A qualitative investigation of competition in the U.S. hardwood lumber industry

Competition in the U.S. hardwood lumber industry was investigated through interviews with company executives. The largest and smallest companies in the industry were found to be the most production oriented. When the competitive strategies of the companies were categorized using Porter's (21) s...

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Bibliographic Details
Published inForest products journal Vol. 41; no. 11/12
Main Authors Bush, R.J, Sinclair, S.A, Araman, P.A
Format Journal Article
LanguageEnglish
Published 01.11.1991
Subjects
BOIS DE FEUILLUS
BOIS DEBITE
COMPETENCIA ECONOMICA
CONCURRENCE ECONOMIQUE
ENCUESTAS
ENQUETE
ESTADOS UNIDOS DE AMERICA
ETATS UNIS
INDUSTRIA FORESTAL
INDUSTRIE FORESTIERE
MADERA DE FRONDOSAS
MADERA ELABORADA
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Summary:Competition in the U.S. hardwood lumber industry was investigated through interviews with company executives. The largest and smallest companies in the industry were found to be the most production oriented. When the competitive strategies of the companies were categorized using Porter's (21) strategic typology, Overall Cost Leadership strategies were found to be the most common. Focus strategies were found only as part of a dual Overall Cost Leadership/Focus strategy. The majority of companies compete for customers based on quality, customer service, and price. Proprietary grading is an important competitive tool for a few larger companies. The most frequently reported trends in the industry were shortened distribution channels, increased specialization in the products sought by lumber buyers, and movement of the inventory carrying function back to the lumber supplier
Bibliography:9424987
K50
E70
ISSN:0015-7473