Porter 's Five Forces Analysis

Porter’s Five Forces (1980), named after Michael E. Porter, is a critical framework to access the level of risk and degree of potential profitability of each industry in which firms are competing. Specifically, five forces are shown in Figure 1, are includes competition between rivalry, potential of new entrant, threat of substitute products, and pressure on bargaining power of suppliers and customers.

Porter’s Five Forces was developed in 1979 by Michael Porter as a framework to assess and evaluate the competitive position of a company in an industry. It is based on the theory that there are five forces which identify the attractiveness and competitive strength of an industry. It is helpful to gain an understanding of a firm’s current positon and the position that the firm may look to capture in the future. Porter’s five forces are also used to

Michael Porters Five Forces analyse the internal and external factors that determine the competitiveness of an industry. The five areas that are examined by Porter

The five forces used to analyze the level of competition formulated by Porter are the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products or services and rivalry among existing competitors (M. E. Porter, 2008). Two additional forces, proposed by Boehlje & Olson (2010), provide an external dynamic to Porter’s original five forces, namely technology and other drivers of change. In order to use the Porter five forces as an adequate backbone for describing the competition in our desired sector, we need thorough knowledge of the factors comprising these forces. We begin by providing an overview of general important factors used in recent literature.

Porter’s framework or also known as Porter's five forces model, introduced by Michael E. Porter who have well analyze and richly identifies five competitive forces that shapen every industry and able to determine an industry's strengths, weaknesses, threats and opportunities. Bargaining power of supplier, bargaining power of buyer, degree of market competitive rivalry, potential entrants and degree of substitute are the five forces of Porter’s framework.

Porter's five forces framework is a model of competitive industry structure. These are the threat of entry of new competitors, the threat of substitutes, the bargaining power of buyers and of suppliers and the rivalry between the existing competitors. Where these forces are intense, below-average industry performance can be expected; where these forces are mild, superior performance is common. (Jobber, 2007).

W. Chan Kim (chan.kim@insead.edu) is the Boston Consulting Group Bruce D. Henderson Chair Professor of Strategy and International Management at Insead in Fontainebleau, France. Renée Mauborgne (renee.mauborgne@ insead.edu) is the Insead Distinguished Fellow and a professor of strategy and management at Insead. This article is adapted from their forthcoming book Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Harvard Business School Press, 2005).

Porter’s Five Competitive Forces Analysis is a framework developed by Michael E. Porter of Harvard Business School for study of industry analysis by analyzing five competitive forces which define industry and its business strategy. These five competitive forces determine the competitive advantages, disadvantages and attractiveness or profitability of industry.

When your product is a large portion of your buyer’s costs, they will exert more power.

Porter’s five forces model describes 5 components. Buyer power, supplier power, threat of substitute products or services, threat of new entrants and rivalry among existing competitors. Using this scenario, I will explain every of these components.

With the aid of the Five Forces Framework, we understand how the structure of the industry drives the competition and determines the profitability, the position of the firm in relation to its rivals and how to restructure the industry for the better. However it has its disadvantage as the study of this wide range of external factors may not be cost effective and may create information overload.

Competition based strategies, such as those laid out by Michael Porter, are based off of a well defined set of boundaries which the book refers to as the structuralist view. Within these boundaries, companies fight for larger market share by seeing what the competition is doing and then doing it better. What is lost by one competitor in terms of market share is simply gained by another competitor and as such leads to a zero-sum game for the industry. Cost and value are seen as trade-offs which the company must make in order to establish a differentiated or cost position. A blue ocean strategy on the other hand is based on the idea of combining both differentiation and low cost through value innovation. This is in direct contrast to Porter 's stance that a company must only pick one generic strategy to be successful whether that strategy be low cost, focus or differentiation.

Porter 's Five Forces Model is a critical instrument to break down an outer aggressive environment of the business. The model incorporates threat of entry, the threat of rivalry, the threat of suppliers, the threat of purchasers and threat of substitutes.

Porter's Five Forces can be applied to particular companies, market segments and industries with the step-by-step analysis of market structure and competitive situation. First of all, when implementing this module in organizations, it is necessary to determine the scope of the market to be analyzed. Following, all relevant forces for this market analyzed and key forces are identified (Gerry and Kevan, P.117). Actually some organizational strategy and the longer-term goals are mainly based on or consistent with the key forces. Hence, it is not necessary to analyze all elements of all competitive forces with the same depth. Moreover, the key forces in the competitive environment will vary in different industry. Different forces take on prominence in shaping competition in each industry (Porter,

Slow market growth causes firms to fight for market share. In a growing market, firms are able to improve revenues simply because of the expanding market.