1. INDUSTRY LIFE CYCLE
1.1. INTRODUCTION STAGE
1.1.1. INCREASE MARKET AWARENESS
1.2. GROWTH STAGE
1.2.1. CREATE CONSUMER DEMANDS
1.3. MATURITY STAGE
1.3.1. REVERSE POSITIONING
1.3.2. BREAKAWAY POSITIONING
1.4. DECLINE STAGE
1.4.1. MAINTAINING
1.4.2. HARVESTING
1.4.3. EXITING MARKET
1.4.4. CONSOLIDATION
2. TURNAROUND STRATEGY
2.1. ASSET & COST SURGERY
2.2. SELECTIVE PRODUCT & MARKET PRUNING
2.3. PIECEMEAL PRODUCTIVITY IMPROVEMENTS
3. INTERNET & DIGITAL TECHNOLOGY
3.1. LOW-COST LEADER STRATEGIES
3.2. DIFFERENTIATION STRATEGIES
3.3. FOCUS STRATEGIES
3.4. COMBINATION STRATEGIES
4. GENERIC STRATEGIES
4.1. OVERALL LOW-COST LEADERSHIP
4.2. DIFFERENTIATION
4.3. FOCUS
5. PITFALLS OF GENERIC STRATEGIES
5.1. OVERALL LOW-COST LEADERSHIP
5.1.1. REDUCED FLEXIBILITY
5.1.2. TOO MUCH FOCUS ON ONE OR A FEW VALUE-CHAIN ACTIVITIES
5.2. DIFFERENTIATION
5.2.1. UNIQUENESS THAT IS NOT VALUEABLE
5.2.2. TOO MUCH DIFFERENTIATION
5.3. FOCUS
5.3.1. EROSION OF COST ADVANTAGES WITHIN THE NARROW SEGMENT
5.3.2. FOCUSERS CAN BECOME TOO FOCUSED TO SATISFY BUYERS NEEDS
6. COMBINATION STRATEGIES
6.1. IMPROVING COMPETITIVE POSITION VIA THE FIVE FORCES
6.1.1. CREATE HIGHER ENTRY BARRIERS
6.1.2. PROVIDE HIGHER MARGINS
6.1.3. REDUCE BUYER POWER
6.1.4. REDUCE THREAT
6.2. DISADVANTAGES
6.2.1. FAIL TO ATTAIN BOTH STRATEGIES
6.2.2. MISCALCULATE SOURCES OF REVENUE AND PROFIT POOLS IN THE FIRM'S INDUSTRY
6.2.3. UNDERESTIMATE CHALLENGES & EXPENSES ASSOCIATED WITH COORDINATING VALUE-CREATING ACTIVITIES