Michael E. Porter

“About half of employer-provided health plans in the United States are self-insured plans, giving employers even more latitude in designing and administering…

— Michael E. Porter

“Strategy can be viewed as building defenses against the competitive forces or finding a position in the industry where the forces are…

— Michael E. Porter

“As important as the dimensions of rivalry is whether rivals compete on the same dimensions. When all or many competitors aim to…

— Michael E. Porter

“Some managers mistake “customer focus” to mean they must serve all customer needs or respond to every request from distribution channels.”

— Michael E. Porter

“The local bias in health care means that many providers offer services in which they lack the volume and experience to be…

— Michael E. Porter

“Competition on value must revolve around results. The results that matter are patient outcomes per unit of cost at the medical condition…

— Michael E. Porter

“When providers have to compete on results, the problem of supply-driven demand, in which available capacity leads to care with questionable benefits,…

— Michael E. Porter

“Pay-for-performance will only raise costs if providers get higher pay for process compliance but do not have to compete on results.”

— Michael E. Porter

“Programs in operational effectiveness produce reassuring progress, although superior profitability may remain elusive. Business publications and consultants flood the market with information…

— Michael E. Porter

“Ask those responsible for each activity to identify how other activities within the company improve or detract from their performance. Second, are…

— Michael E. Porter

“One implication is that strategic positions should have a horizon of a decade or more, not of a single planning cycle. Continuity…

— Michael E. Porter

“The fundamental problem in the U.S. health care system is that the structure of health care delivery is broken. This is what…

— Michael E. Porter

“A production line with high levels of model variety is more valuable when combined with an inventory and order processing system that…

— Michael E. Porter

“Consistency ensures that the competitive advantages of activities cumulate and do not erode or cancel themselves out. It makes the strategy easier…

— Michael E. Porter

“From a strategic perspective, however, the issues in health care can be divided into three broad areas. The first is the cost…

— Michael E. Porter

“Moving to value-based competition on results will require significant changes by all system participants, as we have noted. However, the system can,…

— Michael E. Porter

“In many industries, however, what some call hypercompetition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition.…

— Michael E. Porter

“Value in health care is determined in addressing the patient’s particular medical condition over the full cycle of care, from monitoring and…

— Michael E. Porter

“U.S. consumers report higher dissatisfaction with their health care system than do consumers in other developed nations.”

— Michael E. Porter

“If the forces are intense, (..) almost no company earns attractive returns on investment. If the forces are benign, (..) many companies…

— Michael E. Porter

“THE U.S. HEALTH CARE SYSTEM is on a dangerous path, with a toxic combination of high costs, uneven quality, frequent errors, and…

— Michael E. Porter

“Southwest’s strategy involves a whole system of activities, not a collection of parts. Its competitive advantage comes from the way its activities…

— Michael E. Porter

“The point of industry analysis is not to declare the industry attractive or unattractive but to understand the underpinnings of competition and…

— Michael E. Porter

“MOST COMPANIES OWE THEIR INITIAL success to a unique strategic position involving clear trade-offs. Activities once were aligned with that position.”

— Michael E. Porter

“Per capita health care cost in the United States surpasses that of most other developed countries. Despite this, U.S. costs are rising…

— Michael E. Porter

“The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most…

— Michael E. Porter

“General management is more than the stewardship of individual functions. Its core is strategy: defining and communicating the company’s unique position, making…

— Michael E. Porter

“Fit is important because discrete activities often affect one another. A sophisticated sales force, for example, confers a greater advantage when the…

— Michael E. Porter

“The challenge of developing or reestablishing a clear strategy is often primarily an organizational one and depends on leadership. With so many…

— Michael E. Porter