Майкл Юджин Портер цитаты

Майкл Юджин Портер фото

1   0

Майкл Юджин Портер

Дата рождения: 23. Май 1947

Майкл Юджи́н По́ртер — американский экономист, профессор кафедры делового администрирования Гарвардской школы бизнеса , признанный специалист в области изучения экономической конкуренции, в том числе конкуренции на международных рынках, конкуренции между странами и регионами. Разработал теорию конкурентных преимуществ стран.


„Сценарии – один из важнейших инструментов планирования, позаимствованный из «стратегического арсенала». В его основе лежит следующее предположение: пусть мы не способны предсказывать будущее, но умозрительное рассмотрение различных вариантов развития событий означает, что мы открываем разум всему новому – быть может, его посетит правильное решение…“

„The essence of strategy is choosing what not to do.“ What Is Strategy?


„But history tells us that monopolies that are truly benevolent and effective are rare.“ Redefining Health Care: Creating Value-based Competition on Results

„Standardized process guidelines belie the complexity of individual patient circumstances, and freeze care delivery processes rather than foster innovation. What is needed is competition on results, not standardized care. What is needed is competition on results, not just evidence-based medicine. There should be no presumption that good quality is more costly.“ Redefining Health Care: Creating Value-based Competition on Results

„This is analogous to the situation in which the robber says, “stick ’em up, I want your money,” and the deranged-looking victim says “If you take it, I will explode this bomb and kill us both!“ Competitive Strategy: Techniques for Analyzing Industries and Competitors

„If the forces are intense, (..) almost no company earns attractive returns on investment.

If the forces are benign, (..) many companies are profitable. P. 25“
HBR's 10 Must Reads on Strategy

„The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious. P. 26“ HBR's 10 Must Reads on Strategy

„consumers tend to be more price sensitive if they are purchasing products that are undifferentiated, expensive relative to their incomes, or of a sort where quality is not particularly important to them.“ Competitive Strategy: Techniques for Analyzing Industries and Competitors


„Understanding the competitive forces, and their underlying causes, reveals the roots of an industry’s current profitability while providing a framework for anticipating and influencing competition (and profitability) over time. P. 26“ HBR's 10 Must Reads on Strategy

„Understanding industry structure is also essential to effective strategic positioning P. 26“ HBR's 10 Must Reads on Strategy

„Competition has taken place at the wrong levels, and on the wrong things. It has gravitated to a zero-sum competition, in which the gains of one system participant come at the expense of others. Participants compete to shift costs to one another, accumulate bargaining power, and limit services. This kind of competition does not create value for patients, but erodes quality, fosters inefficiency, creates excess capacity, and drives up administrative costs, among other nefarious effects.“ Redefining Health Care: Creating Value-based Competition on Results

„Competition takes place on broad service lines, not individual services. Providers offer every possible service, and gear up to handle any patient who walks in the door. Health plans contract with providers across the board. Yet breadth of services per se has little impact on patient value—it is the ability to deliver value in each medical condition that matters. Health plans and providers have merged and consolidated, but the pursuit of breadth and the duplication of services have only increased. As system participants compete on breadth, competition at the medical condition level has been suppressed or eliminated by health plan networks, captive referrals within provider groups, and the almost total absence of relevant information.“ Redefining Health Care: Creating Value-based Competition on Results


„From my examination of many declining industries, the firms that seem to be the most objective about managing the decline process are those that also participate in the substitute industry. They have a clearer perception concerning the prospects of the substitute product and the threat of decline.“ Competitive Strategy: Techniques for Analyzing Industries and Competitors

„Moving to value-based competition on results will require significant changes by all system participants, as we have noted. However, the system can, and will, change from within. Each system participant can significantly improve value, and reap the benefits, even if nothing else in the system changes.“ Redefining Health Care: Creating Value-based Competition on Results

„Demand for a product is affected by the cost and quality, broadly defined, of substitute products. If the cost of a substitute falls in relative terms, or if its ability improves to satisfy the buyer’s needs, industry growth will be adversely affected (and vice versa). Examples are the inroads that television and radio have made on the demand for live concerts by symphony orchestras and other performing groups; the growth in demand for magazine advertising space as television advertising rates climb sharply and prime advertising television time becomes increasingly scarce; and the depressing effect of rising prices on the demand of such products as chocolate candy and soft drinks relative to their substitutes.“ Competitive Strategy: Techniques for Analyzing Industries and Competitors

„Competing on results requires that results be measured and made widely available. Only by measuring and holding every system participant accountable for results will the performance of the health care system ever be significantly improved.“ Redefining Health Care: Creating Value-based Competition on Results

Подобные авторы