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Strategy and the Internet.

M E Porter1

  • 1Harvard University, USA.

Harvard Business Review
|March 15, 2001
PubMed
Summary
This summary is machine-generated.

The internet does not necessitate a new business strategy. Instead, companies should leverage proven strategic principles to build competitive advantages, as traditional strengths remain crucial in the digital age.

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Area of Science:

  • Business Strategy
  • Internet Business Models
  • Competitive Advantage

Background:

  • Many internet pioneers pursued flawed strategies, prioritizing customer acquisition over profitability.
  • Common mistakes included indiscriminate discounting, indirect revenue models (advertising, click-through fees), and a lack of strategic trade-offs.

Purpose of the Study:

  • To re-evaluate the strategic impact of the internet on business.
  • To argue that the internet complements, rather than disrupts, established business principles.
  • To debunk common myths surrounding internet business advantages.

Main Methods:

  • Analysis of internet business strategies and their outcomes.
  • Application of established strategic frameworks (e.g., Michael Porter's principles).

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  • Debunking of prevalent internet business myths.

    • Main Results:

    • The internet is not inherently disruptive to most industries; it often enhances existing competitive advantages.
    • Traditional strengths like unique products and proprietary content remain vital.
    • Internet technology can fortify, but not replace, core competitive advantages.

    Conclusions:

    • Effective business strategy in the internet age relies on proven principles, not radical new approaches.
    • Competitive advantage stems from traditional strengths, fortified by internet technology.
    • Companies should focus on distinctive strategies rather than chasing indirect revenues or undifferentiated growth.