Michael Porter and its theory of competitive advantages. Model of the five Minor of Michael Porter's Competition. External links and notes. Consulting companies and state structures

Since the time of Adam Smith, the theory of market relations has significantly changed. Develops both theoretical base and applied industries. In the field of competition issues at present, the model of the five competitive forces of Michael Porter (Porther's Five Forces Analysis) is popular. With it, it is possible to do detailed analysis Environments and develop a counteraction strategy. It should be noted that this is not a panacea and, not even the only theory in the field of studying competitiveness.

History of the emergence of a model of five competitive forces M. Porter

The understanding of any theory is essential from understanding the image of its thoughts. Michael Eugene Porter (Michael Eugene Porter) was born in 1947 in Michigan, United States of America. Eternal excellent student. Many premiums laureate. It has seven honorary doctoral degrees. Currently, Professor of the Department of Harvard School of Business in Boston.

This is a thin gray man in all photos, invariably in a tie. Much rides the world with lectures and seminars. Great speaker. Cleverly manages the attention of the listeners and well feels the mood of the audience. During the lecture, it can relax, remove the tie. Says passionately. His theories about five competitions for about forty years and M. Porter continues to work for its improvement and adaptation to modern conditions of the market economy.

The theory of Porter's doctor was used in their work such large companies as DuPont, Royal Dutch Shell., Procter & Gamble, Nevskaya Cosmetics and many others.

Summary of the five-factor model Michael Porter

The essence of the porter theory in differentiation of competitive forces and analyzing individual indicators. The theory is successful, judging by the fact that M. Porter collaborated with many, and at the same time the company has always achieved success in competitive struggle.

M. Porter sees the weakness of the company in the fact that managers look at the problem of competition Nerko, seeing evil for himself only in firms that occupy the same cell in the economy. While competition is a set of fundamental forces affecting the company's economic viability. Among the competitive forces in the porter model are present:

  1. Intensity of competition in the industry.
  2. The appearance of commodity comments.
  3. Problems with suppliers.
  4. Consumer problems.
  5. The threat of the emergence of new competitors.

During lectures, Porter draws a chart just with chalk on the board. IN tutorials There is often such an image of the theory of five competition forces.

Each factor of influence can be considered separately.

Intensity of competition in the industry

The model implies an analysis of the industry and what factors are behind the problems of competition. M. Porter talks about the "threshold of entry." As an example leads air transportation. Start a business in this area, from his point of view, quite easy: you just need to have one plane. You can put the first regular flight. At the same time there are many airlines that provide the same services. The passenger can choose, and if the ticket is cheaper, fly in an hour by another flight. Or it will take advantage of another type of transport, etc. With this threshold of entry into business and regulated competition, the yield is quite low. Competition intensity is also determined by:

  1. A large number of similar companies carrying out the same type of activity or providing the same types of services.
  2. Model similarity of goods manufactured.
  3. The cost of the cost of production of goods and services (consistently high cost).
  4. High input barrier (maturity and market saturation).

Profitability also depends on the internal structure of the industry. And exposure to the "storm effects of external forces".

The appearance of commodity changes

There is always the possibility of appearing on the market for new types of goods of the same destination. The task of management to anticipate the possibility of transportation and respond to such facts in a timely manner. The new product on the market may be cheaper at cost or respond to other, increased requirements. The threat to the appearance of a new product can be prevented, if you properly organize the company's price and marketing policy:

  1. Price competition is capable of switching the attention of the buyer on low prices Instead of concentration on quality.
  2. Advertising attacks attract attention to the product and distract from the possibility of its substitution.
  3. Production of new attractive products within the company reduces the possibility of transportation.
  4. Improving the quality of service when selling and distributing the product will lower the competitiveness of the substitute.

Problems with suppliers

Suppliers have the same competitive environment defined by the same criteria. Their strength is determined:

  1. Presence large companies-posters. The possibility of monopoly.
  2. The uniqueness of the goods supplied.
  3. An option where the industry is supplied, is not the main for the supplier.
  4. Constancy. The lack of deliveries will lead to the liquidation of the company itself.
  5. The ability to attach the buyer's company by vertical integration to themselves.

Suppliers can:

  1. Raise the price of your products.
  2. Reduce the number of products and services provided.

Consumer factor

Buyers affect competitiveness no less than other factors. Their power depends on such factors:

  1. Consumer cohesion. Often - their organization around any society.
  2. The degree of importance of the product for the consumer.
  3. Latitude of product use areas.
  4. Level of awareness of commodity comments and spheres of product application.

Strong consumer can:

  1. Put pressure on prices in order to reduce them.
  2. Require high quality.
  3. Require better service.
  4. Facitate manufacturers with each other.

Threat to the appearance of new competitors

The risk of new players in the existing niche is determined by the economic attractiveness and the entry threshold in the business. Factors influence:

  1. Price attractiveness of entry into the market.
  2. Low cost production organization (services).
  3. Ease of entry into the business (threshold of entry).

How used Model: Analysis of the situation and building a strategy

M. Porter explains that the principle of its method of five competition forces is a systematic and comprehensive approach to building a relationship strategy with all market participants.

For successful and competitive work, it is necessary:

  1. Analysis of the industry, identification of factors that are behind competition.
  2. Determination of the structure of the industry. Her attractiveness and threshold of entry.
  3. Understanding the dynamics of the industry. How quickly are changed, direction of movement.

The circle of stakeholders expands as much as possible. The main strategic task in all sectors is to find a unique need to satisfy the company with its activities. For this, the procedure is defined:

  1. Determination of the company's priorities, for example, profit, achieve a monopoly, expansion, etc.
  2. Allocation of the circle of the strongest factors out of five forces.
  3. Specifying the problem facing the company in terms of concrete force.
  4. The choice of factors that can be loosen.
  5. Drawing up an action plan to implement the plan to life.

Example of mathematical factor analysis

Evaluation of forces can be carried out mathematically, for example, in the form of a table. We give an example of calculating for the construction industry, specifically for installers (installers) of plastic windows.

The evaluation criteria are made on a ten-billion system. The final rating is calculated by the formula:

Calculation can be carried out independently on several sources, different authors and several sectors, after which the priority area is determined.

Table: Evaluation of competitive forces in the construction industry

In accordance with the table we see that the industry is attractive. Pretty high competitiveness - 8 and the possibility of new competitors - 6. The power of consumers is low "1" due to high demand for plastic windows. The possibility of the appearance of commodities is below average. In the market of suppliers, and these are manufacturers of plastic windows, monopoly, suppliers have a strong influence. Can dictate their conditions. The conclusions are followed from this data, and can be recommended:

  1. Our influence on existing competitors is small. We can fight quality, but at the moment it is not profitable. Rating "8". Let's analyze the possibility of lower prices.
  2. The possibility of commercial exchangers is small. There is a plastic and wooden windows market. Consumers are defined. Recommended advertising campaign At the advantage of our plastic, monitoring prices and services of related companies.
  3. The power of suppliers is high due to monopoly. This is a very strong impact on the market. It is required to reduce the threat. Suppose that there are funds. Should smoke a share in existing productionTo influence supplies or organize a new production of finished products.
  4. The consumer is not organized. Demand exceeds the offer. The influence of this factor on this stage You can neglected.
  5. High the possibility of new competitors. Conduct events to reduce the attractiveness of the market for new enterprises - adjustment of high-quality pricing policies.

Video: a detailed description of the choice of competitive strategy by porter

Modified porter model for countries and regions, National Rhombus

Dr. Michael Porter works not only in the area of \u200b\u200bthe Mesosredi (Terminology M. Porter) - relations at the level of companies. It has developed a similar approach for macroeconomics of countries and individual peoples.. To analyze the situation and the prospects for the development of states, he proposed to use the "Competitive Rhombus".

The basis for the analysis of the economy of states is the concepts of the initial state of the economy, the demand of the demand, the state of individual industries and state strategies. Key question - effective use Natural and national features with the involvement of foreign technologies and investments.

In Russia, Dr. Porter became widely known after 2005, when, at the invitation of the government, he was studying the country's competitiveness. The report of Dr. Michael Porter came out in 2006, but in full, only known to those skilled in the art. From the point of view of the porter, the main drawback is the raw material orientation of the Russian economy. And a focus on large vertically integrated companies. This thesis then repeatedly beaten in the media of different countries. Porter criticizes the idea of \u200b\u200bnational leaders, from his point of view, she died with Jeniral Motors. The basis of the economy is mobile companies.

Key aspects of the theory of five competitive forces of Michael Porter

From the last lectures Michael Porter, you can conclude that from its point of view the main thing:

  • An integrated approach to solving the issue of the importance and influence of various competition forces.
  • Orientation of the entire managerial composition on end goal and ways to achieve it.
  • Company openness. The strategy should not be mystery. Personal experience Dr. M. Porter shows that it does not matter at all, are competitors about the accepted strategy. But openness B. this issue Promotes the overall adjustment of management actions in a given direction.
  • Intuitive approach. The Porter himself believes that the actions on the confrontation of the competition forces should be intuitive and in many ways spontaneous.
  • Changes in time. Exposure factors are variable and subject to temporary adjustment.

At all levels of competition, M. Porter uses the concepts of positive and negative competition. An example of a positive is the company's actions, as a result of which the quality of goods or services is improved.

In order to make the company by the leader in any sphere, the approach is common. This is a differentiated difference between the company from other enterprises, management concentration on the main purpose and application successful strategy in the field of competitiveness.

Michael Porter is a famous economist, researcher, writer, teacher. Throughout his career in the Harvard School of Business facing economies and society, including market competition and company strategy, economic development, health care and environmental protection.

His extensive research in the field economic competition Widely recognized in governments, corporations, academic circles worldwide. They received numerous awards.

Professor Porter is the owner of twenty-four honorary doctoral degrees and several national and state premiums. He received the world's first prize for economic development from the US Department of Commerce and was elected an honorary member of the Royal Society of Edinburgh, as well as other status societies.

In 2000, Porter was named by Professor at Harvard University - the highest rank that could be awarded to the teacher of this school.

Some biographical facts

In the young years he was fond of football and baseball, participated in competitions from his state. He traveled a lot around the world.

In Princeton, he played golf among university students. In 1969 he graduated from Princeton University, having thoroughly studying the aerospace industry and mechanical engineering.

In 1973 he received a doctoral degree of philosophy in the business economy of Harvard University. Porter served in the "Reserve" of the US Army in the rank of captain.

Over the years, he maintains an inexhaustible interest in aesthetics and business, music and art, working on the problems of a strategy with art organizations and beginner musicians.

Today, Professor Porter and his daughters live in Brooklyn, Massachusetts.

Five forces of Porter

This is a business analysis model that helps explain why different industries are able to support various levels of profitability. The model was originally published in Michael Porter's book "Competitive strategy: methods for analyzing industries and competitors" in 1980.

The model is widely used to analyze the company's sectoral structure, as well as its corporate strategy. Michael Porter has identified five indisputable forces playing a role in the formation of each market and industry on a global scale. Forces are often used to measure the intensity of competition, attractiveness and profitability of the industry or market.

These forces are:

  1. Competition in the industry.
  2. The potential of new participants in the industry.
  3. Power suppliers.
  4. Customer power.
  5. The threat of replacement products.

Understanding 5 Porter Forces and their application in the industry allow the company to adjust their business strategy to better use resources to get higher revenues.

Achievements and success

One of the most influential managerial gurus of this century, Michael Porter is recognized as the father of the corporate strategy and management. The evidence of this is the fact that on the shelf of each successful businessman lie his books, which are a huge opous in the field of competitive strategy and strategic activity Companies.

Porter studies found universal recognition. His ideas are included in the curriculum of each prestigious business school worldwide. He is responsible for creating a basis for modern business strategy courses, is a strategic adviser to many successful and leading American and international companies.

For many years, Professor Porter has written more than 18 books and 125 different articles on the benefits of business and a competitive strategy in it. He was a browser of the guest company Wall Street Journal.

Some of his works:

  • "Strategy for the formation of competitive forces";
  • "Competitive Strategy";
  • "Overriding health care: creating competitive value based on the results";
  • "Strategy and the Internet".

When Porter began to study the strategy, he believed that many strategic mistakes were caused external factors, such as consumer trends, or technological changes. He said: "In 25-30 years, I came to the realization that many, if not most, strategic errors come from the inside. The company makes it in itself. "

Awards and achievements

In 2009, he became a winner of the honorable degree at the University of McGill.

He is the laureate of the Order "For Merit" José Dolores Astrada - one of the highest civil awards awarded by the Government of Nicaragua.

Got a reward Mckinsey six times.

Member of the Society of Strategic Management.


Porter, Michael (1947), PORTER, MICHAEL E.

1. Introduction
2. Biographical data
3. Main contribution
4. Evaluation
5. Conclusion

Brief biographical information

Born on May 23, 1947 in Ann Arbor, Michigan;
in 1969-1977 was the reservist of the US Army; received the rank of captain;
in 1969 he received a degreeBSE In Princeton University, and then the degree of Master of Business Administration (1971) and Ph.D. (1973) at Harvard University;
in 1973, he was hired at Harvard University and in 1981 received the position of professor;
in 1983-1985 Member of the Presidential Commission on Competition in Industry.

Main works

Interbrand Choice, Strategy and Bilateral Market Power (1976)
COMPETITIVE STRATEGY: Techniques for Analyzing Industries and Competitors (1980)
Competitive Advantage: Creating and Sustaining Superior Performance (1985)
(1986)
THE COMPETITIVE ADVANTAGE OF NATIONS (1990)

Summary

Maintenance michael Porter's scientific goals It was to associate a strategy of an enterprise with applied microeconomics - two areas previously considered independently of each other and create models and methods for conducting research. His second home bookCOMPETITIVE.Strategy. ("Competitive Strategy"), made a revolution in approaches to strategies of enterprises; Third book M. Porter,Competitive Advantage. ("Competitive Benefits"), reflected his transition from competition for the creation of durable competitive advantage. Later, M. Porter focused on the global application of its strategic principles, including those developed by the ideas of the nature of global competition and national determinants of competing power.

1. Introduction

As one of the most influential strategy professionalsMichael Porter. largely identified the main direction of the development of theories of strategy and competition (primarily in the global context). His books about competitive strategies and competitive advantages are read and discussed around the world; You are unlikely to meet (at least in the West), owners of a master's degree of business administration that would not know the izubok two of its most famous models - "five forces" and the value chain. Relying on these basic models, M. Porter fulfilled simple, but an extremely useful analysis of the determinant of competition and the global forces affecting it, as well as methods and means of ensuring the long-term competitiveness of the enterprise.

2. Biographical information

Michael Porter. Born in 1947 in Michigan in the family of an army officer. He managed to make an amazing scientific career. After graduating from Princeton University, M. Porter received a master's degree of business administration and a doctor of philosophy at Harvard University, and each stage of his studies he completed with honors. Soon after the protection of the doctoral dissertation, he received the first scientific office at Harvard University, and in 1981, at the age of thirty-four, became a professor. From 1981 and to the present, M. Porter continues to work at Harvard.
Throughout the scientific career, M. Porter was engaged in the study of competition, its elements and determinants. He was also a consultant of many leading companies and advisor to the governments of countries such as Canada and New Zealand; In the early 1980s He became a member of the Commission on Competition in Industry established by President R. Reagan.

3. Main contribution

In work COMPETITIVE STRATEGY. (1980) M. Porter outlined a new revolutionary approach to the strategy of the enterprise. Rejecting the approaches used in this area, M. Porter used to analyze the strategy development process of microeconomics. The first step was to consider the strategy as a principle that could be applied not only to individual companies, but also to the entire industrial sectors. An analysis of the strategic requirements of various industries allowed M. Porter to develop the first of its models, the so-called modelfive hundreds

The value of each of the five forces may vary from the industry to the industry, however, they are accounted for together, they determine the value of long-term profitability. These forces affect the prices established by firms to the level of permissible costs and the amount of investment required for successful competition in a separate industry. The threat of the appearance on the market of new competitors limits the market share, and therefore potential profits; The market power of buyers and suppliers leads to a decrease in the limit indicators of profitability; The presence of substitute goods can lead to a decrease in the volume of industry output. The magnitude of each of the five forces is the function of the "sectoral structure", which is also determined as "the main economic and technological characteristics Industries "(1990: 35).
Its second model describes the so-calledgeneric (generic) strategy . According to M. Porter, each company has four basic strategic options. To determine the future generic strategy, it is necessary to solve the two following problems: (1) Select space for keeping competitive struggle, that is, to decide whether the company will strive for a wide market or limit to concrete target segments; (2) Choose a competitive advantage - leadership on costs or differentiation of goods.

M. Porter It makes it clear that in any industry does not exist the only best strategy; In particular, in the industries that he considers as an example - car and shipbuilding - different firms use various strategies. Although the same five competitive forces act in each industry, the reactions to them, as noted above, can be different in nature.
Finally, M. Porter introduces the concept of the value chain (see Fig. 3). In essence, the value chain takes into account all the actions of the firm that lead to an increase in the value of its goods. The main activities are those related to the production of goods and its delivery to the consumer. Auxiliary activities contribute to direct increase in value, such as technological development Or allow the company to act more effectively: "firms receive a competitive advantage by aware of new areas of their activities, new procedures, new technologies or new source materials" (1990: 41). M. Porter believes that the value chain is of extremely important, as it shows that the firm is something more than a simple set of activities; All actions of the firm are related to each other and thanks to these interrelations, the necessary compromises can be carried out. In order to successfully respond to the external influence of the industry and to ensure the achievement of competitive goals, the firm must decide which of these activities should be optimized.

In work COMPETTION IN GLOBAL INDUSTRIES ("Competition in global industries") (1986)M. Porter and his colleagues apply the principles for analyzing a competitive strategy to operate on international markets companies. As before, relying on the results industry AnalysisM. Porter defines two types of international competition. According to his classification existmulti-center industry in which in each individual country there is its own competition (for example, banking services for individuals) andglobal industries . At the same time, the global is such a "branch in which the competitive position of the company in one country largely depends on its position in other countries, and vice versa" (1986: 18). As examples of such industries, the author highlights the automotive industry and the production of semiconductor technology. According to M. Porter, the key distinction between the two types of industries is that international competition in multi-ventricular industries is optional - companies can decide whether to compete in foreign markets or not - while competition in global industries is inevitable.
For international competition, it is characteristic that the activities that form the value chain are distributed among several different countries. Consequently, in addition to the choice of space for competition and the type of competitive advantage of the company can also choose the options for their strategy, taking into account the activities that form the value chain (where they are carried out, in other words, what is their geographical concentration) and their coordination (how closely they are connected with each other) . From here there are four possible options:

      1. high concentration, high coordination (simple global strategy with a value chain of actions carried out in one region or country, and characterized by high centralization);
      2. High concentration, low coordination (strategy based on export and decentralization of marketing activities);
      3. Low concentration, high coordination (volumetric foreign investment strategy in the geographical sense of scattered, but well coordinated operations);
      4. Low concentration, low coordination (a country-oriented strategy in which decentralized subsidiaries focus on their own markets).
And here the same best strategy does not exist; Each strategy has its own applications, depending on the nature of competition in the industry, which is determined by five main forces. There are also cases of scattering of one activities that determine the value chain and the concentration of others; On the other hand, high dispersion may require deeper coordination. It is important to remember that the competitive advantage is determined mainlyasand not where one or another type of activity is carried out.

IN COMPETITIVE ADVANTAGE OF NATIONS ("International Competition" ("Competitive Benefits of Nations")) (1990) M. Porter develops an analysis of competition, identifying its national and industry determinants. Expressing confidence that "the nation will ultimately succeed in separate industries, since their home environment is the most dynamic and most active, and also stimulates and pushes firms to increase and expand their advantages." (1990: 71) The scientist identifies the determinants acting at the national level of competitive forces. He calls four determinants, which can be found in each country and in each industry:

      1. Production conditions or presence in the country of such factors of production as a qualified workforce or industrial infrastructure;
      2. Conditions for the demand or characteristics of a particular product or service market;
      3. Availability of supportive or related industries, such as suppliers or distributors who have international competitiveness;
      4. The nature of the strategy of the company, its structures and features of rivalry with other companies, including factors such as the organizational and management climate, as well as the level and nature of internal competition.
These determinants constitute the basis for the action of competition forces within industries: "Determinants of the national advantage are supported by each other and over time grow, favorably increase the competitive advantage in the industry (1990: 132). The nature of competitive advantage often leads to an increase in concentration in both separate industries (mechanical engineering in Germany, the electronic industry in Japan) and in geographic areas (in the north of Italy or in the Primea regions and in Bavaria in Germany).
An important point on which M. Porter makes a special emphasis, is that the national competitive advantage is often achieved as a result of the initially unfavorable situation when the nation or industry turns out to actively respond to the challenge challenge. "Separate disadvantages of production factors, powerful local buyers, early market saturation, skillful international suppliers and intensive internally rivalries can be the most important conditions for creating and maintaining advantage. Pressure and unfavorable atmosphere are powerful stimulants of change and innovation "(1990: 174). It is for this reason that new industrial forces are trying to change the existing order, the nation is experiencing lifts or decals (from the point of view of competitive advantage).

4. Evaluation

Representing the value themselves for the first timeM. Porter The idea of \u200b\u200bcompetitive advantages may be even greater in the analysis of global competition and identifying international competitive advantages. As M. Porter explains, the use of fundamental concepts found by them (five forces, generic strategies, value chain) has significantly expanded significantly and deepened our idea of \u200b\u200bthis subject:
The international strategy was usually presented as a choice between global standardization and local specificity or as a contradiction between economic (large high-performance production facilities) and political imperatives (local situation, local production) ... And neither the one nor another characteristic took into account the complexity of the choice of international strategy . The choice of its international strategy involves the search for a competitive advantage through global configuration / coordination throughout the value chain ... The essence of the international strategy is not to find a compromise between concentration and dispersion, but in the weakening or elimination of contradictions between them (1986: 35).

Removing the challenge of companies from the agenda to the problem of choice between full globalization and full localization and providing the basis for developing a more advanced strategy,M. Porter Invites them wide opportunities and additional freedom of maneuver.
Some shortcomings of M. Porter's work caused a number of fair critical comments. When free trade requirements and growing exports will introduce elements of international competition to the domestic markets of almost all industries introduced by them differences between multi-end and global industries may disappear. His determinants of competition are considered by some scientists too simplified and not allowing sufficient choice; However, the attractiveness of M. Porter models is precisely in their simplicity; He encourages readers to use them as a starting point for studying compromises and connections between different elements. With proper use, these models provide extremely flexible opportunities Analysis, which will help clarify the situation and determine the direction of movement (especially within the framework of the International Strategy).

5. Conclusion

Michael Porter's work provided firms effective methods Analysis of competition and development of the strategy both internal and international markets. Identify the intersection point of economic and strategic tasks,M. Porter He demonstrated the possibilities of their joint research, which allowed him to make an important contribution to the development of our understanding of the strategy and competition.

Material from the site

Biography Porter

Michael Eugene Porter is an American economist, a leading specialist in the field of competitive strategy, and economic development of countries and regions. Professor of the Harvard School of Business, where leads a program designed for new general directors large corporations.
The works of Michael Porter are recognized by governments, corporations and representatives of academic circles around the world.
This is a bright example of a person who used all his abilities by 100%, skillfully exposing in life priorities and goals, achieving them.
Born in the family of an army officer in the town of Ann Arbor, Michigan, May 23, 1947. He has two daughters, divorced, lives in Brooklyn, Massachusetts.


The formation of Michael Porter

State high school In New Jersey, then College.
In 1969 he graduated from Princeton University with a degree in aerospace engineering.
Then followed the Harvard School of Business in 1971 - the Master's degree with honors, and then the degree of Doctor of Sciences on the specialization of the business economy in 1973.


Career Porter

He was appointed Ronald Reaghanas by the Chairman of the Commission on Industrial Competitiveness under the President.
Professor Porter worked as a leading adviser to the top leadership of many companies, both in the United States and abroad. Here is not a complete list:

  • Shell
  • Procter & Gamble
  • Scott Mirale-Gro,
  • Sysco DuPont Caterpillar - Holland,
  • SEMICONDUCTOR MANUFACTURING COMPANY - Thailand.

Currently, a member of the Board of Directors of two public companies: Thermo Fisher Scientific Corporation and Parametric Technology Corporation.
Also occupies the post of senior adviser on the Boston Red Sox Strategy, the basic team of the baseball league.
Advised numerous educational and public organizations In terms of strategic development.
Actively participates in assisting governments in the United States and abroad.
Plays an active role in the American economic policy of the executive, Congress, and international organizations.
Positions, membership and foundation:
- in the executive committee of the Council on Competitiveness.
- in the private sector of the competitiveness of the American organization, the main executive Directors large corporations, trade unions and universities.
- Chairman of the Board of Trustees for awarding the Annual Corporate Prize of the US Trade Minister.
Professor Porter was an adviser to national leaders in many countries, assessing them for competitiveness. In their number Armenia, Colombia, Ireland, Nicaragua, Russia, Rwanda, Saudi Arabia, Singapore, Taiwan and the United Kingdom.
Personally headed the main research of the government's economic strategy of such countries as: Canada, India, Kazakhstan, Libya, New Zealand, Portugal and Thailand.
Currently, leads the center of teaching and learning them. K. Roland Christensen.

Awards and Prize

1) 1973 - a premium for the economy of the Harvard University for research in the field of industrial organization.
2) 1980 - Graham and Dodd Prize from Financial analytical organization.
3) 1985 - a bonus of the Academy of Management for the Book "Competitive Advantage".
4) 1991 - the Parlin Charles Prize for an outstanding contribution to strategy and marketing from the American Marketing Association.
5) 1997 - the winner of the Adam Smith Prize, for an exceptional contribution to the professional economy of enterprises from the National Association of Business Economists.
6) 2001 - Japan has created an annual port of the name of the porter. A similar bonus was established in 1951 in honor of Deming for the contribution and development in Japan in production.
7) 2003 - the highest award from the Academy of Department of Contribution to Scientific Management.
8) 2005 - Honorary Member of the Royal Society in Edinburgh. Also awarded the medal J. K. Gelbrreit from the American economy agriculturemarked by the authorities of South Carolina for assistance and assistance in economic Development.
9) 2007 - the book of Porter "On Healthcare" receives the Hamilton Prize as an outstanding work.
10) 2008 - for the first time in history an unprecedented bonus from the US Department of Trade.
I received six awards to them. McKinsey (Reward in Marketing), including, for the first time in the history of the award, the first four places were awarded to the porter.
He has honorary doctors in the United States and in the nine countries of the world.
Got national awards in Spain and Nicaragua.

Michael Porter is an economist, a specialist in the field of competitive strategies.

He graduated from Princeton University, received a scientific degree in Harvard. At the age of 26 began working at Harvard Business School, where he was the youngest professor. Among Michael Porter's awards, seven doctoral degrees, Adam Smith's award from the National Economists Association, Harvard's Reward for Competitive Studies, several McKinsey awards and many others. In 2001, a special premium for economists named after Michael Porter was established in Japan. The author of the MBA Course "Competitive Analysis".

For many years, Porter has been studying the nature of competition. The ideas of Porter use worldwide leaders of large companies and government figures. He is the author of the theory of competitive advantages between countries. Porter was included by Ronald Reagan to the Presidential Commission on Industrial Competitiveness, advised the Governments of many countries, including Russia. One of the main problems russian economy Porter called the presence of a huge number of companies integrated vertically.

One of the most cited works of Porter is a model for analyzing five competitive forces. The model was developed by Porter in 1979. It describes how to help form a competitive market advantage. Best competitive strategyAccording to Porter, this is the ability to work out your own way.

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