109:. As an industry, profitability is low because the industry's underlying structure of high fixed costs and low variable costs afford enormous latitude in the price of airline travel. Airlines tend to compete on cost, and that drives down the profitability of individual carriers as well as the industry itself because it simplifies the decision by a customer to buy or not buy a ticket. This underscores the need for businesses to continuously evaluate their competitive landscape and adapt strategies in response to changes in industry dynamics, exemplified by the airline industry's struggle with profitability despite varying approaches to differentiation. A few carriers –
753:
Witness 2022). For most industries, the intensity of competitive rivalry is the biggest determinant of the competitiveness of the industry. Understanding industry rivals is vital to successfully marketing a product. Positioning depends on how the public perceives a product and distinguishes it from that of competitors. An organization must be aware of its competitors' marketing strategies and pricing and also be reactive to any changes made. Rivalry among competitors tends to be cutthroat and industry profitability is low while having the potential factors below:
31:
183:
586:
Pepsi is a product that uses the same technology (albeit different ingredients) to compete head-to-head with Coke, so it is not a substitute. Increased marketing for drinking tap water might "shrink the pie" for both Coke and Pepsi, whereas increased Pepsi advertising would likely "grow the pie" (increase consumption of all soft drinks), while giving Pepsi a larger market share at Coke's expense.
515:– spreading the fixed costs over a larger volume of units thus reducing the cost per unit. This can discourage a new entrant because they either have to start trading at a smaller volume of units and accept a price disadvantage over larger companies, or risk coming into the market on a large scale in an attempt to displace the existing market leader.
861:
redundant. For example, a car would be unusable without petrol/gas and a driver. Or for example, a computer is best used with computer software. This factor is controversial (as discussed below in
Criticisms) as many believe it to be 6th Force. However, complements influence the forces more than they form the underlying structure of the market.
752:
Competitive rivalry is a measure of the extent of competition among existing firms. Price cuts, increased advertising expenditures, or investing in service/product enhancements and innovation are all examples of competitive moves that might limit profitability and lead to competitive moves(Dhliwayo,
493:
Barriers to entry restrict the threat of new entrants. If the barriers are high, the threat of new entrants is reduced, and conversely, if the barriers are low, the risk of new companies venturing into a given market is high. Barriers to entry are advantages that existing, established companies have
829:
For example, quite commonly websites with menus and online booking options attract customers to a restaurant. But the restaurant experience cannot be delivered online with the use of technology. Food delivery companies like Uber Eats can deliver food to customers but cannot replace the restaurant's
825:
Technology in itself is a rapidly growing industry. Regardless of the advanced growth, it presents its limitations; such as customers not being able to physically touch/test products. Technology stand alone cannot always provide a desirable experience for a customer. "Boring" companies that are in
49:
to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability. An "unattractive" industry is one in which the effect of these five forces reduces overall profitability. The most unattractive industry
585:
A substitute product uses a different technology to try to solve the same economic need. Examples of substitutes are meat, poultry, and fish; landlines and cellular telephones; airlines, automobiles, trains, and ships; beer and wine; and so on. For example, tap water is a substitute for Coke, but
489:
New entrants put pressure on current organizations within an industry through their desire to gain market share. This in turn puts pressure on prices, costs, and the rate of investment needed to sustain a business within the industry. The threat of new entrants is particularly intense if they are
804:
Sometimes bad strategy decisions can be made when a narrow focus is kept on the growth rate of an industry. While rapid growth in an industry can seem attractive, it can also attract new entrants especially if entry barriers are low and suppliers are powerful. Furthermore, profitability is not
899:
According to Porter, the five forces framework should be used at the line-of-business industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or
860:
Similar to the government above, complementary products/services cannot be a standalone factor because it's not necessarily bad or good for the industry's profitability. Complements occur when a customer benefits from multiple products combined. Individually those standalone products can be
702:
can be a source of power over the firm when there are few substitutes. If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from them. Suppliers may refuse to work with the firm or charge excessively high prices for unique resources.
608:
and its many competitors took advantage of the incumbent taxi industry's dependence on legal barriers to entry and when those fell away, it was trivial for customers to switch. There were no costs as every transaction was atomic, with no incentive for customers not to try another
521:– this occurs when a buyer's willingness to purchase a particular product or service increases with other people's willingness to purchase it. Also known as the network effect, people tend to value being in a 'network' with a larger number of people who use the same company.
795:
Other factors below should also be considered as they can contribute in evaluating a firm's strategic position. These factors can commonly be mistaken for being the underlying structure of the firm; however, the underlying structure consists of the five factors above.
642:
under pressure, which also affects the customer's sensitivity to price changes. Firms can take measures to reduce buyer power, such as implementing a loyalty program. Buyers' power is high if buyers have many alternatives. It is low if they have few choices.
978:, developed an augmented five forces model in Scotland in 1993. It is based on Porter's Framework and includes Government (national and regional) as well as pressure groups as the notional 6th force. This model was the result of work carried out as part of
547:
Unequal access to distribution channels – if there are a limited number of distribution channels for a certain product/service, new entrants may struggle to find a retail or wholesale channel to sell through as existing competitors will have a claim on
120:
Porter's five forces include three forces from 'horizontal competition' – the threat of substitute products or services, the threat of established rivals, and the threat of new entrants – and two others from 'vertical' competition – the
593:
Buyer propensity to substitute. This aspect incorporated both tangible and intangible factors. Brand loyalty can be very important as in the Coke and Pepsi example above; however, contractual and legal barriers are also
816:
and entered the market. Netflix's CEO was famously laughed out of the room. While
Blockbuster was thriving and expanding rapidly, its key pitfall was ignoring its competitors and focusing on its growth in the industry.
895:
analysis or another type of analysis may be used in conjunction with this model. Like all general frameworks, an analysis that uses it to the exclusion of specifics about a particular situation is considered naĂŻve .
962:(also called "the 6th force") to try to explain the reasoning behind strategic alliances. Complementors are known as the impact of related products and services already in the market. The idea that
506:
The most attractive segment is one in which entry barriers are high and exit barriers are low. It is worth noting, however, that high barriers to entry almost always make exit more difficult.
928:
Porter's framework has been challenged by other academics and strategists. For instance, Kevin P. Coyne and Somu
Subramaniam claim that three dubious assumptions underlie the five forces:
620:
in the sense that there are only two basic mechanisms for competition – lowest price or differentiation. Developing multiple products for niche markets is one way to mitigate this factor.
985:
Porter indirectly rebutted the assertions of other forces, by referring to innovation, government, and complementary products and services as "factors" that affect the five forces.
908:
that competes in a single industry should develop, at a minimum, one five forces analysis for its industry. Porter makes clear that for diversified companies, the primary issue in
527:– These are well illustrated by structural market characteristics such as supply chain integration but also can be created by firms. Airline frequent flyer programs are an example.
838:
Government cannot be a standalone force as it is a factor that can affect the firms structure of five forces above. It is neither good or bad for the industry's profitability.
533:– clearly the Internet has influenced this factor dramatically. Websites and apps can be launched cheaply and easily as opposed to the brick-and-mortar industries of the past.
1696:
139:
698:
The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the
1240:
490:
diversifying from another market as they can leverage existing expertise, cash flow, and brand identity which puts a strain on existing companies profitability.
1003:
It places too much weight on the macro-environment and doesn't assess more specific areas of the business that also impact competitiveness and profitability
1517:
1006:
It does not provide any actions to help deal with high or low force threats (e.g., what should management do if there is a high threat of substitution?)
1689:
1420:
1322:
1216:
1186:
868:
influence barriers of entry by either lowering or raising it e.g. Apple providing set of tools to develop apps, lowers barriers to entry;
826:
high entry barrier industries with high switching costs and price-sensitive buyers can be more profitable than "tech savvy" companies.
471:
1682:
780:
Powerful competitive strategy which could potentially be realized by adhering to Porter's work on low cost versus differentiation.
1782:
417:
576:
markets is that prices generally settle at an equilibrium because any price rises or cuts are easily matched by the competition.
1472:
1843:
1048:
358:
1833:
1365:
1530:
942:
That uncertainty is low, allowing participants in a market to plan for and respond to changes in competitive behavior.
1450:
988:
It is also perhaps not feasible to evaluate the attractiveness of an industry independently of the resources that a
497:
Michael E. Porter differentiates two factors that can have an effect on how much of a threat new entrants may pose:
1838:
638:
The bargaining power of customers is also described as the market of outputs: the ability of customers to put the
951:
151:
117:
is one – have tried, with limited success, to use sources of differentiation in order to increase profitability.
1737:
1352:
412:
1828:
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1028:
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143:
46:
42:
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464:
74:
1535:
1762:
1742:
1727:
1022:
761:
426:
403:
340:
1510:
Brandenburger, A. M., & Nalebuff, B. J. (1995). The Right Game: Use Game Theory to Shape
Strategy.
182:
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1063:
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913:
901:
884:
686:
559:
530:
435:
250:
201:
106:
90:
50:
would be one approaching "pure competition", in which available profits for all firms are driven to
1732:
993:
992:
brings to that industry. It is thus argued (Wernerfelt 1984) that this theory be combined with the
784:
654:
349:
295:
282:
105:
or network to achieve a profit above the industry average. A clear example of this is the airline
30:
1722:
1705:
1497:
1426:
1234:
1033:
909:
891:'s strategic position. However, for most consultants, the framework is only a starting point and
524:
512:
390:
277:
219:
215:
82:
70:
59:
51:
1107:"Developing Competitive Strategies Based on SWOT Analysis in Porter s Five Forces Model by DANP"
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55:
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1038:
537:
304:
273:
122:
1146:
Michael Porter, Nicholas
Argyres and Anita M. McGahan, "An Interview with Michael Porter",
875:
A strategy consultant's job is to identify complements and apply them to the forces above.
601:
354:
318:
264:
255:
224:
114:
110:
743:
Supplier competition: the ability to forward vertically integrate and cut out the buyer.
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394:
381:
129:
17:
1802:
967:
737:
541:
439:
309:
85:. A change in any of the forces normally requires a business unit to re-assess the
1302:
1211:. Cegielski, Casey G. (4th international student version ed.). Hoboken, N.J.
97:
in the industry will return the same profitability. Firms are able to apply their
1314:
1058:
1016:
979:
975:
955:
939:
That the source of value is a structural advantage (creating barriers to entry).
892:
808:
For example, Blockbuster dominated the rental market throughout 1990s. In 1998,
774:
345:
228:
147:
86:
1400:
1166:
1412:
1178:
1125:
932:
That buyers, competitors, and suppliers are unrelated and do not interact and
765:
663:
551:
313:
300:
259:
1575:
1377:
1226:
1133:
933:
573:
1674:
1274:
128:
Porter developed his five forces framework in reaction to the then-popular
848:
supplier power can be raised by union favoritism from government policies
1752:
946:
An important extension to Porter's work came from Adam
Brandenburger and
197:
174:
1366:"Netflix co-founder: 'Blockbuster laughed at us … Now there's one left'"
1495:
Kevin P. Coyne and Somu
Subramaniam, "Bringing Discipline to Strategy,
1173:, Princeton: Princeton University Press, pp. 220–248, 2014-12-31,
1154:
813:
555:
286:
78:
1345:
Michael E. Porter. "The Five
Competitive Forces that Shape Strategy",
805:
guaranteed if powerful substitutes become available to the customers.
1551:
134:
1567:
554:
policy such as sanctioned monopolies, legal franchise requirements,
1167:"13. Building Social Strategy at XCard and Harvard Business Review"
916:(lines of business) in which the company will compete. The average
54:. The five-forces perspective is associated with its originator,
1807:
1757:
989:
905:
888:
730:
711:
699:
651:
639:
605:
443:
399:
94:
93:. The overall industry attractiveness does not imply that every
1678:
1552:"Rethinking and reinventing Michael Porter's five forces model"
1105:
Arar, Tayfun; Yurdakul, Gülşen; Önören, Melahat (2017-06-30).
1451:"Introduction to Strategy Development and Strategy Execution"
604:. This factor is well illustrated by the mobility industry.
27:
Framework to analyse level of competition within an industry
883:
Strategy consultants occasionally use Porter's five forces
659:
Degree of dependency upon existing channels of distribution
509:
Michael E. Porter lists 7 major sources of entry barriers:
81:
that affects its ability to serve its customers and make a
1528:
Wernerfelt, B. (1984), A Resource-based View of the Firm,
662:
Bargaining leverage, particularly in industries with high
683:
Differential advantage (uniqueness) of industry products
982:'s Knowledge Asset Management Organisation initiative.
851:
failing companies reorganizing due to bankruptcy laws
1407:, Cambridge University Press, pp. 229–251, 2018,
996:
in order for the firm to develop a sounder framework.
623:
Number of substitute products available in the market
1473:"External Inputs to Strategy | Boundless Management"
1309:, London: Macmillan Education UK, pp. 133–143,
770:
Competition between online and offline organizations
125:
of suppliers and the bargaining power of customers.
1643:
Understanding business strategy: Concepts and cases
1641:Ireland, R. D., Hoskisson, R. and Hitt, M. (2008).
871:
make substitution easier e.g. Spotify replacing CDs
1665:Mintzberg, H., Ahlstrand, B. and Lampel J. (1998)
34:A graphical representation of Porter's five forces
1259:"The Five Competitive Forces That Shape Strategy"
536:Incumbency advantages independent of size (e.g.,
138:. Porter's five-forces framework is based on the
1632:The Five Competitive Forces That Shape Strategy
966:are the sixth force has often been credited to
1690:
465:
8:
1351:, January 2008 (Vol. 88, No. 1), pp. 78–93.
974:. Martyn Richard Jones, while consulting at
720:Impact of inputs on cost and differentiation
674:Availability of existing substitute products
146:. Other Porter's strategy tools include the
73:, to contrast it with the more general term
132:, which he found both lacking in rigor and
1697:
1683:
1675:
1592:Coyne, K.P. and Sujit Balakrishnan (1996),
1239:: CS1 maint: location missing publisher (
887:when making a qualitative evaluation of a
572:For example, a specific characteristic of
472:
458:
161:
77:. They consist of those forces close to a
1095:, May 1979 (Vol. 57, No. 2), pp. 137–145.
597:Relative price performance of substitute
62:. This framework was first published in
29:
1303:"How Competitive Forces Shape Strategy"
1089:"How Competitive Forces Shape Strategy"
1080:
173:
1232:
140:structure–conduct–performance paradigm
47:industrial organization (IO) economics
1608:How Competitive Forces Shape Strategy
1545:
1543:
1395:
1393:
710:Supplier switching costs relative to
69:Porter refers to these forces as the
7:
1501:, 1996, (Vol. 33, No. 4), pp. 14–25.
1341:
1339:
1296:
1294:
1292:
1290:
1288:
1286:
1284:
1252:
1250:
726:Strength of the distribution channel
1650:Introduction to Information Systems
1209:Introduction to information systems
1148:The Academy of Management Executive
1114:Journal of Business Research - Turk
920:company competes in 52 industries.
856:Complementary products and services
845:patents can raise barriers to entry
717:Degree of differentiation of inputs
144:industrial organizational economics
1648:Rainer R.K. and Turban E. (2009),
158:Five forces that shape competition
25:
900:services are sold to buyers (see
629:Availability of close substitutes
1783:Segmenting-targeting-positioning
1307:Readings in Strategic Management
181:
1652:(2nd edition), Wiley, pp 36–41.
1594:Bringing discipline to strategy
1449:Tang, David (21 October 2014).
864:For instance, complements can
729:Supplier concentration to the
671:Buyer information availability
513:Supply-side economies of scale
152:generic competitive strategies
39:Porter's Five Forces Framework
1:
1773:Porter's five forces analysis
1207:Rainer, R. Kelly Jr. (2012).
723:Presence of substitute inputs
694:Bargaining power of suppliers
634:Bargaining power of customers
519:Demand-side benefits of scale
45:of a business. It draws from
41:is a method of analysing the
1531:Strategic Management Journal
1315:10.1007/978-1-349-20317-8_10
958:, they added the concept of
89:given the overall change in
1516:, (Vol. 73, No. 4), 57–71.
1301:Porter, Michael E. (1989),
1257:Porter, Michael E. (2008).
1049:Porter's four corners model
1860:
999:Other criticisms include:
736:Employee solidarity (e.g.
1713:
1477:courses.lumenlearning.com
1413:10.1017/9781108572507.013
1364:Levin, Sam (2019-09-14).
1179:10.1515/9781400850020-014
1126:10.20491/isarder.2017.282
994:resource-based view (RBV)
952:Yale School of Management
821:Technology and innovation
1401:"International Strategy"
1261:. Competitive strategy.
954:in the mid-1990s. Using
830:atmospheric experience.
525:Customer switching costs
1671:, Simon & Schuster.
1636:Harvard Business Review
1624:, Free Press, New York.
1612:Harvard Business Review
1513:Harvard Business Review
1348:Harvard Business Review
1263:Harvard Business Review
1093:Harvard Business Review
1029:Industry classification
706:Potential factors are:
650:Buyer concentration to
614:product differentiation
560:regulatory requirements
64:Harvard Business Review
43:competitive environment
1598:The McKinsey Quarterly
1534:, Vol. 5: pp. 171–180
485:Threat of new entrants
35:
1844:Corporate development
1763:Pareto priority index
1743:Managerial grid model
1728:Business Model Canvas
1662:, Prentice-Hall, Inc.
1550:Grundy, Tony (2006).
1023:Economics of Strategy
762:competitive advantage
668:Buyer switching costs
581:Threat of substitutes
427:Business Model Canvas
404:Managerial grid model
341:Competitive advantage
33:
1834:Strategic management
1798:Strategic Grid Model
1660:Marketing Management
1622:Competitive Strategy
1064:Marketing management
1044:Strategic management
918:Fortune Global 1,000
912:is the selection of
902:industry information
800:Industry growth rate
687:RFM (customer value)
626:Ease of substitution
569:Expected retaliation
531:Capital requirements
436:Strategic Grid Model
376:Frameworks and tools
251:Rita Gunther McGrath
202:Strategic management
91:industry information
52:normal profit levels
18:Competitive Strategy
1738:Growth–share matrix
1733:Competitor analysis
1645:. Cengage Learning.
1606:(March–April 1979)
1405:The Art of Strategy
1087:Michael E. Porter,
791:Factors, not forces
785:concentration ratio
756:Potential factors:
748:Competitive rivalry
733:concentration ratio
655:concentration ratio
646:Potential factors:
612:Perceived level of
589:Potential factors:
494:over new entrants.
413:Growth–share matrix
357: •
350:Performance effects
348: •
339: •
312: •
303: •
296:Alfred Thayer Mahan
294: •
285: •
283:Carl von Clausewitz
276: •
267: •
258: •
249: •
227: •
218: •
209: •
200: •
1723:Balanced scorecard
1706:Strategic planning
1498:McKinsey Quarterly
1034:Marketing Strategy
910:corporate strategy
442: •
438: •
429: •
420: •
411: •
402: •
393: •
391:Balanced scorecard
384: •
359:Generic strategies
220:Strategic thinking
216:Strategic planning
60:Harvard University
36:
1839:Business planning
1816:
1815:
1778:Scenario planning
1422:978-1-108-57250-7
1324:978-0-333-51809-0
1269:(1): 78–93, 137.
1218:978-1-118-09230-9
1188:978-1-4008-5002-0
1171:A Social Strategy
972:Intel Corporation
679:price sensitivity
616:which is classic
502:Barriers to entry
482:
481:
364:Mission statement
211:Strategic studies
207:Military strategy
99:core competencies
56:Michael E. Porter
16:(Redirected from
1851:
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1556:Strategic Change
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1111:
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1096:
1085:
1069:Enshittification
1054:Nonmarket forces
1039:National Diamond
970:, former CEO of
538:customer loyalty
474:
467:
460:
305:Adrian Slywotzky
192:Analysis methods
185:
162:
123:bargaining power
75:macroenvironment
71:microenvironment
21:
1859:
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1668:Strategy Safari
1630:(January 2008)
1589:
1587:Further reading
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1568:10.1002/jsc.764
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836:
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714:switching costs
696:
636:
602:switching costs
583:
487:
478:
449:
448:
377:
369:
368:
355:Core competency
332:
324:
323:
319:Henry Mintzberg
265:Candace A. Yano
256:Bruce Henderson
242:
234:
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225:Decision theory
193:
160:
115:Virgin Atlantic
111:Richard Branson
28:
23:
22:
15:
12:
11:
5:
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1829:Michael Porter
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1793:Kraljic matrix
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1748:MECE principle
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1562:(5): 213–229.
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1521:
1503:
1488:
1464:
1441:
1421:
1389:
1356:
1335:
1323:
1280:
1246:
1217:
1199:
1187:
1158:
1139:
1120:(2): 511–528.
1097:
1079:
1078:
1076:
1073:
1072:
1071:
1066:
1061:
1056:
1051:
1046:
1041:
1036:
1031:
1026:
1019:
1012:
1009:
1008:
1007:
1004:
948:Barry Nalebuff
944:
943:
940:
937:
925:
922:
880:
877:
873:
872:
869:
857:
854:
853:
852:
849:
846:
841:For instance,
835:
832:
822:
819:
801:
798:
792:
789:
788:
787:
781:
778:
771:
768:
749:
746:
745:
744:
741:
734:
727:
724:
721:
718:
715:
695:
692:
691:
690:
684:
681:
675:
672:
669:
666:
660:
657:
635:
632:
631:
630:
627:
624:
621:
618:Michael Porter
610:
598:
595:
582:
579:
578:
577:
570:
566:
565:
564:
563:
549:
545:
534:
528:
522:
516:
507:
504:
486:
483:
480:
479:
477:
476:
469:
462:
454:
451:
450:
447:
446:
433:
431:Kraljic matrix
424:
422:MECE principle
415:
406:
397:
388:
378:
375:
374:
371:
370:
367:
366:
361:
352:
343:
337:Business model
333:
330:
329:
326:
325:
322:
321:
316:
307:
298:
292:Julian Corbett
289:
280:
271:
269:C. K. Prahalad
262:
253:
247:Michael Porter
243:
241:Major thinkers
240:
239:
236:
235:
232:
231:
222:
213:
204:
194:
191:
190:
187:
186:
178:
177:
171:
170:
159:
156:
103:business model
26:
24:
14:
13:
10:
9:
6:
4:
3:
2:
1856:
1845:
1842:
1840:
1837:
1835:
1832:
1830:
1827:
1826:
1824:
1809:
1806:
1804:
1801:
1799:
1796:
1794:
1791:
1789:
1788:SWOT analysis
1786:
1784:
1781:
1779:
1776:
1774:
1771:
1769:
1768:PEST analysis
1766:
1764:
1761:
1759:
1756:
1754:
1751:
1749:
1746:
1744:
1741:
1739:
1736:
1734:
1731:
1729:
1726:
1724:
1721:
1719:
1718:Ansoff matrix
1716:
1715:
1712:
1707:
1700:
1695:
1693:
1688:
1686:
1681:
1680:
1677:
1670:
1669:
1664:
1661:
1657:
1654:
1651:
1647:
1644:
1640:
1637:
1633:
1629:
1626:
1623:
1619:
1616:
1613:
1609:
1605:
1602:
1599:
1595:
1591:
1590:
1586:
1577:
1573:
1569:
1565:
1561:
1557:
1553:
1546:
1544:
1540:
1537:
1533:
1532:
1525:
1522:
1519:
1515:
1514:
1507:
1504:
1500:
1499:
1492:
1489:
1478:
1474:
1468:
1465:
1452:
1445:
1442:
1432:
1428:
1424:
1418:
1414:
1410:
1406:
1402:
1396:
1394:
1390:
1379:
1375:
1371:
1367:
1360:
1357:
1354:
1350:
1349:
1342:
1340:
1336:
1326:
1320:
1316:
1312:
1308:
1304:
1297:
1295:
1293:
1291:
1289:
1287:
1285:
1281:
1276:
1272:
1268:
1264:
1260:
1253:
1251:
1247:
1242:
1236:
1228:
1224:
1220:
1214:
1210:
1203:
1200:
1190:
1184:
1180:
1176:
1172:
1168:
1162:
1159:
1156:
1152:
1149:
1143:
1140:
1135:
1131:
1127:
1123:
1119:
1115:
1108:
1101:
1098:
1094:
1090:
1084:
1081:
1074:
1070:
1067:
1065:
1062:
1060:
1057:
1055:
1052:
1050:
1047:
1045:
1042:
1040:
1037:
1035:
1032:
1030:
1027:
1025:
1024:
1020:
1018:
1015:
1014:
1010:
1005:
1002:
1001:
1000:
997:
995:
991:
986:
983:
981:
977:
973:
969:
965:
964:complementors
961:
960:complementors
957:
953:
949:
941:
938:
935:
931:
930:
929:
923:
921:
919:
915:
911:
907:
903:
897:
894:
890:
886:
878:
876:
870:
867:
866:
865:
862:
855:
850:
847:
844:
843:
842:
839:
833:
831:
827:
820:
818:
815:
811:
810:Reed Hastings
806:
799:
797:
790:
786:
782:
779:
776:
772:
769:
767:
763:
759:
758:
757:
754:
747:
742:
739:
735:
732:
728:
725:
722:
719:
716:
713:
709:
708:
707:
704:
701:
693:
688:
685:
682:
680:
676:
673:
670:
667:
665:
661:
658:
656:
653:
649:
648:
647:
644:
641:
633:
628:
625:
622:
619:
615:
611:
607:
603:
599:
596:
592:
591:
590:
587:
580:
575:
571:
568:
567:
561:
557:
553:
550:
546:
543:
539:
535:
532:
529:
526:
523:
520:
517:
514:
511:
510:
508:
505:
503:
500:
499:
498:
495:
491:
484:
475:
470:
468:
463:
461:
456:
455:
453:
452:
445:
441:
437:
434:
432:
428:
425:
423:
419:
416:
414:
410:
409:PEST analysis
407:
405:
401:
398:
396:
395:Ansoff matrix
392:
389:
387:
383:
380:
379:
373:
372:
365:
362:
360:
356:
353:
351:
347:
344:
342:
338:
335:
334:
328:
327:
320:
317:
315:
311:
308:
306:
302:
299:
297:
293:
290:
288:
284:
281:
279:
275:
272:
270:
266:
263:
261:
257:
254:
252:
248:
245:
244:
238:
237:
230:
226:
223:
221:
217:
214:
212:
208:
205:
203:
199:
196:
195:
189:
188:
184:
180:
179:
176:
172:
168:
164:
163:
157:
155:
153:
149:
145:
141:
137:
136:
131:
130:SWOT analysis
126:
124:
118:
116:
112:
108:
104:
100:
96:
92:
88:
84:
80:
76:
72:
67:
65:
61:
57:
53:
48:
44:
40:
32:
19:
1803:Strategy map
1772:
1666:
1659:
1649:
1642:
1635:
1631:
1628:Porter, M.E.
1621:
1618:Porter, M.E.
1611:
1607:
1604:Porter, M.E.
1597:
1593:
1559:
1555:
1529:
1524:
1511:
1506:
1496:
1491:
1480:. Retrieved
1476:
1467:
1455:. Retrieved
1444:
1434:, retrieved
1404:
1381:. Retrieved
1370:The Guardian
1369:
1359:
1346:
1328:, retrieved
1306:
1266:
1262:
1208:
1202:
1192:, retrieved
1170:
1161:
1150:
1147:
1142:
1117:
1113:
1100:
1092:
1083:
1021:
998:
987:
984:
968:Andrew Grove
945:
927:
917:
898:
882:
874:
863:
859:
840:
837:
828:
824:
807:
803:
794:
760:Sustainable
755:
751:
738:labor unions
705:
697:
645:
637:
588:
584:
542:brand equity
496:
492:
488:
440:Strategy map
385:
310:Sharon Oster
278:Liddell Hart
133:
127:
119:
68:
63:
38:
37:
1059:Value chain
1017:Coopetition
980:Groupe Bull
976:Groupe Bull
956:game theory
893:value chain
775:advertising
664:fixed costs
386:Five forces
346:Value chain
274:Jim Collins
229:Game theory
148:value chain
87:marketplace
1823:Categories
1482:2017-12-06
1457:2 November
1436:2020-11-08
1383:2020-11-08
1330:2020-11-08
1194:2020-11-08
1075:References
924:Criticisms
914:industries
834:Government
766:innovation
594:effective.
552:Government
314:Chris Zook
301:J.C. Wylie
260:Gary Hamel
1656:Kotler P.
1576:1086-1718
1431:241673316
1378:0261-3077
1235:cite book
1227:829653718
1134:1309-0712
885:framework
773:Level of
574:oligopoly
66:in 1979.
1753:Mind map
1658:(1997),
1275:18271320
1155:at JSTOR
1011:See also
812:founded
764:through
689:Analysis
609:product.
600:Buyer's
331:Concepts
198:Strategy
175:Strategy
167:a series
165:Part of
107:industry
1620:(1980)
1600:, No.4.
1453:. Flevy
934:collude
814:Netflix
777:expense
556:patents
287:Sun Tzu
79:company
1574:
1429:
1419:
1376:
1321:
1273:
1225:
1215:
1185:
1153::2:44
1132:
677:Buyer
558:, and
135:ad hoc
83:profit
1708:tools
1427:S2CID
1110:(PDF)
904:). A
879:Usage
783:Firm
548:them.
1808:VRIO
1758:OGSM
1572:ISSN
1459:2014
1417:ISBN
1374:ISSN
1319:ISBN
1271:PMID
1241:link
1223:OCLC
1213:ISBN
1183:ISBN
1130:ISSN
990:firm
906:firm
889:firm
731:firm
712:firm
700:firm
652:firm
640:firm
606:Uber
540:and
444:VRIO
400:OGSM
382:SWOT
150:and
95:firm
1564:doi
1536:PDF
1518:PDF
1409:doi
1353:PDF
1311:doi
1175:doi
1122:doi
950:of
418:STP
142:in
113:'s
58:of
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1634:,
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