Harvard Business Review

MAY 13, 2011

This problem is as real for consumer-centric organizations as for corporations looking for opportunities to share value beyond their shareholders (as Michael Porter and Mark Kramer recently discussed in the pages of HBR ). That is, how exactly do you price so that you consumers feel happy and come back for more?

Price 15

Price Porter Early Adopters Long-term 15

Harvard Business Review

MARCH 8, 2016

Escalating wealth driven by a bull market cannot be divorced from the atrophying of the middle class when stock repurchases and cash reserves nudge earnings per share and stock prices higher but do nothing to create employment or increase national productivity. Nor does political rebellion serve companies or their shareholders well.

Politics 8

Politics Short-term Long-term Porter 8

Harvard Business Review

MARCH 26, 2012

Where most managers are forced to spend their days figuring out the next best iteration on their products or services, a handful of companies have been able to exploit scale instead of vision in their pursuit of profit. Huge retailers such as Walmart and Target also use scale to keep their purchasing costs down and their prices competitive.

Porter 12

Porter Competitive Advantage Safe Harbor Efficiency 12

Harvard Business Review

OCTOBER 4, 2013

From Michael Porter to Costas Markides and through the Blue Oceans of Kim and Mauborgne, strategy scholars have been urging executives to distinguish their firm’s offerings and carve out a unique market position. McKinsey, of course, offers the most uncertain product of all: Strategy advice.

McKinsey 13

McKinsey Mauborgne Competitive Advantage Porter 13

Harvard Business Review

MAY 15, 2014

Now the convergence of long-standing cathode-ray-tube and light-pen hardware with software that would accept English language commands was about to create a revolution in data analysis.

Porter 9

Porter Price Technology Constraint 9

Harvard Business Review

JANUARY 12, 2012

To deliver goods and services at that singular instance, industries will adopt production and distribution models. If you are at all familiar with Michael Porter's work , think about this as an industry developing its value chain. But even with its ability to sustain lower prices, the new model had little support. What changed?

Technology 15

Technology Retail Supply Chain Business Model 15

Harvard Business Review

APRIL 15, 2014

But it replaced one that had played music of the 1930s and ‘40s, prompting those customers who enjoyed classics from the likes of Irving Berlin, Cole Porter and the Gershwins to cancel their subscriptions. If you bounce from one strategy (say, low prices) to another (full service) and back again, people won’t know what you stand for.

Disruptive Innovation 10

Disruptive Innovation Mass Marketing Fashion Porter 10

Harvard Business Review

NOVEMBER 3, 2016

In strategy, an entire generation grew up with Michael Porter’s five forces. In this model, competitive advantage is achieved by driving costs down, driving prices up, locking in customers, and locking out competitors and entrants. The Porter model of strategy isn’t obsolete. Martin Reeves and Georg Wittenburg.

Porter 8

Porter Competitive Advantage Senge Network Economy 8

Harvard Business Review

OCTOBER 21, 2016

Michel Porter and Mark Kramer pioneered the idea of “creating shared value,” arguing that businesses can generate economic value by identifying and addressing social problems that intersect with their business. Redesigning products to meet environmental standards or social needs offers new business opportunities.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

JULY 22, 2015

As Michael Porter argued a long time ago , the simplest measure of competition is profitability. Puzzling anecdotes abound: Microsoft has missed out on a series of new products in the past decade, yet as Don Sull points out , it continues to be highly profitable. The macro numbers tell a very different story.

Sull 8

Sull Competitive Advantage Porter Industry 8

Harvard Business Review

NOVEMBER 18, 2011

billion in agricultural production alone. Water is one of the world's most glaring commercial anomalies, with a price reflecting nothing more than the costs to extract and distribute it. Even as demand vastly outpaces supply, the market price is as static as a boulder in stream.

Supply Chain 15

Supply Chain Long-term Short-term Porter 15

Harvard Business Review

FEBRUARY 24, 2011

At the same time, the federal and state governments understand that their budgets can't muster all the ideas, products and services that are needed to solve the problems facing us. This cover story, by Michael Porter, suggests that companies and government need to get outside an outdated approach to value creation.

Innovation 15

Innovation Succession Porter Venture Capitalist 15

Harvard Business Review

OCTOBER 13, 2015

But, as Michael Porter and Robert Kaplan of Harvard Business School have argued , we need to examine costs at a more granular level at which clinical outcomes are matched with the business and administrative processes. These trends likely result in market-share gains for providers that deliver high quality at lower costs. Insight Center.

Health Care 8

Health Care Insurance Price Cost 8

Harvard Business Review

MARCH 2, 2011

co-founded by Michael Porter back in the early 1980s, has seen better days. Undertakings with $20 million price tags such as the post-merger integration of a giant pharmaceutical client and its equally humongous acquisition. Marakon , which put value-based management at the core of its strategy concentration, is essentially defunct.

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

MARCH 29, 2018

Any unit that contemplates acquiring a new technology that would lower the total cost of the patient’s care in the hospital must pay the full price for that technology from its departmental budget or persuade others to co-invest with it, which is not an easy task. Heads of the various service lines/IPUs (e.g.,

Budgeting 8

Budgeting System Innovation Payback Period 8

Harvard Business Review

JUNE 6, 2013

Since the mid-1800s all the way through Michael Porter, people have been encouraged to think of "competition" as a persistent driver of profit erosion - that is, as a threat. After all, prices are determined at the point where "the supply curve intersects the demand curve," right? This is something of a new idea in strategy.

Supply Chain 8

Supply Chain Price Analysis Porter 8

Harvard Business Review

DECEMBER 24, 2013

Meanwhile, Michael Porter explains exactly how health care needs disrupting, professors from INSEAD and MIT debate the merits of the MOOCs that might upend higher education, and our own Sarah Green tells publishers to quit whining about disruption and start enjoying the innovation that goes along with it. The Price of Incivility.

Management 19

Management Health Care Middle Management Agility 19

Harvard Business Review

JANUARY 13, 2011

Under managerial capitalism, overall production was no longer driven by market mechanisms; it was decided on by skilled managers in large companies. Before mass production, no organization had achieved or could achieve the kind of scale the industrial revolution enabled. Beyond that, the rest is up for grabs.

Competitive Advantage 15

Competitive Advantage Porter Politics Marketing 15

Harvard Business Review

JULY 18, 2017

Take a company that is thinking about cutting investment to boost earnings, hoping to inflate its stock price. She would sell her shares, pushing the stock price down. An influential 1992 HBR article by Michael Porter advocated the Japanese model of long-term illiquid stakes.

Short-term 8

Short-term Intangible Assets Hedge Long-term 8

Harvard Business Review

JANUARY 23, 2013

Other objectives can but there is a price to be paid. In health care, for example, research indicates a decline in quality when non-profit hospitals switched to become profit making, as Eduardo Porter explained this month in the New York Times. Many crucial objectives simply cannot be accomplished while generating a financial return.

Porter 9

Porter Welch Health Care Marketing 9

Harvard Business Review

JULY 1, 2014

The fact that any of these theories could be true – and based on the share price movement, all of them are being applauded – says three important things about the nature of industries and competition today: Industries are increasingly irrelevant; it’s now the ecosystem that matters. Personally, we don’t presume to know Elon Musk’s mind.

Automotive 9

Automotive Industry Disruptive Innovation Open-book 9

Harvard Business Review

SEPTEMBER 7, 2011

I'd say middlingly: wages in many advanced economies — notably, the most purely capitalist in a financialized sense — have failed to keep pace with productivity; not for years, but for decades. I've termed this "thin value" and Michael Porter has described it as a failure to create "shared value."

Crisis 20

Crisis Porter Class Globalization 20

Harvard Business Review

NOVEMBER 13, 2012

In particular, our research revealed that HBR's authors consistently took aim at one of three core business objectives: improved efficiency, greater effectiveness, or innovation of products and processes. Hamel and Prahalad combined the old resource view with an emphasis on differentiation, made popular in the 1980s by Michael Porter.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

FEBRUARY 14, 2012

Many organizations still operate by Porter's Value Chain model , where Z follows Y, which follows X. How many companies have figured out how to shift from supply chain management to integrating customer feedback directly into their product design, distribution, and delivery? Conversations, not chains. Because that's the point.

Banking 16

Banking Business Model Supply Chain Mass Marketing 16

Harvard Business Review

MAY 12, 2015

If you read what Peter Drucker had to say about competition back in the late ’50s and early ‘60s, he really only talked about one thing: competition on price. It was this received opinion Michael Porter was questioning when, in 1979, he mapped out four additional competitive forces in “ How Competitive Forces Shape Strategy.”

Strategy 8

Strategy Porter Blue Ocean Strategy Airlines 8

Harvard Business Review

JUNE 23, 2017

Insurers, along with public services, can directly “monetize” better individual behavior as healthier or safer individual outcomes, lower claims costs, and improve risk pools, which can be translated into lower-priced premiums and a competitive advantage in the marketplace.

Insurance 10

Insurance Company Competitive Advantage Porter 10

Harvard Business Review

JANUARY 28, 2015

Amid the rubble of the dot-com bust in 2001, Michael Porter weighed in on the question of how to gauge which businesses “active on the internet,” as he put it, were real and which were destined to go the way of Pets.com when their venture funding dried up. It’s still worth a look now.

Porter 8

Porter Power Competitive Advantage Film 8

Harvard Business Review

JULY 24, 2014

Twitter, for example, sells access to a range of real-time APIs to marketing platforms, but the price point often exceeds researchers’ budgets. Porter and Mark R. The result is that only researchers with access to certain data, such as full-volume social media streams, can analyze and produce knowledge from this compelling information.

Porter 10

Porter Competitive Advantage Core Competence Crisis 10

Harvard Business Review

JUNE 3, 2011

Alternatively, consider a way to get a customer to pay for an early version of a product. Lie #2: Product developer, "We'll be ready to ship in six months.". Product developers have every intention of finishing development on time, but invariably things take longer and cost more than people projected. Sales were low.

Innovation 15

Innovation Market Segmentation Porter Sharpe 15

Harvard Business Review

OCTOBER 15, 2014

The academic study of strategy took a big leap forward in the 1970s when Michael Porter of HBS looked at earlier economic research on industry structure and noticed that market power — which economists wanted to minimize — was the same thing as sustained profitability, which corporate executives wanted to maximize. Should we lower our prices?”

Strategy 8

Strategy Game Theory Rivkin Porter 8

Harvard Business Review

SEPTEMBER 24, 2013

Now, as part of the purchasing process, dozens of doctors gather to discuss the merits of certain products: Which ones provide the best outcomes for patients? To remedy that, we’ve taped price lists to supply cabinets in some ORs. A Better Way to Encourage Price Shopping for Health Care. The Cleveland Clinic’s Journey.

Health Care 9

Health Care Supply Chain Cost Quality 9

Harvard Business Review

FEBRUARY 16, 2017

Over 20 years ago, Harvard Business School professor Michael Porter introduced the Porter hypothesis , which posits that environmental regulation can benefit companies by nudging them to explore their current production methods and eliminate costly waste that they have been blissfully unaware of.

Company 9

Company Porter Forrester Simon 9

Harvard Business Review

JANUARY 27, 2012

With six to eight boutiques opening every day, at prices 50 percent below retail, Mack says the goal is to make every day "Black Friday" — without selling out too fast given the 72-hour lifetime of each boutique. Gone is the age of "feature, function, selection and price." Zulily has been adding 40 to 50 new brands a week.

Retail 15

Retail Fashion Merchandising Apparel 15

Harvard Business Review

DECEMBER 15, 2015

It’s interesting: a lot of the big sustainability issues (not just energy) come down to pricing—putting a price on natural resources that we used to see as free. Nobody had put a price on the fish—it was free if you had the tools to get it. There are a lot of examples where this has been done in the past.

Price 8

Price Constraint Resources Incentives 8