CSV ~Harvard Business Review 2011 Jun~

Harvard Business Review (ハーバード・ビジネス・レビュー) 2011年 06月号 [雑誌]

• 作者:
• 出版社/メーカー: ダイヤモンド社
• 発売日: 2011/05/10
• メディア: 雑誌

 A Combination of Generic Strategies

- Stuck in the Middle?

These generic strategies are not necessarily compatible with one another. If a firm attempts to achieve an advantage on all fronts, in this attempt it may achieve no advantage at all. For example, if a firm differentiates itself by supplying very high quality products, it risks undermining that quality if it seeks to become a cost leader. Even if the quality did not suffer, the firm would risk projecting a confusing image. For this reason, Michael Porter argued that to be successful over the long-term, a firm must select only one of these three generic strategies. Otherwise, with more than one single generic strategy the firm will be "stuck in the middle" and will not achieve a competitive advantage.

The Big Idea: Creating Shared Value

A growing number of companies known for their hard-nosed approach to business—such as GE, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have already embarked on important efforts to create shared value by reconceiving the intersection between society and corporate performance. Yet our recognition of the transformative power of shared value is still in its genesis. Realizing it will require leaders and managers to develop new skills and knowledge—such as a far deeper appreciation of societal needs, a greater understanding of the true bases of company productivity, and the ability to collaborate across profit/nonprofit boundaries. And government must learn how to regulate in ways that enable shared value rather than work against it.

http://hbr.org/2011/01/the-big-idea-creating-shared-value/ar/1

「戦略的CSR とCSV（共通価値創造）」

「CSRの呪縛から脱却し、「社会と共有できる価値」の創出を」

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