The strategy literature has long debated the relative contribution of firm versus industry related factors as the drivers of firm profitability. The industrial organization perspective on this issue suggests that the structure of an industry is a key determinant of profitability (e.g., Porter, 1979). On the other hand, the resource-based view of the firm posits that strategic advantages conferr...

Some managers concentrate so single-mindedly on their direct rivals in the fight for market share that they fail to notice other elements in the competitive environment — often with disastrous results. The author of this McKinsey Awardwinning article describes the five "competitive forces" that aflfect the market arena and shows how important it is for a company to consider them all, so as to b...

the use of the internet has increased in recent years remarkably. companies employ the world wide web (www) to gather, disseminate and interchange information with actual and potential customers, and then internet technology seems to be served and applied as a strategic tool and affects strategies and practices of a firm such as porter's competitive strategies. many research findings confi...

With the development of information technologies, enterprises are working in a complex and dynamic environment. Monitoring the competitive environment and effectively transforming data into knowledge for decision makers are vital competitive powers. In order to monitor and analyse the competitive environment of businesses, we integrate two well-known competitive intelligence analysis methods, t...

Today’s strange, new business world needs an augmented model of industry and market analysis that reflects recent developments in industry dynamics, such as globalization, entrepreneurship, technological advances, and the Internet. Here we present such an updated model, built on and expanding the basic premises that underlie Porter’s Five Competitive Forces Model. And we offer suggestions for h...