Porter, M., Millar, V.: How Information Gives You Competitive Advantage. Harvard Business Review 63 (1985) 149-160  Home/Search   Document Not in Database   Summary   Related Articles   Check

....findings for the hotel sector by conducting an online survey within the accommodation industry in Austria. 2 Methodology This study is based on a theoretical framework for the formulation and implementation of a competitive strategy by extending Michael Porter s Model of Competitive Advantage [6], 8] and using the Logics of Value concept, defined by Hans Akkermans [1] The framework will be used to find out where and how the Internet as a new communication and information technology influences the SME hotel sector in Austria. A company has to focus on two major parts: the market view of ....

....the threats within the business logic of a specific SME hotel and to gain competitive advantage. Figure 1 illustrates our general framework for a competitive strategy. The framework includes the following major steps: In the first step we use the strategic concept of the five competitive forces [6], 8] to analyze an industry. This market based view provides us with an overview of the developments and threats within an industry caused by ICT, in particular by the Internet. To counteract these threats of the Internet and to achieve competitive advantage, a fnxn has to develop a strategy by ....

Porter, M.: How Information Gives You Competitive Advantage. Harvard Business Review 63(4) (1985) 149-160

....This section is headed The people factor as the major risk . The management and measurement of risk and the personal subjectivity factors. This sector is headed The people factor in risk measurement . 4.1. People factor as a major risk Assessments by any of the traditional frameworks [4] suggests, that this division of the company s competitive advantage has come from offering quality products directly tailored to customer requirements. With the introduction of the re engineering project the focus has moved to efficiency in the manufacturing process and improved customer service ....

Porter, M.E. and Millar V.E., "How Information Gives You Competitive Advantage", Harvard Business Review. July/August 1985, pp. 149-160.

....CONFIGURATION. The main purpose of a company is the creation of value that customers are willing to pay for. This value is the outcome of a configuration of inside and outside activities and processes. To define the value creation process in a business model, we use the value chain framework [20] and its extension, such as defined by [21] value shop and value network. PARTNER NETWORK. The partner network outlines, which elements of the activity configuration are distributed among the partners of the firm. Shrinking transaction costs make it easier for firms to vertically disintegrate ....

Porter, M., Millar, V. (1985) How Information Gives You Competitive Advantage. Harvard Business Review, 63 (4): pp. 149-160.

....is the creation of value that customers are willing to pay for. This value is the outcome of a configuration of inside and outside activities and processes. To define the value creation configuration in a business model there are three basic trajectories. The value chain framework by Porter et al. [16] and its extension, as defined by Stabell et al. 17] who add the concept of the value shop and the value network. Understanding the value creation process is indispensable for streamlining business and for identifying the right software and Internet tools. Firms in developing countries can also ....

Porter, M., Millar, V. (1985) How Information Gives You Competitive Advantage, Harvard Business Review 63 (4): 149-160.

....also because each channel can have spillover effects that result in increased purchases and reduced costs in the other channel. A framework for understanding click and mortar advantages can be derived from a combination of classic competitive advantage and inter organizational networks theories [3, 10, 17, 18], transaction cost theory [2, 12] and research that takes into account the advantages of local physical presence [24, 25, 26] The framework emphasizes that click and mortar firms can capitalize on synergies arising from interrelationships across tangible and intangible assets in order to derive ....

Porter, M. E., & Millar, V. E. (1985). How information gives you competitive advantage. Harvard Business Review, July-August: 149-160.

....people to document approach. Tacit knowledge shared only through person to person mentor. 2 Knowledge Re Use Analysis Current methods for knowledge re use analysis can be viewed from three perspectives. Firstly, units of knowledge re used from a stakeholder perspective along the supply chain [Por85], which may involve transferring of individual, group and organisational knowledge internal to the firm [Edv98; Nah98; Bak94] or appropriation of external knowledge across firm boundaries [Bad91] Knowledge stakeholder perspective can be used to map potential sources of knowledge and where are the ....

Porter, M. E. and V. E. Millar (1985). "How Information Gives You Competitive Advantage." Harvard Business Review 63 (4): 149 - 160.

....Customer relationship, Infrastructure management and Financial aspects. THE E BUSINESS MODEL HANDBOOK 4 A unified theory for understanding adding value strategy in a e business context does not exist. However useful insights can be drawn from different theories such as market power theory (Porter and Millar, 1985), transaction cost economics (Williamson, 1975) agency theory (Jensen and Meckling, 1976) game theory (Zagare, 1984) organizational learning ( Senge, 1990) and, specially, the resource based view (Conner and Prahalad, 1996) This theory expands the traditional competitive advantage approach ....

Porter, M.E. and Millar, V.E. (1985) How Information Gives You Competitive Advantage. Harvard Business Review , 63 (4): 149-160.

....The main purpose of a company is the creation of value that customers are willing to pay for. This value is the result of a configuration of inside and outside activities and processes. To define the value creation process in a business model, we use the extension of the value chain framework (Porter, 1985) as defined by Stabell and Ffeldstad (1998) They extend the value chain with the value shop and the value network. Former describes the value creation process of service providers (such as for example hospitals or consulting firms) whereas latter describes brokering and intermediary activities ....

Porter, M., V. Millar (1985). "How Information Gives You Competitive Advantage" Harvard Business Review 63 (4): 149-160.

.... lumberjacks , that buy trees to produce and sell boards; carpenters , that buy the boards, fix it together and sell it as panels; and cabinet makers , that buy the panels, build tables out of them and sell them. Typically, a value chain consists of several interconnected organizational units [24], which use raw materials as input and by adding labor and knowledge enhance the value of their manufactured product. This output is then taken as input by the next organizational unit in line until the product reaches the consumer. The AVALANCHE agents buy, sell and produce, truly miniature ....

Porter, M.E., and V.E Millar, "How information gives you competitive advantage", Harvard Business Review,July-August 1985, pp.149-160.

....provides a perfect modeling tool for a virtual organization. The resulting model can be easily implemented by computer programs for meta management support. The second methodology used in the metamanagement support system is virtual value chain analysis, which is a specified concept of value chain (Porter and Millar, 1985). Major components of virtual organizations in electronic commerce Unique aspects of virtual organizations include mutual objectives of the participant organizations, electronic commerce oriented information infrastructures, and dynamic relationships between business processes built on various ....

....negotiation, and organizational changes. Virtual value chain analysis Virtual organization meta management facilitates strategic alliances between organizations across diverse industries such as retail, bank, and delivery companies. The result is an addition of values to the value chain (Porter and Millar 1985). To achieve the objectives of meta management, every action made by the meta management must result in a value increase for the virtual organization. Accordingly, the fundamental technique of meta management is value chain analysis. There are many ways of value adding in virtual organizations, ....

Porter, M.E. and Millar, V.E. (1985) "How information gives you competitive advantage", Harvard Business Review, Vol. 63 No. 4, pp. 149-60.

....our Artificial World consists of several electronic marketplaces, between which mobile agents, representing the participants lumberjacks, carpenters and cabinet makers, roam in search for respective offers or demand. Typically, a value chain consists of several interconnected organizational units [Porter Millar 1985], which use raw materials as input and by adding labor and knowledge enhance the value of their manufactured product. This output is then taken as input by the next organizational unit in 2 Avalanche is a subsidiary project of the TELOS (Telematics, Coordination Mechanisms and Organisational ....

Porter, Michael E., Millar, Victor E. (1985): How information gives you competitive advantage, in: Harvard Business Review, July-August , S.149-160. 1985

....and carrier of transactions (Rose et al. 1999) Rather, they relate to production efficiencies many times larger than the size of the transaction costs in most organizations. Inter organizational systems (like electronic data interchange, EDI) have a long history, first on an optimistic note (Porter Miller, 1985), and later on a line of argument that these systems were standards that did not per se bring any competitive advantage (Benjamin et al. 1990) Today, these systems are effective in a range of standard business transactions such as orders, order confirmation, payments etc. but they are also ....

Porter, M. & Miller, V.E. (1985) How Information Gives You Competitive Advantage. Harvard Business Review, 63 (4) 149-160.

....in importance. Maybe the managerial implications of integrated supply chains are best understood among the three forms or governance described above. The concept of the value system proposed by Michael Porter helps to understand competitive issues posed for members of integrated supply chains (cf. Porter Millar 1985). However, it is less clear how supply chain members should work out agreements on sharing the value created by a whole supply chain. For example, should supply chain members try to reach a general agreement on equal profit sharing resulting from improvements of processes crossing firm boundaries ....

Porter, Michael E.; Millar, Victor E. (1985): How Information Gives You Competitive Advantage. In: Harvard Business Review, July - August 1985, pp. 149-160.

....supplying the education service an opportunity to gain increased market share (Soutar Mazzarol, 1995) In developing effective longdistance or offshore education systems, institutions will need to make effective use of information technology in the area of service delivery and promotion. Porter Millar (1985) postulated that information technology has the ability to positively enhance the value chain within many enterprises. Applications of information technology can provide competitive advantage by lowering costs, enhancing TIM MAZZAROL et al. 114 differentiation and creating new opportunities to ....

....profile as significant sources of competitive advantage. Buzzell Gale (1987) identified the importance of financial resources to organisational success. Bharadwaj et al. (1993) pointed to the importance of organisational learning and expertise as a source of competitive advantage. Finally, Porter Millar (1985), Parsons (1983) and Gerstein Reisman (1982) highlighted the importance of information technology as a source of competitive advantage. These findings represent the perceptions of a relatively large and representative group of experts within the international education sector. They suggest that ....

Porter, M. E. & Millar, V. E. (1985) How information gives you competitive advantage, Harvard Business Review, 63, pp. 149-160.

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Porter, M., Millar, V.: How Information Gives You Competitive Advantage. Harvard Business Review 63 (1985) 149-160

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Porter M, Millar V (1985) How information gives you competitive advantage. Harvard Bus Rev 63:149--160

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M. Porter and V. Millar, "How Information Gives You Competitive Advantage," Harvard Business Review, vol. 63, pp. 149-160, 1985.

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Porter, M., Millar, V.: How Information Gives You Competitive Advantage. Harvard Business Review 63 (1985) 149-160

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Porter, M.E. and Millar, V.E. (1985) How Information Gives You Competitive Advantage, Harvard Business Review., 63, 4, 149-160.

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M.E. Porter and V.E. Millar, "How Information Gives You Competitive Advantage", Harvard Business Review, 1985.

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Porter, M.E., Millar, V., "How Information Gives you Competitive Advantage", Harvard Business review, 63, 4, July-August 1985, pp. 149-160.

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Porter, M., How information gives you competitive advantage. Harvard Business Review, 1985(July- August).

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Porter, M.E. & Millar, V.E. (1985). How Information Gives You Competitive Advantage. Harvard Business Review. July-August, pp. 149-160.

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Porter, M., Millar, V. (1985). How information gives you competitive advantage. Harvard Business Review 64(4): 149-160.

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Porter, M.E. and Millar, V.E., "How Information Gives You Competitive Advantage," Harvard Business Review, July-August, 1985.

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