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Knowing who your competition is, how their actions will affect you and in what ways is critical to your bottom line and future planning. Whether you are a Fortune company or a small, local business, competition has a direct influence on your success. Porter inthe five forces model looks at five specific factors that determine whether or not a business can be profitable, based on other businesses in the industry.
Competitive rivalry This force examines how intense the competition currently is in the marketplace, which is determined by the number of existing competitors and what each can do. In addition, it assesses the number of suppliers available: The fewer there are, the more power they have.
Businesses are in a better position when there are a multitude of suppliers. Bargaining power of customers This force examines the power of the consumer and their effect on pricing and quality. Threat of new entrants This force considers how easy or difficult it is for competitors to join the marketplace in the industry being examined.
Barriers to entry include absolute cost advantages, access to inputs, economies of scale and well-recognized brands. It looks at the number of competitors, how their prices and quality compare to the business being examined and how much of a profit those competitors are earning, which would determine if they can lower their costs even more.
Under Armour faces intense competition from Nike, Adidas and newer players. Nike and Adidas, which have considerably larger resources at their disposal, are making a play within the performance apparel market to gain market share in this up-and-coming product category.
Under Armour does not hold any fabric or process patents, hence its product portfolio could be copied in the future. Bargaining power of suppliers: Bargaining power of customers: The bargaining power of end customers is lower as UA enjoys strong brand recognition.
Threat of new entrants: Large capital costs are required for branding, advertising and creating product demand, and hence limits the entry of newer players in the sports apparel market.
However, existing companies in the sports apparel industry could enter the performance apparel market in the future. Threat of substitute products: To that end, Porter identified three generic strategies that can be implemented in any industry and in companies of any size.
Cost leadership Your goal is to increase profits by reducing costs while charging industry-standard prices, or to increase market share by reducing the sales price while retaining profits. It requires both good research and development plus effective sales and marketing teams. Focus A successful implementation means the company selects niche markets in which to sell their goods.
It requires an intense understanding of the marketplace, its sellers, buyers and competitors. In the s, Yale School of Management professors Adam Brandenbuger and Barry Nalebuff created the idea of a sixth force, "complementors," using the tools of game theory.
In their model, complementors sell products and services that are best used in conjunction with a product or service from a competitor.
Intel, which manufactures processors, and computer manufacturer Apple could be considered complementors in this model.
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Named for its creator Michael Porter, the Five Forces model helps reveals the roots of an industry's current profitability while providing While Porter's Five Forces is an effective and. For example, the 5-firm concentration ratio in the UK pesticide industry is , which indicates that the combined market share of the five largest pesticide sellers in the UK is about 75%.
N-firm concentration ratio does not reflect changes in the size of the largest firms. Porter's Five Forces Framework is a tool for analyzing competition of a business.
It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack of it) of an industry in terms of its profitability.