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Porter's generic strategies detail the interaction between cost minimization strategies, product differentiation strategies, and market focus strategies of firms. Michael Porter described an industry as having multiple segments that can be targeted by a firm.
Porter's interest in economic development led him to develop the concept of the "diamond" model of national competitive advantage, which highlights the interplay between a country's factor conditions, demand conditions, related and supporting industries, and firm strategy, structure, and rivalry.
Michael Porter's Three Generic Strategies. Porter wrote in 1980 that strategy target either cost leadership, differentiation, or focus. These are known as Porter's three generic strategies and can be applied to any size or form of business.
Michael Porter wrote in 1980 that formulation of competitive strategy includes consideration of four key elements: Company strengths and weaknesses; Personal values of the key implementers (i.e., management and the board); Industry opportunities and threats; Broader societal expectations.
American academic Michael Porter defined two ways in which an organization can achieve competitive advantage over its rivals: a cost advantage and a differentiation advantage. A cost advantage arises when a business can provide the same products and services as its competitors but at a lower cost.
Porter's five-forces framework is based on the structure–conduct–performance paradigm in industrial organizational economics. Other Porter's strategy tools include the value chain and generic competitive strategies.
In this model, four attributes are taken into consideration: factor conditions, demand conditions, related and supporting industries, and firm strategy, structure, and rivalry. According to Michael Porter, the model's creator, "These determinants create the national environment in which companies are born and learn how to compete."
Michael Porter defined strategy in 1980 as the "...broad formula for how a business is going to compete, what its goals should be, and what policies will be needed to carry out those goals" and the "...combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there."
Michael Porter, the originator of the five forces analysis has suggested that complementary products are not an additional force that determine the competitive intensity or profitability of an industry, but rather can be seen as a factor that influences the other five forces.
In 1980, Michael Porter developed an approach to strategy formulation that proved to be extremely popular with both scholars and practitioners. The approach became known as the positioning school because of its emphasis on locating a defensible competitive position within an industry or sector.