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

“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

“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

“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

“At the most basic level, competition in health care must take place where value is actually created.”

— Michael E. Porter

“Competition in the current system is at the same time too broad, too narrow, and too local.”

— Michael E. Porter

“Competitive forces = the underlying drivers of profitability P.25”

— Michael E. Porter

“It is the "threat of entry", not whether "entry" actually occurs, that holds down profitability. p.26”

— Michael E. Porter

“The only way to truly reform health care is to reform the nature of competition itself.”

— Michael E. Porter

“Many strategy errors emanate from mistaking the relevant industry, defining it too broadly or too narrowly p.37”

— Michael E. Porter

“High rivalry limits the profitability of an industry P.32”

— Michael E. Porter

“Understanding the competitive forces, and their underlying causes, reveals the roots of an industry’s current profitability while providing a framework for anticipating…

— Michael E. Porter

“Indeed, one of the most important functions of an explicit, communicated strategy is to guide employees in making choices that arise because…

— Michael E. Porter

“Consumers will only be able to play a bigger role in their care, and make better choices, if providers and health plans…

— 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

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

— 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

“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

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

— Michael E. Porter

“Rather than measuring results and rewarding excellent providers with more patients, the focus has been on lifting all boats by attempting to…

— 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

“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

“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

“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

“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

“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

“Strategy involves creating “fit” among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one…

— 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

“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