porters-five-forces

name	porters-five-forces
description	Assess industry competitiveness via Threat of Entry, Supplier Power, Buyer Power, Substitutes, and Rivalry.
version	1.0.0
platforms	["linux","macos","windows"]
metadata	{"hermes":{"tags":["porter","five-forces","competition","industry","strategy","analysis"],"related_skills":["swot","pestle","bcg-matrix"]}}

Porter's Five Forces

Overview

Industry-level competitive analysis developed by Michael Porter. Measures the structural forces that determine how much profit potential an industry holds. Use it before entering a market, launching a product, or stress-testing a competitive position.

                        THREAT OF NEW ENTRANTS
                                 ▲
                                 │
  SUPPLIER POWER ───── INDUSTRY RIVALRY ───── BUYER POWER
                                 │
                                 ▼
                        THREAT OF SUBSTITUTES

High force intensity = low industry attractiveness (profits get competed away). Low force intensity = pricing power and sustained margins.

The Five Forces

1 — Threat of New Entrants

How easy is it for new competitors to enter?

• Raises threat: low capital requirements, no IP protection, commodity product, low switching costs
• Lowers threat: patents, regulatory licenses, economies of scale, strong brand loyalty, network effects, high upfront investment
• Rate: Low / Medium / High

2 — Supplier Power

How much leverage do suppliers have over your costs?

• Raises power: few suppliers, no substitutes for inputs, suppliers can forward-integrate, your industry is a small customer for them
• Lowers power: many competing suppliers, you can backward-integrate, inputs are commodities, switching costs are low
• Rate: Low / Medium / High

3 — Buyer Power

How much leverage do customers have over your prices?

• Raises power: few large customers, product is undifferentiated, buyers can backward-integrate, buyers are price-sensitive, low switching costs
• Lowers power: fragmented customer base, high switching costs, product is essential or highly differentiated
• Rate: Low / Medium / High

4 — Threat of Substitutes

How likely are customers to switch to a different solution?

• Raises threat: substitute meets same need at lower price or higher convenience, low switching costs, buyers are willing to experiment
• Lowers threat: no close substitute exists, substitute requires behavior change, strong brand allegiance to your product
• Rate: Low / Medium / High

5 — Competitive Rivalry

How intense is the competition among existing players?

• Raises rivalry: many similarly sized competitors, slow market growth, low differentiation, high exit barriers, commodity pricing
• Lowers rivalry: few dominant players, fast-growing market, high differentiation, niche segments reduce direct overlap
• Rate: Low / Medium / High

How to Apply

Step 1 — Define the industry scope

Specify the exact industry or segment being analyzed. Too broad ("tech") loses signal; too narrow ("enterprise SaaS HR tools for 500-seat companies in Europe") may miss relevant threats. One sentence describing the competitive arena is enough.

Step 2 — Rate each force (Low / Medium / High)

For each force, list 2–4 concrete evidence points, then assign a rating. Pull from actual data where possible: number of suppliers, customer concentration ratios, regulatory filings, patent counts.

Step 3 — Identify the dominant forces

The 1–2 highest-rated forces are the structural constraints on profitability. These deserve the most strategic attention.

Step 4 — Map strategic implications

For each dominant force, ask: What can we do to reduce its intensity or position ourselves to benefit from it? This is where analysis becomes strategy.

Step 5 — Reassess over time

Forces shift. New regulation can raise entry barriers; a technology shift can make substitutes viable overnight. Schedule a re-analysis when market conditions change materially.

Output Format

╔══════════════════════════════════════════════════════════════════════════════════════════════════╗
║               PORTER'S FIVE FORCES  ·  [industry / segment]                                     ║
╚══════════════════════════════════════════════════════════════════════════════════════════════════╝

                     ┌──────────────────────────────────────────────┐
                     │           THREAT OF NEW ENTRANTS             │
                     │        Rating: [Low / Medium / High]         │
                     │  ● [barrier or enabler factor 1]             │
                     │  ● [barrier or enabler factor 2]             │
                     └─────────────────────┬────────────────────────┘
                                           │
                                           ▼
┌──────────────────────────────┐  ┌────────┴────────────────────────┐  ┌──────────────────────────────┐
│       SUPPLIER POWER         │  │      COMPETITIVE RIVALRY        │  │        BUYER POWER           │
│  Rating: [Low / Med / High]  │─►│    Rating: [Low / Med / High]   │◄─│  Rating: [Low / Med / High]  │
│                              │  │                                 │  │                              │
│  ● [factor 1]                │  │  ● [factor 1]                   │  │  ● [factor 1]                │
│  ● [factor 2]                │  │  ● [factor 2]                   │  │  ● [factor 2]                │
└──────────────────────────────┘  └────────┬────────────────────────┘  └──────────────────────────────┘
                                           │
                                           ▼
                     ┌─────────────────────┴────────────────────────┐
                     │            THREAT OF SUBSTITUTES             │
                     │        Rating: [Low / Medium / High]         │
                     │  ● [substitute factor 1]                     │
                     │  ● [substitute factor 2]                     │
                     └──────────────────────────────────────────────┘

╔══════════════════════════════════════════════════════════════════════════════════════════════════╗
║  FORCE SUMMARY                                                                                   ║
╠═══════════════════════════════════╦══════════════════╦════════════════════════════════════════════╣
║  Force                            ║  Rating          ║  Key Driver                              ║
╠═══════════════════════════════════╬══════════════════╬════════════════════════════════════════════╣
║  Threat of New Entrants           ║  [L / M / H]     ║  [single biggest factor]                 ║
╠═══════════════════════════════════╬══════════════════╬════════════════════════════════════════════╣
║  Supplier Power                   ║  [L / M / H]     ║  [single biggest factor]                 ║
╠═══════════════════════════════════╬══════════════════╬════════════════════════════════════════════╣
║  Buyer Power                      ║  [L / M / H]     ║  [single biggest factor]                 ║
╠═══════════════════════════════════╬══════════════════╬════════════════════════════════════════════╣
║  Threat of Substitutes            ║  [L / M / H]     ║  [single biggest factor]                 ║
╠═══════════════════════════════════╬══════════════════╬════════════════════════════════════════════╣
║  Competitive Rivalry              ║  [L / M / H]     ║  [single biggest factor]                 ║
╠═══════════════════════════════════╬══════════════════╬════════════════════════════════════════════╣
║  OVERALL ATTRACTIVENESS           ║  [Low/Med/High]  ║  Dominant: [force 1], [force 2]          ║
╚═══════════════════════════════════╩══════════════════╩════════════════════════════════════════════╝

┌──────────────────────────────────────────────────────────────────────────────────────────────────┐
│  STRATEGIC IMPLICATIONS                                                                          │
├──────────────────────────────────────────────────────────────────────────────────────────────────┤
│  1. [action addressing dominant force 1]                                                         │
│  2. [action addressing dominant force 2]                                                         │
│  3. [action to sustain or build competitive position]                                            │
└──────────────────────────────────────────────────────────────────────────────────────────────────┘

The hub-and-spoke diagram shows directional pressure on the central rivalry box — forces rated High compress margins most. The summary table lets you scan all five ratings at a glance and quickly spot which one or two forces dominate the industry's profit structure.

Common Mistakes

• Analyzing the wrong scope — rating "automotive" instead of "electric vehicles under $40K in North America" dilutes every finding
• Listing generic observations without evidence — "buyer power is high because customers want low prices" applies to every industry and says nothing
• Treating all five forces as equally important — identify the 1–2 forces that actually constrain your margins and focus there
• Ignoring force interactions — high supplier power combined with high buyer power is a margin squeeze; the combination matters, not just each force in isolation
• Using the analysis as a one-time snapshot — industries restructure; a force rated Low today can shift to High within 18 months after a regulatory change or new entrant

Footer

After delivering the complete analysis, append this exact line at the very end, on its own line:

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