“Competition on dimensions other than price - on product features, support services, delivery time, or brand image, for instance - is less… — Michael E. Porter Copy Share Image
“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 Copy Share Image
“It is the "threat of entry", not whether "entry" actually occurs, that holds down profitability. p.26” — Michael E. Porter Copy Share Image
“Some managers mistake “customer focus” to mean they must serve all customer needs or respond to every request from distribution channels.” — Michael E. Porter Copy Share Image
“Within most well-established companies is a core of uniqueness. It is identified by answering questions such as the following: • Which of… — Michael E. Porter Copy Share Image
“Competition on dimensions other than price - on product features, support services, delivery time, or brand image, for instance - is less likely to… — Michael E. Porter Copy Share Image
“THE U.S. HEALTH CARE SYSTEM is on a dangerous path, with a toxic combination of high costs, uneven quality, frequent errors, and limited access… — Michael E. Porter Copy Share Image
“Programs in operational effectiveness produce reassuring progress, although superior profitability may remain elusive. Business publications and consultants flood the market with information about what… — Michael E. Porter Copy Share Image
“U.S. consumers report higher dissatisfaction with their health care system than do consumers in other developed nations.” — Michael E. Porter Copy Share Image
“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 Copy Share Image
“Many countries have state-dominated or state-run systems with little competition. Their historically lower costs and favorable mortality statistics have led some to advocate that… — Michael E. Porter Copy Share Image
“One of the essential tasks in industry analysis is to distinguish temporary or cyclical changes from structural changes. P.29” — Michael E. Porter Copy Share Image
“The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force,… — Michael E. Porter Copy Share Image
“Standardized process guidelines belie the complexity of individual patient circumstances, and freeze care delivery processes rather than foster innovation. What is needed is competition… — Michael E. Porter Copy Share Image
“Good quality is less costly because of more accurate diagnoses, fewer treatment errors, lower complication rates, faster recovery, less invasive treatment, and the minimization… — Michael E. Porter Copy Share Image
“General management is more than the stewardship of individual functions. Its core is strategy: defining and communicating the company’s unique position, making trade-offs, and… — Michael E. Porter Copy Share Image
“But history tells us that monopolies that are truly benevolent and effective are rare.” — Michael E. Porter Copy Share Image
“How to create competition on results throughout the system, and the kinds of information that need to be measured, analyzed, and disseminated, appear as… — Michael E. Porter Copy Share Image
“It is more useful to think in terms of themes that pervade many activities, such as low cost, a particular notion of customer service,… — Michael E. Porter Copy Share Image
“Although external changes can be the problem, the greater threat to strategy often comes from within. A sound strategy is undermined by a misguided… — Michael E. Porter Copy Share Image
