Michael Porter regarded the selection of a defendable position within an industry as the end result of a competitive strategic analysis. He argued that successful, profitable companies generally choose to compete on either low costs or by differentiating their products to meet specific customer needs. Although these two strategic options are mutually exclusive,...

Christensen's disruptive innovation model, published in 1997, provides an explanation for the inability of well-managed, industry-leading companies to stay atop of their industry when confronted with new, ground breaking technological innovations. Clayton M. Christensen is an associate professor at Harvard Business School. His research...

Michael Porter published the Value Chain Analysis in 1985 as a response to criticism that his Five Forces framework lacked an implementation methodology that bridged the gap between internal capabilities and opportunities in the competitive landscape. This framework focused on industry attractiveness as a determinant of the profit potential of all companies...

A business ecosystem describes the structure and behaviour of a network of high-tech organisations that share a key technological platform and the ways individual firms can flourish in such an environment. Dr. James F. Moore was a Senior Fellow at Harvard Law School's Berkman Center for Internet and Society where he founded the Open Economies...