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Threat of
new entrants
Bargaining power
of suppliers
Industry competitors
Suppliers
Buyers
Rivalry among
existing firms
Threat of
substitutes
Substitute
products
Bargaining power
of buyers
Product Differentiation
Capital Requirements
Customer Switching Costs
Access to Distribution Channels
Government Policy
Expected Retaliation
Bargaining
Power of
Suppliers
Bargaining
Power of
Suppliers
Bargaining
Power of
Buyers
Bargaining
Power of
Suppliers
Bargaining
Power of
Buyers
Threat of
Substitute
Products
Products with
similar
function limit
the prices
firms can
charge
Products
with
improving
price/performance
tradeoffs
relative to present industry
products
Example:
Electronic security systems in place
of security guards
Fax machines in place of overnight
mail delivery
Bargaining
Power of
Suppliers
Rivalry Among
Competing Firms in
Industry
Threat of
Substitute
Products
Bargaining
Power of
Buyers
Coca-cola
Traditional competition:
Prices of Pepsi, local brands
Market share
Promotional actions of competition
New entrants:
New look-a-like manufacturers
Substitute products:
Fashionable new drinks, milk drinks, coffee, beer, ...
Coca-cola
Suppliers:
Price and availability of ingredients on world
market
Quality speed safety, traceability, flexibility of
supply chain
Buyers/consumers:
High as a result of intense competition both among
branded and unbranded products.
Combined purchase power of shops, bars,
supermarkets
Competitive Advantage
The Competitive Advantage model of Porter learns that
industry level.
It provides useful input for performing a SWOT
analysis.
Limitations
Inside-out strategy is ignored (core competence)
It does not cope with synergies and interdependencies within