ACCA P5知识点：波特五力模型
juniors波特五力模型是迈克尔·波特（Michael Porter）于20世纪80年代初提出，它认为行业中存在着决定竞争规模和程度的五种力量，这五种力量综合起来影响着产业的吸引力以及现有企业的竞争战略决策。五种力量分别为同行业内现有竞争者的竞争能力、潜在竞争者进入的能力、替代品的替代能力、供应商的讨价还价能力、购买者的讨价还价能力。
使用波特五力模型（见图1）将有助于确定一个行业或部门竞争的来源。那么今天浦江.财经就来解析一下ACCA P5中波特五力模型这个知识点。
The model has similarities with other tools for environmental audit, such as political, economic, social, and technological (PEST) analysis, but should be ud at the level of the strategic business unit, rather than the organisation as a whole. A strategic business unit (SBU) is a part of an organisation for which there is a distinct external market for goods or rvices. SBUs are diver in their operations and markets so the impact of competitive forces may be different for each one.
Five forces analysis focus on five key areas: the threat of entry, the power of buyers, the power of suppliers, the threat of substitutes, and competitive rivalry.
THE THREAT OF ENTRY
This depends on the extent to which there are barriers to entry. The barriers must be overcome by new entrants if they are to compete successfully. Johnson et al (2005), suggest that the existence of such barriers should be viewed as delaying entry and not permanently stopping potential entrants. Typical barriers are detailed below.
france是什么意思Economies of scale
For example, the benefits associated with volume manufacturing by organisations operating in the automobile and chemical industries. Lower unit costs result from incread output, thereby placing potential entrants at a considerable cost disadvantage unless they can immediately establish operations on a scale that will enable them to derive similar economies.
pepperidgeThe capital requirement of entry
The vary according to technology and scale. Certain industries, especially tho which are capital intensive and/or require very large amounts of rearch and development expenditure, will deter all but the largest of new companies from entering the market.
Access to supply or distribution channels
In many industries, manufacturers enjoy control over supply and/or distribution channels via direct ownership (vertical integration) or, quite simply, supplier or customer loyalty. Potential market entrants may be frustrated by not being able to get their products accept
ed by tho individuals who decide which products gain shelf or floor space in retailing outlets. Retail space is always at a premium and untried products from a new supplier constitute an additional risk for the retailer.
hat怎么读语音Supplier and customer loyalty
A potential entrant will find it difficult to gain entry to an industry where there are one or more established operators with a comprehensive knowledge of the industry, and with clo links with key suppliers and customers.
Cost disadvantages independent of scale
Well-established companies may posss cost advantages which are not available to potential entrants irrespective of their size and cost structure. Critical factors include proprietary product technology, personal contacts, favourable business locations, learning curve effects, favourable access to sources of raw materials, and government subsidies.
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Expected retaliation
In some circumstances, a potential entrant may expect a high level of retaliation from an existing firm, designed to prevent entry – or make the costs of entry prohibitive.
Government regulation
This may prevent companies from entering into direct competition with nationalid industries. In other scenarios, the existence of patents and copyrights afford some degree of protection against new entrants.
Differentiation
Differentiated products and rvices have a higher perceived value than tho offered by competitors. Products may be differentiated in terms of price, quality, brand image, functionality, exclusivity, and so on. However, differentiation may be eroded if competitors can imitate the product or rvice being offered and/or reduce customer loyalty.
THE POWER OF BUYERS
The power of the buyer will be high where:
there are a few, large players in a market. For example, large supermarket chains can apply a great deal of price pressure on their potential suppliers. This is especially the ca where there are a large number of undifferentiated, small suppliers, such as small farming business supplying fresh produce to large supermarket chains亚洲十大旅游城市
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the cost of switching between suppliers is low, for example from one haulage contractor to another
ivethe buyer's product is not significantly affected by the quality of the supplier's product. For example, a manufacturer of foil and cling film will not be affected too greatly by the quality of the spiral-wound paper tubes on which their products are wrapped
buyers earn low profits
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buyers have the potential for backward integration, for example where the buyer might purcha the supplier and/or t up in business and compete with the supplier. This is a s
trategic option which might be lected by a buyer in circumstances where favourable prices and quality levels cannot be obtained
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