波特五力分析模型Porter'sFiveForces
-供方能够方便地实行前向联合或一体化，而买主难以进行后向联合或一体化。（注：简单按中国说法，店大欺客）
2．购买者的议价能力
-购买者的总数较少，而每个购买者的购买量较大，占了卖方销售量的很大比例。
-卖方行业由大量相对来说规模较小的企业所组成。
3．新进入者的威胁
4．替代品的威胁
5．同业竞争者的竞争程度
波特五力分析模型的缺陷
实际上，关于五力分析模型的实践运用一直存在许多争论。目前较为一致的看法是：该模型更多是一种理论思考工具，而非可以实际操作的战略工具。
该模型的理论是建立在以下三个假定基础之上的：
2、同行业之间只有竞争关系，没有合作关系。但现实中企业之间存在多种合作关系，不一定是你死我活的竞争关系；
因此，要将波特的竞争力模型有效地用于实践操作，以上在现实中并不存在的三项假设就会使操作者要么束手无策，要么头绪万千。
Porter'sFiveForces
ThePorter's5Forcestoolisasimplebutpowerfultoolforunderstandingwherepowerliesinabusinesssituation.Thisisuseful,becauseithelpsyouunderstandboththestrengthofyourcurrentcompetitiveposition,andthestrengthofapositionyou'reconsideringmovinginto.
Conventionally,thetoolisusedtoidentifywhethernewproducts,servicesorbusinesseshavethepotentialtobeprofitable.Howeveritcanbeveryilluminatingwhenusedtounderstandthebalanceofpowerinothersituationstoo.
UnderstandingtheTool:
FiveForcesAnalysisassumesthattherearefiveimportantforcesthatdeterminecompetitivepowerinabusinesssituation.Theseare:
SupplierPower:Hereyouassesshoweasyitisforsupplierstodriveupprices.Thisisdrivenbythenumberofsuppliersofeachkeyinput,theuniquenessoftheirproductorservice,theirstrengthandcontroloveryou,thecostofswitchingfromonetoanother,andsoon.Thefewerthesupplierchoicesyouhave,andthemoreyouneedsuppliers'help,themorepowerfulyoursuppliersare.
BuyerPower:Hereyouaskyourselfhoweasyitisforbuyerstodrivepricesdown.Again,thisisdrivenbythenumberofbuyers,theimportanceofeachindividualbuyertoyourbusiness,thecosttothemofswitchingfromyourproductsandservicestothoseofsomeoneelse,andsoon.Ifyoudealwithfew,powerfulbuyers,thentheyareoftenabletodictatetermstoyou.
CompetitiveRivalry:Whatisimportanthereisthenumberandcapabilityofyourcompetitors.Ifyouhavemanycompetitors,andtheyofferequallyattractiveproductsandservices,thenyou'llmostlikelyhavelittlepowerinthesituation,becausesuppliersandbuyerswillgoelsewhereiftheydon'tgetagooddealfromyou.Ontheotherhand,ifno-oneelsecandowhatyoudo,thenyoucanoftenhavetremendousstrength.
ThreatofSubstitution:Thisisaffectedbytheabilityofyourcustomerstofindadifferentwayofdoingwhatyoudo–forexample,ifyousupplyauniquesoftwareproductthatautomatesanimportantprocess,peoplemaysubstitutebydoingtheprocessmanuallyorbyoutsourcingit.Ifsubstitutioniseasyandsubstitutionisviable,thenthisweakensyourpower.
ThreatofNewEntry:Powerisalsoaffectedbytheabilityofpeopletoenteryourmarket.Ifitcostslittleintimeormoneytoenteryourmarketandcompeteeffectively,iftherearefeweconomiesofscaleinplace,orifyouhavelittleprotectionforyourkeytechnologies,thennewcompetitorscanquicklyenteryourmarketandweakenyourposition.Ifyouhavestronganddurablebarrierstoentry,thenyoucanpreserveafavorablepositionandtakefairadvantageofit.
Theseforcescanbeneatlybroughttogetherinadiagramliketheonebelow:
UsingtheTool:
ThistoolwascreatedbyHarvardBusinessSchoolprofessor,MichaelPorter,toanalyzetheattractivenessandlikely-profitabilityofanindustry.Sincepublication,ithasbecomeoneofthemostimportantbusinessstrategytools.Theclassicarticlewhichintroducesitis"HowCompetitiveForcesShapeStrategy"inHarvardBusinessReview57,March-April1979,pages86-93.
Example:
MartinJohnsonisdecidingwhethertoswitchcareerandbecomeafarmer-he'salwayslovedthecountryside,andwantstoswitchtoacareerwherehe'shisownboss.HecreatesthefollowingFiveForcesAnalysisashethinksthesituationthrough:
Thisworrieshim:
Thethreatofnewentryisquitehigh:ifanyonelooksasifthey’remakingasustainedprofit,newcompetitorscancomeintotheindustryeasily,reducingprofits.
Competitiverivalryisextremelyhigh:ifsomeoneraisesprices,they’llbequicklyundercut.Intensecompetitionputsstrongdownwardpressureonprices.
BuyerPowerisstrong,againimplyingstrongdownwardpressureonprices.
Thereissomethreatofsubstitution.
Unlessheisabletofindsomewayofchangingthissituation,thislookslikeaverytoughindustrytosurvivein.Maybehe'llneedtospecializeinasectorofthemarketthat'sprotectedfromsomeoftheseforces,orfindarelatedbusinessthat'sinastrongerposition.
Keypoints:
Porter'sFiveForcesAnalysisisanimportanttoolforassessingthepotentialforprofitabilityinanindustry.Withalittleadaptation,itisalsousefulasawayofassessingthebalanceofpowerinmoregeneralsituations.
Itworksbylookingatthestrengthoffiveimportantforcesthataffectcompetition:
SupplierPower:Thepowerofsupplierstodriveupthepricesofyourinputs.
BuyerPower:Thepowerofyourcustomerstodrivedownyourprices.
CompetitiveRivalry:Thestrengthofcompetitionintheindustry.
TheThreatofSubstitution:Theextenttowhichdifferentproductsandservicescanbeusedinplaceofyourown.
TheThreatofNewEntry:Theeasewithwhichnewcompetitorscanenterthemarketiftheyseethatyouaremakinggoodprofits(andthendriveyourpricesdown).
Bythinkingabouthoweachforceaffectsyou,andbyidentifyingthestrengthanddirectionofeachforce,youcanquicklyassessthestrengthofyourpositionandyourabilitytomakeasustainedprofitintheindustry.