| HBS Case Collection
|
1994
(Revised from original version)
Novo Industri
Michael E. Porter and Michael J. Enright
Describes the structure of the insulin industry, a treatment for diabetes and Novo's strategy and competitive position in early 1982. The industry is undergoing significant change and Novo must decide how to defend and build its international position. Designed as an early case in global strategy. The class can understand how Novo has competed internationally in the past, how that relates to industry structure, and how industry changes will alter the appropriate way of competing globally. Coalitions of alliances factor into the list of strategic alternatives.
Keywords: Change;
Global Strategy;
Industry Structures;
Alliances;
Competitive Strategy;
Health Disorders;
Pharmaceutical Industry;
Citation: Porter, Michael E., and Michael J. Enright. " Novo Industri." Harvard Business School Case 389-148, January 1994. (Revised from original April 1989 version.)
-
Background Note
| HBS Case Collection
|
1993
(Revised from original version)
Hattori-Seiko and the World Watch Industry in 1980
Michael E. Porter and Edward J. Hoff
Focuses on the industry's development and evolution in three principal watch producing countries: Switzerland, the United States, and Japan. Based in part on two earlier cases by F.T. Knickerbocker and H.E.R. Uyterhoeven.
Keywords: Industry Growth;
Consumer Products Industry;
Japan;
Switzerland;
United States;
-
Case
| HBS Case Collection
|
1993
(Revised from original version)
Edizione Holding, SpA: Sporting Goods (A)
Michael E. Porter
Keywords: Sports Industry;
-
Case
| HBS Case Collection
|
1992
(Revised from original version)
Sulzer Brothers Ltd. (Condensed)
Michael E. Porter
-
Case
| HBS Case Collection
|
1992
(Revised from original version)
Georgia-Pacific Corp.: Corporate Strategy
Michael E. Porter and Garth Saloner
Keywords: Corporate Strategy;
Pulp and Paper Industry;
-
Case
| HBS Case Collection
|
1992
(Revised from original version)
Great Northern Nekoosa vs. Georgia-Pacific: Check Paper
Michael E. Porter and Garth Saloner
Keywords: Pulp and Paper Industry;
-
Background Note
| HBS Case Collection
|
1992
Ethical Dimensions of Competitive Analysis
Michael E. Porter
Presents some of the dilemmas of gathering competitive information and the appropriate limits for competitive analysis. Raises the issues involved and provides information about actual corporate practice.
Keywords: Ethics;
Competition;
Management Practices and Processes;
Management Analysis, Tools, and Techniques;
Corporate Governance;
Information Management;
-
Case
| HBS Case Collection
|
1992
(Revised from original version)
General Mills, Inc.: Corporate Strategy
Michael E. Porter
Keywords: Corporate Strategy;
Food and Beverage Industry;
-
Case
| HBS Case Collection
|
1992
(Revised from original 1976 version)
EG&G, Inc. (A) (Condensed)
Michael E. Porter
Provides background on the company and outlines its five-year plan.
Keywords: Planning;
Citation: Porter, Michael E. " EG&G, Inc. (A) (Condensed)." Harvard Business School Case 377-027, January 1992. (Revised from original August 1976 version.)
-
Background Note
| HBS Case Collection
|
1991
(Revised from original version)
Note on the Aluminum Industry in 1983
Michael E. Porter
Keywords: Metals and Minerals;
-
Case
| HBS Case Collection
|
1991
(Revised from original 1982 version)
Rockwell International (A)
Michael E. Porter
Describes the competitive situation facing Rockwell International, the market leader in the U.S. water meter industry. The industry is undergoing structural change, and competitor activity is intensifying. Rockwell must decide what, if any, actions are necessary to change its competitive posture. Whether or not to put a plastic case meter on the market is a particularly visible decision issue. Designed for use in the early part of Industry and Competitive Analysis, to facilitate the understanding of industry structural analysis and the concept of generic strategies.
Keywords: Transformation;
Decisions;
Management Analysis, Tools, and Techniques;
Markets;
Industry Structures;
Business Strategy;
Competition;
Manufacturing Industry;
United States;
Citation: Porter, Michael E. " Rockwell International (A)." Harvard Business School Case 383-019, September 1991. (Revised from original August 1982 version.)
-
Teaching Note
| HBS Case Collection
|
1989
(Revised from original version)
Skil Corp., Teaching Note
Michael E. Porter
Teaching Note for (9-389-005).
Keywords: United States;
Citation: Porter, Michael E. " Skil Corp., Teaching Note." Harvard Business School Teaching Note 389-021, December 1989. (Revised from original October 1988 version.)
-
Teaching Note
| HBS Case Collection
|
1989
Hattori-Seiko and the World Watch Industry in 1980, Teaching Note
Michael E. Porter
Teaching Note for (9-385-300).
Keywords: Manufacturing Industry;
Japan;
Switzerland;
United Kingdom;
-
Background Note
| HBS Case Collection
|
1989
(Revised from original version)
The Oil Tanker Shipping Industry in 1983
Michael E. Porter
Describes the international oil tanker shipping industry both historically and in 1983. Designed to provide a vehicle for practicing industry analysis in a volatile commodity business, and for formulating strategy in such an environment. Also can be used to examine industry capacity overexpansion and vertical integration policies of oil companies who own some but not all of the ships they use to transport their oil.
Keywords: Strategic Planning;
Globalized Markets and Industries;
Goods and Commodities;
Volatility;
Vertical Integration;
Supply and Industry;
Shipping Industry;
-
Background Note
| HBS Case Collection
|
1988
(Revised from original version)
Note on the World Copier Industry in 1983
Michael E. Porter
Keywords: Manufacturing Industry;
-
Case
| HBS Case Collection
|
1988
(Revised from original 1983 version)
Canon Inc.: Worldwide Copier Strategy
Michael E. Porter
Describes Canon's worldwide strategy in the copier business. Designed to be used to explore strategy formulation in a worldwide industry, and the principles of international competition.
Keywords: Values and Beliefs;
Global Strategy;
Marketing Strategy;
Business Strategy;
Competitive Strategy;
Manufacturing Industry;
-
Case
| HBS Case Collection
|
1988
Skil Corp.
Michael E. Porter
The portable electric power tool market in the United States was approximately $1.1 billion in 1979. There were about a dozen manufacturers competing in the U.S. market, of which five were U.S. companies. Skil was the third largest U.S. competitor. Skil was acquired by Emerson Electric in 1979. Skil was a turnaround situation from Emerson's perspective. The company faced intense competition from Black & Decker and emerging foreign competitors.
Keywords: Competition;
Competitive Strategy;
Mergers and Acquisitions;
Business Strategy;
Emerging Markets;
United States;
Citation: Porter, Michael E. " Skil Corp." Harvard Business School Case 389-005, September 1988.
-
Case
| HBS Case Collection
|
1988
(Revised from original 1979 version)
Chain Saw Industry in 1978
Michael E. Porter and David J. Collis
For use on the second day of a two-day sequence on the U.S. chain saw industry. Describes the evolution of the industry since 1974. Illustrates issues in industry evolution, the forces causing evolution, and the strategic issues raised by evolution. The discussion can center around understanding the 1974-78 time period, and then on an analysis of the future. The class can be asked to take the perspective of different major competitors.
Keywords: History;
Perspective;
Machinery and Machining;
Corporate Strategy;
Forecasting and Prediction;
Agriculture and Agribusiness Industry;
Citation: Porter, Michael E., and David J. Collis. " Chain Saw Industry in 1978." Harvard Business School Case 379-176, June 1988. (Revised from original April 1979 version.)
-
Case
| HBS Case Collection
|
1988
(Revised from original version)
Receiving Tube Industry in 1966
Michael E. Porter
Keywords: Competitive Strategy;
Corporate Strategy;
Competition;
-
Background Note
| HBS Case Collection
|
1987
(Revised from original version)
Note on the World Copier Industry in 1983 (Condensed)
Michael E. Porter
-
Case
| HBS Case Collection
|
1987
(Revised from original version)
NFL vs. the USFL
Michael E. Porter
Keywords: Sports Industry;
Citation: Porter, Michael E. " NFL vs. the USFL." Harvard Business School Case 386-168, November 1987. (Revised from original March 1986 version.)
-
Background Note
| HBS Case Collection
|
1987
(Revised from original version)
Note on the Electronic Component Distribution Industry
Michael E. Porter
Keywords: Distribution;
Electronics Industry;
Distribution Industry;
-
Case
| HBS Case Collection
|
1987
(Revised from original 1976 version)
Cramer Electronics, Inc.
Michael E. Porter
Designed to be the second day of a two-day series on the electronic component distribution industry, following a day spent discussing Note on the Electronic Component Distribution Industry and Raytheon Co.: Diversification. The important teaching themes which this case is designed to highlight are: 1) to practice the diagnosis of the strategic health of an industry leader, with emphasis on applying the tests of consistency for an effective strategy; 2) to provide practice in both qualitative and quantitative diagnosis of a company's resources, and the relating of these to strategic priorities; 3) to examine the strategic difficulties in attempting to be a large firm in a fragmented industry; and 4) to explore the difficulty of limiting growth and turning away opportunity as a strategic alternative. The series can be positioned either early in a course on strategy formulation, highlighting industry analysis and strategic testing, or later in such a course with the focus on strategic reaction to innovation, responding to a changing industry and assessing strategic alternatives.
Keywords: Change Management;
Innovation Strategy;
Management Style;
Resource Allocation;
Opportunities;
Corporate Strategy;
Diversification;
Distribution Industry;
Electronics Industry;
Citation: Porter, Michael E. " Cramer Electronics, Inc." Harvard Business School Case 377-063, February 1987. (Revised from original October 1976 version.)
-
Case
| HBS Case Collection
|
1987
(Revised from original 1980 version)
Sweco, Inc. (A)
Michael E. Porter and George S. Yip
Describes Sweco's decision about whether to enter the mud-processing equipment industry (used in oil well drilling). This is an internal entry decision, and the case describes Sweco's existing businesses as well as the mud-processing industry and competitors. The case contains enough data to calculate the costs of entry in the new industry, and to forecast the reactions of existing firms to the entry.
Keywords: Cost vs Benefits;
Decisions;
Forecasting and Prediction;
Cost;
Data and Data Sets;
Market Entry and Exit;
Competition;
Citation: Porter, Michael E., and George S. Yip. " Sweco, Inc. (A)." Harvard Business School Case 380-167, February 1987. (Revised from original March 1980 version.)
-
Supplement
| HBS Case Collection
|
1987
(Revised from original 1980 version)
Sweco, Inc. (A1)
Michael E. Porter and George S. Yip
Supplements the (A) case. Designed as an in-class handout.
Citation: Porter, Michael E., and George S. Yip. " Sweco, Inc. (A1)." Harvard Business School Supplement 380-168, February 1987. (Revised from original March 1980 version.)
-
Case
| HBS Case Collection
|
1987
Cramer Electronics, Inc. (Condensed)
Michael E. Porter
Keywords: Electronics Industry;
-
Background Note
| HBS Case Collection
|
1987
Note on the Electronic Component Distribution Industry (Condensed)
Michael E. Porter
-
Case
| HBS Case Collection
|
1987
(Revised from original version)
Sulzer Brothers Ltd.
Michael E. Porter
Citation: Porter, Michael E. " Sulzer Brothers Ltd." Harvard Business School Case 384-127, January 1987. (Revised from original November 1983 version.)
-
Background Note
| HBS Case Collection
|
1986
U.S. Television Set Market, Prewar to 1970 (Condensed)
Pankaj Ghemawat and Michael E. Porter
-
Background Note
| HBS Case Collection
|
1986
Offshore Drilling Industry in 1980 (Condensed)
Pankaj Ghemawat and Michael E. Porter
-
Case
| HBS Case Collection
|
1986
(Revised from original version)
Bendix Corp. (A) (Condensed)
Michael E. Porter
Citation: Porter, Michael E. " Bendix Corp. (A) (Condensed)." Harvard Business School Case 386-177, September 1986. (Revised from original April 1986 version.)
-
Background Note
| HBS Case Collection
|
1986
(Revised from original version)
U.S. Lodging Industry in 1985
Michael E. Porter
Keywords: United States;
Citation: Porter, Michael E. " U.S. Lodging Industry in 1985." Harvard Business School Background Note 386-068, September 1986. (Revised from original October 1985 version.)
-
Case
| HBS Case Collection
|
1986
(Revised from original version)
General Electric vs. Westinghouse in Large Turbine Generators (A)
Michael E. Porter
Describes the U.S. large turbine generator industry in early 1963, a period of severe price cutting and depressed industry conditions. Presents data to allow a structural analysis of the industry and an analysis of the strategies of the major players since 1946. The major teaching issue is the process of competitive rivalry in an oligopoly market, particularly the problems of deescalating in a situation of market warfare. This industry is one where the conditions for avoiding warfare are difficult. Subsidiary teaching issues include the structural analysis of capital goods markets and strategy for the market leader in areas like pricing, rate of technological change, and customer focus. After understanding the industry structure, the discussion should turn to what GE can do to extricate itself from the disastrous price cutting afflicting the industry.
Keywords: Transformation;
Customer Focus and Relationships;
Machinery and Machining;
Cost Management;
Price;
Management Analysis, Tools, and Techniques;
Marketing Strategy;
Industry Structures;
Competition;
Manufacturing Industry;
United States;
-
Background Note
| HBS Case Collection
|
1986
(Revised from original version)
The U.S. Bicycle Industry in 1974
Michael E. Porter
Keywords: Bicycle Industry;
United States;
Citation: Porter, Michael E. " The U.S. Bicycle Industry in 1974." Harvard Business School Background Note 382-030, August 1986. (Revised from original September 1981 version.)
-
Background Note
| HBS Case Collection
|
1986
The Swiss Watch Industry--1981-85
Michael E. Porter and Edward J. Hoff
-
Case
| HBS Case Collection
|
1986
(Revised from original version)
Baby Foods Industry--1965
Michael E. Porter
Keywords: Food and Beverage Industry;
Citation: Porter, Michael E. " Baby Foods Industry--1965." Harvard Business School Case 379-178, June 1986. (Revised from original April 1979 version.)
-
Background Note
| HBS Case Collection
|
1986
(Revised from original version)
Corn Sweetener Industry
Michael E. Porter and John R. Wells
Citation: Porter, Michael E., and John R. Wells. " Corn Sweetener Industry." Harvard Business School Background Note 386-154, June 1986. (Revised from original March 1986 version.)
-
Background Note
| HBS Case Collection
|
1986
(Revised from original version)
Note on Diversification as a Strategy
Michael E. Porter and Malcolm S. Salter
Presents a discussion of corporate diversification. Covers historical background, the concept of strategy for a diversified company, and concepts of value creation.
Keywords: Diversification;
Strategy;
Value Creation;
Citation: Porter, Michael E., and Malcolm S. Salter. " Note on Diversification as a Strategy." Harvard Business School Background Note 382-129, June 1986. (Revised from original March 1982 version.)
-
Background Note
| HBS Case Collection
|
1986
Note on Supplying the Automobile Industry (Condensed)
Michael E. Porter
-
Supplement
| HBS Case Collection
|
1986
(Revised from original 1978 version)
Polaroid-Kodak (B4)
Michael E. Porter
Supplements the (B1) case.
Keywords: Technology Industry;
Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B4)." Harvard Business School Supplement 378-176, March 1986. (Revised from original January 1978 version.)
-
Case
| HBS Case Collection
|
1986
(Revised from original 1985 version)
Seven-Up Division of Philip Morris
Michael E. Porter and Edward J. Hoff
In 1979, Philip Morris acquired the Seven-Up Co., the number three concentrate producer in the U.S. After four years of losses, Seven-Up had registered an operating profit in 1984. Industry analysts were debating the role that Seven-Up would play in Philip Morris's future.
Keywords: Acquisition;
Business Divisions;
Debates;
Profit;
Production;
Personal Development and Career;
United States;
Citation: Porter, Michael E., and Edward J. Hoff. " Seven-Up Division of Philip Morris." Harvard Business School Case 385-321, March 1986. (Revised from original April 1985 version.)
-
Case
| HBS Case Collection
|
1986
(Revised from original version)
Tatung Co. (B)
Michael E. Porter
Citation: Porter, Michael E. " Tatung Co. (B)." Harvard Business School Case 385-174, February 1986. (Revised from original October 1984 version.)
-
Background Note
| HBS Case Collection
|
1986
(Revised from original version)
World Television Industry in 1979
Michael E. Porter
Keywords: Television Entertainment;
Electronics Industry;
Citation: Porter, Michael E. " World Television Industry in 1979." Harvard Business School Background Note 385-193, January 1986. (Revised from original October 1984 version.)
-
Case
| HBS Case Collection
|
1985
Water Meter Industry in 1982
Michael E. Porter
Keywords: Utilities Industry;
Industrial Products Industry;
-
Background Note
| HBS Case Collection
|
1985
(Revised from original version)
U.S. Television Set Market, Prewar to 1970
Michael E. Porter
Keywords: Electronics Industry;
United States;
-
Background Note
| HBS Case Collection
|
1985
Note on Supplying the Automobile Industry: Changing Relationships
Michael E. Porter and Pankaj Ghemawat
-
Supplement
| HBS Case Collection
|
1985
(Revised from original 1978 version)
Polaroid-Kodak, Addendum
Michael E. Porter
Supplements the case.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak, Addendum." Harvard Business School Supplement 378-165, October 1985. (Revised from original January 1978 version.)
-
Background Note
| HBS Case Collection
|
1985
(Revised from original version)
The Disposable Diaper Industry in 1974
Michael E. Porter
Describes the rapidly growing disposable diaper industry in 1974, a period in which Procter and Gamble's industry leadership faced strong challenges from Kimberly Clark, Johnson and Johnson, and Union Carbide. The latter two firms were in the process of entry into the industry. Focuses on the decision to enter the business, the barriers to entry, and the optimal reaction of going firms, in this case Procter and Gamble, to deter or impede entry. Software for this note is available (9-388-504).
Keywords: Market Entry and Exit;
Competition;
Consumer Products Industry;
-
Case
| HBS Case Collection
|
1985
(Revised from original version)
Owens-Corning Fiberglas Corp.: Commercial Roofing Division (A)
Michael E. Porter and John R. Wells
Keywords: Competitive Strategy;
Change Management;
Construction Industry;
-
Background Note
| HBS Case Collection
|
1985
(Revised from original version)
Offshore Drilling Industry in 1980
Michael E. Porter
-
Case
| HBS Case Collection
|
1985
(Revised from original version)
Bendix Corp. (A)
Michael E. Porter
Citation: Porter, Michael E. " Bendix Corp. (A)." Harvard Business School Case 378-257, July 1985. (Revised from original May 1978 version.)
-
Case
| HBS Case Collection
|
1985
(Revised from original version)
Fiber-Optics Industry (A): Products, Technology, and Markets--1978
Michael E. Porter
Keywords: Competition;
Competitive Strategy;
Hardware;
Communications Industry;
Telecommunications Industry;
-
Case
| HBS Case Collection
|
1985
(Revised from original version)
Receiving Tube Industry in 1967-78
Michael E. Porter
Keywords: Competition;
Competitive Strategy;
-
Case
| HBS Case Collection
|
1985
(Revised from original version)
Baby Foods Industry--1966-78
Michael E. Porter
Keywords: Food and Beverage Industry;
Citation: Porter, Michael E. " Baby Foods Industry--1966-78." Harvard Business School Case 379-185, July 1985. (Revised from original April 1979 version.)
-
Case
| HBS Case Collection
|
1985
(Revised from original 1979 version)
Chain Saw Industry in 1974
Michael E. Porter
Describes the structure of the chain saw industry in 1974, when it is on the threshold of a major period of growth. Data are provided on each significant competitor. The discussion should center around strategies in a growing market for differently situated competitors.
Keywords: History;
Marketing Strategy;
Industry Growth;
Corporate Strategy;
Infrastructure;
Growth and Development;
Citation: Porter, Michael E. " Chain Saw Industry in 1974." Harvard Business School Case 379-157, June 1985. (Revised from original March 1979 version.)
-
Case
| HBS Case Collection
|
1985
(Revised from original 1976 version)
Raytheon Co.: Diversification
Michael E. Porter
Centers on the question of whether Raytheon should enter the electronic component distribution industry in the context of its broad diversification approach and acquisition criteria. This industry represents a vertical integration area for Raytheon, so the analytical issues raised by vertical integration decisions can be explored as well. Used in a section of a business policy course on diversification strategy, or to motivate the comprehensive analysis of the electronic component distribution industry earlier in a policy course. Designed for use with Note on the Electronic Component Distribution Industry.
Keywords: Acquisition;
Policy;
Market Entry and Exit;
Distribution;
Diversification;
Vertical Integration;
Distribution Industry;
Electronics Industry;
Citation: Porter, Michael E. " Raytheon Co.: Diversification." Harvard Business School Case 377-055, May 1985. (Revised from original October 1976 version.)
-
Case
| HBS Case Collection
|
1985
NFL vs. the USFL (A)
Michael E. Porter
Keywords: Sports Industry;
-
Case
| HBS Case Collection
|
1985
NFL vs. the USFL (B)
Michael E. Porter
Keywords: Sports Industry;
-
Background Note
| HBS Case Collection
|
1985
(Revised from original version)
Note on the Corn Wet Milling Industry--1972
Michael E. Porter
Keywords: Food and Beverage Industry;
Manufacturing Industry;
-
Supplement
| HBS Case Collection
|
1984
(Revised from original 1979 version)
Chain Saw Industry in 1978, Addendum
Michael E. Porter
Supplements the case. Designed as an in-class handout.
Keywords: Consumer Products Industry;
-
Case
| HBS Case Collection
|
1984
(Revised from original version)
Hospital Affiliates International, Inc. and the Hospital Management Industry (Condensed)
Michael E. Porter
Keywords: Health Industry;
-
Case
| HBS Case Collection
|
1983
(Revised from original 1976 version)
EG&G, Inc. (B)
Michael E. Porter
Raises the dilemmas of making strategic decisions within an organizational construct. The divestment of a division of the company raises not only strategic issues but organizational and interpersonal ones as well. The decision is framed through the strategic planning process, and the case presents data in the form the general manager had available.
Keywords: Business Divisions;
Decisions;
Business or Company Management;
Organizations;
Strategic Planning;
Strategy;
Service Industry;
Citation: Porter, Michael E. " EG&G, Inc. (B)." Harvard Business School Case 376-188, November 1983. (Revised from original February 1976 version.)
-
Case
| HBS Case Collection
|
1983
(Revised from original version)
U.S. Securities Industry in 1979
Michael E. Porter
Keywords: Competitive Strategy;
Financial Services Industry;
United States;
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak (B7)
Michael E. Porter
Supplements the (B1) case.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B7)." Harvard Business School Supplement 378-179, October 1983. (Revised from original January 1978 version.)
-
Supplement
| HBS Case Collection
|
1983
(Revised from original version)
Owens-Corning Fiberglas Corp.: Commercial Roofing Division (B)
Michael E. Porter and John R. Wells
Keywords: Manufacturing Industry;
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1982 version)
Rockwell International (A1)
Michael E. Porter
Supplements the (A) case. Designed as an in-class handout.
Citation: Porter, Michael E. " Rockwell International (A1)." Harvard Business School Supplement 383-020, July 1983. (Revised from original August 1982 version.)
-
Background Note
| HBS Case Collection
|
1983
(Revised from original version)
Note on the Structural Analysis of Industries
Michael E. Porter
Provides a framework for the analysis of industry structure. Identifies the major structural features that influence the profit potential in industries and some illustrative implications of these for strategy formulation. Can be used as a reference note for business policy courses and/or as the background for a lecture on industry analysis.
Keywords: Industry Structures;
Business Strategy;
Profit;
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1979 version)
Polaroid-Kodak, (B11)
Michael E. Porter
Supplements the (B1) through (B10) cases.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak, (B11)." Harvard Business School Supplement 379-149, May 1983. (Revised from original March 1979 version.)
-
Case
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak (B1)
Michael E. Porter
Describes additional events in battle between Polaroid and Kodak outlined in Polaroid-Kodak. Includes the competitive actions taken by the companies such as the introduction of customer rebates and bonus plans with dealers. Details the new products of each company and the marketing practices employed. Designed to allow a contrast to Kodak's entry into instant cameras.
Keywords: Customer Focus and Relationships;
Marketing Strategy;
Market Entry and Exit;
Product;
Competitive Strategy;
Electronics Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B1)." Harvard Business School Case 378-173, February 1983. (Revised from original January 1978 version.)
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak (B2)
Michael E. Porter
Supplements the (B1) case.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B2)." Harvard Business School Supplement 378-174, February 1983. (Revised from original January 1978 version.)
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak (B3)
Michael E. Porter
Supplements the (B1) case.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B3)." Harvard Business School Supplement 378-175, February 1983. (Revised from original January 1978 version.)
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak (B5)
Michael E. Porter
Supplements the (B1) case.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B5)." Harvard Business School Supplement 378-177, February 1983. (Revised from original January 1978 version.)
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak (B6)
Michael E. Porter
Supplements the (B1) case.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B6)." Harvard Business School Supplement 378-178, February 1983. (Revised from original January 1978 version.)
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak (B8)
Michael E. Porter
Supplements the (B1) case.
Keywords: Technology Industry;
Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B8)." Harvard Business School Supplement 378-180, February 1983. (Revised from original January 1978 version.)
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak (B9)
Michael E. Porter
Supplements the (B1) case.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak (B9)." Harvard Business School Supplement 378-181, February 1983. (Revised from original January 1978 version.)
-
Supplement
| HBS Case Collection
|
1983
(Revised from original 1978 version)
Polaroid-Kodak, (B10)
Michael E. Porter
Supplements the (B1) case.
Keywords: Consumer Products Industry;
Citation: Porter, Michael E. " Polaroid-Kodak, (B10)." Harvard Business School Supplement 378-182, February 1983. (Revised from original January 1978 version.)
-
Background Note
| HBS Case Collection
|
1982
(Revised from original version)
U.S. Television Set Market--1970-79
Michael E. Porter
Keywords: United States;
-
Background Note
| HBS Case Collection
|
1982
(Revised from original version)
Television Set Industry in 1979: Japan, Europe, and Newly Industrializing Countries
Michael E. Porter
Keywords: Electronics Industry;
-
Case
| HBS Case Collection
|
1982
(Revised from original version)
Fiber-Optics Industry (B): Historical Development and Competitor Profiles--1978
Michael E. Porter
Keywords: History;
Competition;
Applied Optics;
Information Technology;
Communications Industry;
Telecommunications Industry;
-
Case
| HBS Case Collection
|
1982
Fiber-Optics Industry (C)
Michael E. Porter and John R. Wells
Keywords: Telecommunications Industry;
-
Supplement
| HBS Case Collection
|
1982
Fiber-Optics Industry (D)
Michael E. Porter and John R. Wells
Keywords: Communications Industry;
Electronics Industry;
Citation: Porter, Michael E., and John R. Wells. " Fiber-Optics Industry (D)." Harvard Business School Supplement 383-044, October 1982.
-
Supplement
| HBS Case Collection
|
1982
Fiber-Optics Industry (E)
Michael E. Porter and John R. Wells
Keywords: Communications Industry;
Electronics Industry;
Citation: Porter, Michael E., and John R. Wells. " Fiber-Optics Industry (E)." Harvard Business School Supplement 383-045, October 1982.
-
Supplement
| HBS Case Collection
|
1982
Fiber-Optics Industry (F)
Michael E. Porter and John R. Wells
Keywords: Communications Industry;
Electronics Industry;
Citation: Porter, Michael E., and John R. Wells. " Fiber-Optics Industry (F)." Harvard Business School Supplement 383-046, October 1982.
-
Background Note
| HBS Case Collection
|
1981
(Revised from original version)
Note on Supplying the Automobile Industry
Michael E. Porter
Keywords: Supply Chain;
Auto Industry;
-
Case
| HBS Case Collection
|
1981
Hospital Affiliates International, Inc. and the Hospital Management Industry
Michael E. Porter
Keywords: Health Care and Treatment;
Management;
Health Industry;
-
Background Note
| HBS Case Collection
|
1981
(Revised from original version)
Note on the Corn Wet Milling Industry--1973-77
Michael E. Porter
Keywords: Food and Beverage Industry;
Manufacturing Industry;
-
Case
| HBS Case Collection
|
1981
Heinz U.S.A.: Baby Food
Michael E. Porter
Keywords: Food and Beverage Industry;
-
Case
| HBS Case Collection
|
1980
People's Republic of China
Michael E. Porter
Keywords: China;
-
Teaching Note
| HBS Case Collection
|
1980
(Revised from original version)
Note on the Electronic Component Distribution Industry, Raytheon Co.: Distribution, & Cramer Electronics, Teaching Note
Michael E. Porter
Keywords: Distribution Industry;
Electronics Industry;
Citation: Porter, Michael E. "Note on the Electronic Component Distribution Industry, Raytheon Co.: Distribution, & Cramer Electronics, Teaching Note." Harvard Business School Teaching Note 379-146, September 1980. (Revised from original March 1979 version.)
-
Case
| HBS Case Collection
|
1980
(Revised from original version)
Hospital Affiliates International, Inc. (A)
Michael E. Porter
Keywords: Competitive Strategy;
Contracts;
Health Industry;
-
Supplement
| HBS Case Collection
|
1980
(Revised from original version)
General Electric vs. Westinghouse in Large Turbine Generators (B)
Michael E. Porter
Supplements the (A) case. Designed as an in-class handout.
Keywords: Energy Generation;
Industrial Products Industry;
-
Case
| HBS Case Collection
|
1980
Profiles of Selected U.S. Securities Firms in 1979
Michael E. Porter
Keywords: History;
Financial Services Industry;
-
Supplement
| HBS Case Collection
|
1980
General Electric vs. Westinghouse in Large Turbine Generators (C)
Michael E. Porter
Supplements the (A) case.
Keywords: Manufacturing Industry;
United States;
-
Supplement
| HBS Case Collection
|
1979
Note on the Electronic Component Distribution Industry, Supplement
Michael E. Porter
Keywords: Distribution;
Electronics Industry;
-
Supplement
| HBS Case Collection
|
1979
Note on the Electronic Component Distribution Industry, Addendum
Michael E. Porter
Keywords: Distribution Industry;
Electronics Industry;
-
Case
| HBS Case Collection
|
1978
Sierra Log Homes, Inc. (A)
Michael E. Porter
Describes the history and evolution of the log home manufacturing industry, a rapidly growing embryonic industry capitalizing on the back-to-basics lifestyle changes in the United States. Focuses on one of the leading firms in the industry, but allows a discussion of several of the other industry leaders as well. Designed for use in a two-day series on the analysis of strategic problems in an embryonic industry. What are the characteristic strategic issues in these types of industry environments? How do we anticipate and predict industry changes that will occur? How should an industry leader respond to the environment?
Keywords: History;
Risk Management;
Duopoly and Oligopoly;
Business or Company Management;
Situation or Environment;
Competitive Strategy;
Industry Structures;
Business Startups;
Business Strategy;
Construction Industry;
United States;
-
Supplement
| HBS Case Collection
|
1978
Sierra Log Homes, Inc. (B1)
Michael E. Porter
Supplements the (A) case.
Keywords: Construction Industry;
United States;
-
Supplement
| HBS Case Collection
|
1978
Sierra Log Homes, Inc. (B2)
Michael E. Porter
Supplements the (A) case.
Keywords: Construction Industry;
United States;
-
Supplement
| HBS Case Collection
|
1978
Sierra Log Homes, Inc. (B3)
Michael E. Porter
Supplements the (A) case.
Keywords: Construction Industry;
United States;
-
Supplement
| HBS Case Collection
|
1978
Sierra Log Homes, Inc. (B4)
Michael E. Porter
Supplements the (A) case.
Keywords: Construction Industry;
United States;
-
Supplement
| HBS Case Collection
|
1978
Sierra Log Homes, Inc. (B5)
Michael E. Porter
Supplements the (A) case.
Keywords: Construction Industry;
United States;
-
Supplement
| HBS Case Collection
|
1978
Sierra Log Homes, Inc. (B6)
Michael E. Porter
Supplements the (A) case.
Keywords: Construction Industry;
United States;
-
Case
| HBS Case Collection
|
1977
(Revised from original version)
Mobil Oil Corp. (A)
Michael E. Porter
Keywords: Energy Industry;
Citation: Porter, Michael E. " Mobil Oil Corp. (A)." Harvard Business School Case 378-126, December 1977. (Revised from original November 1977 version.)
-
Background Note
| HBS Case Collection
|
1977
(Revised from original version)
Note on the Hospital Management Industry
Michael E. Porter
Keywords: Management;
Health Industry;
-
Supplement
| HBS Case Collection
|
1977
Hospital Affiliates International, Inc. (B)
Michael E. Porter
Keywords: Health Industry;
-
Supplement
| HBS Case Collection
|
1977
Hospital Affiliates International, Inc. (C)
Michael E. Porter
Keywords: Health Industry;
-
Background Note
| HBS Case Collection
|
1976
Industry Structural Change
Michael E. Porter
Presents a framework for understanding and predicting industry structural change. Examines 1) the important underlying forces causing structural change, 2) the key relationships among industry elements in the process of change, and 3) some implications of change for corporate strategy. Designed for use in a section of a course on strategy formulation which concerns itself with strategy formulation in changing industries.
Keywords: Framework;
Industry Structures;
Organizational Change and Adaptation;
Organizational Structure;
Strategy;
Corporate Strategy;
-
Conference Presentation
|
27
Mar
2000
Biotechnology Industry Organization Paper
Michael Porter
Citation: Porter, Michael. "Biotechnology Industry Organization Paper." Paper presented at the Bio 2000 Economic Forum, Boston, MA, March 27, 2000.
-
Conference Presentation
|
10
Dec
1998
Achieving Competitiveness in the UK: Challenges for Government and Industry
Michael Porter
Keywords: Competition;
Problems and Challenges;
Business and Government Relations;
United Kingdom;
Citation: Porter, Michael. "Achieving Competitiveness in the UK: Challenges for Government and Industry." Merck, Sharp and Dohme Inc., December 10, 1998.
-
Conference Presentation
|
01
Nov
1998
On the Economy of New Zealand
Michael E. Porter
Keywords: Economics;
Oceania;
Citation: Porter, Michael E. "On the Economy of New Zealand." Paper presented at the Wellington Town Hall Presentation, New Zealand Trade Development Board, November 01, 1998.
-
Report
| 2012
Prosperity at Risk: Findings of Harvard Business School's Survey on U.S. Competitiveness
Michael E. Porter and Jan W. Rivkin
Keywords: Trade;
International Relations;
Competition;
United States;
Citation: Porter, Michael E., and Jan W. Rivkin. "Prosperity at Risk: Findings of Harvard Business School's Survey on U.S. Competitiveness." Report, January 2012.
-
Report
| 2003
UK Competitiveness: Moving to the Next Stage
Michael E. Porter and Christian H.M. Ketels
The UK has seen its economic performance improve significantly over recent years. But despite this positive trend, there remains a productivity gap towards the US and the leading continental European countries. This report provides a broad assessment of UK competitiveness to analyze the root causes for this gap. It dismisses the claim that weak management might be the culprit for the lower level of R&D and productivity in UK companies. Instead, it points towards the need to move competitiveness upgrading to a new level, thus providing an environment where companies will face conditions in which they can and need to move towards more knowledge-based modes of competing. The UK has been successful as a very open, highly competitive economy where barriers to rivalry have been removed and companies excelled in making the most from existing assets. It now needs to move to a model where investments in the business environment enable companies to also build new skills and assets. This requires changes in government policy as well as in company strategies.
Keywords: Competition;
Economics;
Performance Productivity;
Management Analysis, Tools, and Techniques;
Research and Development;
Competency and Skills;
Investment;
Assets;
Corporate Strategy;
Policy;
Management;
Knowledge Use and Leverage;
United Kingdom;
United States;
-
Other Unpublished Work
| 1996
Tradeoffs, Activity Systems, and the Theory of Competitive Strategy
M. E. Porter
Keywords: Competitive Strategy;
Citation: Porter, M. E. "Tradeoffs, Activity Systems, and the Theory of Competitive Strategy." December 1996.
-
Report
| 1995
Lifting All Boats: Increasing the Payoff from Private Investment in the US Economy
Michael Porter
Keywords: Investment;
Private Sector;
United States;
Citation: Porter, Michael. "Lifting All Boats: Increasing the Payoff from Private Investment in the US Economy." Report, September 1995. (Capital Allocation Subcouncil to the Competitiveness Policy Council.)
-
Other Unpublished Work
| 1993
The Wealth of Regions
Michael Porter
Keywords: Wealth;
Globalized Economies and Regions;
Citation: Porter, Michael. "The Wealth of Regions." World Link Publications, London, England, November 1993.
|
|