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fill that gap. At the same time, economists have long studied industry structure, but they have done so to help governments set tax and regulatory policies, whereas Porter wants to use industry studies to help companies develop strategy. Here is the secret of Porter s success. As planning fell out of favor, companies replaced it with economic research. Out with the planners, in with the economists, for better strategic planning. And Porter is right. There was little economic research behind most strategic plans. Let s look at a classic work in the field, A Concept of Corporate Planning, by Russell Ackoff. Here we learn from this work that planners should picture changes that might take place, assess their significance to the firm, and consider ways in which they might be exploited. Ackoff gives a real-life picture, drawn from the strategic plan of an unnamed food company:3
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The small car will be coming into vogue just as women are decreasing the frequency of their shopping trips and increasing the amount purchased per trip. The cars will be too small to carry all that is purchased. For these reasons, then, we can expect an increase in home delivery.
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A little further into the future, a computer will keep a record of a household s purchases, analyze them, figure out what the household needs, and deliver without an order being placed, the way heating-fuel distributors are already doing:
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O.K.; so there is going to be an increase in home delivery. . . . We can wait and see and adapt to it when it comes or we can find out how to make something of it. . . . At a maximum it offers us an exciting and potentially profitable direction for relevant diversification and expansion.
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What s wrong with this picture It s rampant speculation. The company is just guessing. There s no research to back up its plan. So Porter s book is as the first practical guide to using economic research for strategic planning. He leads you through it, step by step.
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132 T H E A D V A N T A G E O F E X P E R T I N T U I T I O N
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The first step is The Structural Analysis of Industries. Competition in an industry boils down to five basic competitive forces. 4 In competitive strategy, you find a position in the industry where you can best defend against these five forces or influence them in your favor. Porter s five forces are current competitors, potential entrants, substitutes, suppliers, and buyers. These forces are not all equally relevant for every situation, so you study some more than others. For example, In the ocean-going tanker industry the key force is probably the buyers (the major oil companies) and In the steel industry the key forces are foreign competitors and substitute materials. And each force has subforces. For example, the force potential entrants includes the barriers to entry of economies of scale, product differentiation, capital requirements, switching costs, access to distribution channels, cost disadvantages independent of scale, and government policy. For each subforce, Porter gives us a brief description and some useful tips. For example, the switching costs for intravenous (IV) kits come from the different methods that each kit uses for attaching solutions to patients and for hanging the IV bottles. So great resistance from nurses and new investments in hardware raise the switching costs. Porter gives examples like this for all the subforces, through the five main forces. That s all well and good. But what does this have to do with strategy We give the bulk of the analytical and strategic attention to the nature of competition [in] a particular industry. So we know all about IV kits, but how do we decide whether to go into that sector or not We know about the sector, but we don t know what to do about it. After analysis, what Porter tells us to use our competitive analysis to cope successfully with the five competitive forces and thereby yield a superior return on investment for the firm. Again, that s fine. But how do you cope Coping means taking action. After your analysis, how do you decide what action to take in order to beat the competitive forces Porter tells us that each firm has a different answer, reflecting its particular circumstances. That s fine. So the action that I take
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