Porter’s 5 Forces: The Threat of Substitutes, Bargaining Power and Competitive Rivalry

The objective of Porter’s 5 Forces model is to assess the overall competitive landscape of a particular business sector. Each of these five forces corresponds to a key component of market intensity. Other than the Threat of New Entrants in Porter’s 5 Forces model, there are other three forces which will be discussed in this section.

Porter’s 5 Forces: The Threat from Substitute Products

A substitute product is a product /service produced by another industry which satisfies the same customer needs.

Substitutes affect profitability of an industry through:
 Putting a ceiling on prices e.g. air fares will determine the maximum level of train fares over similar
routes
 Affecting volumes of demand
 Forcing expensive investments and service improvements e.g. CDs + DVDs supplied with booklets,
posters and other offers to make them more attractive as artefacts compared to virtual downloads.

Threat from Substitutes Determined by:


 Relative price/performance e.g. speed of plane travel against the speed of train travel may be higher
but does it justify the higher price?
 Switching costs from one to another e.g. download may be cheaper than CD but necessitates buying
an MP3 player.

Porter’s 5 Forces: The Bargaining Power of buyers (customers)

Buyers (customers) may include:
 Industrial customers and distributors seeking to obtain lower costs to boost their own margins, or better inputs and smoother transactions with suppliers
 Governmental or other not-for-profit organizations seeking to gain more benefit for their clients
 Consumers wanting better quality products and services at a lower price

Satisfying their wants may lead them to trade around the industry, forcing down the profitability of the
industry. Buyer power is increased by:

 The customer buying a large proportion of total industry output
 The product not being critical to the customer’s own business and a lack of proprietary product differences which would otherwise make them favor or be locked into one supplier
 Low switching costs (i.e. the cost of switching suppliers)
 Products are standard items and hence easily copied
 Low customer profitability forcing them to prioritize cost reductions
 Ability to bypass (or acquire) the supplier
 The skills of the customer’s purchasing staff
 High degrees of price transparency in the market

Porter’s 5 Forces: The bargaining power of suppliers


In Porter’s 5 Forces model, suppliers can exert pressure for higher prices but this depends on a number of factors.
 Are there just one or two dominant suppliers to the industry, able to charge monopoly or oligopoly
prices?
 The threat of new entrants or substitute products to the supplier’s industry.
 Whether the suppliers have other customers outside the industry, and do not rely on the industry for
the majority of their sales.
 The importance of the supplier’s product to the customer’s business.
 Whether the supplier has a differentiated product which buyers need to obtain.
 Would switching costs for customers be high?
 The level of switching costs for their customers

Porter’s 5 Forces: Competitive Rivalry


The intensity of competition will depend on the following factors.
Market growth: Rivalry is intensified when firms are competing for a greater market share in a total market where growth is slow or stagnant.
Cost structure: High fixed costs may lead a company to compete on price, as in the short run any contribution from sales is better than none at all.
Switching: Suppliers will compete if buyers switch easily (e.g. Coke vs Pepsi).

Capacity: A supplier might need to achieve a substantial increase in output capacity, in order to obtain reductions in unit costs.
Uncertainty: When one firm is not sure what another is up to, there is a tendency to respond to the uncertainty by formulating a more competitive strategy.
Strategic importance: If success is a prime strategic objective, firms will be likely to act very competitively to meet their targets.
Exit barriers: These make it difficult for an existing supplier to leave the industry.

 Non-current (fixed) assets with a low break-up value (e.g. there may be no other use for them, or they may be old)
 The cost of redundancy payments to employees
 If the firm is a division or subsidiary of a larger enterprise, the effect of withdrawal on the other operations within the group

READ MORE: The Threat of New Entrants in Porter’s 5 Forces



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