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1、创立财经培训新标准ACCA P5知识点：波特五力模型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 fo
2、r environmental audit, such as political, economic, social, and technological (PEST) analysis, but should be used 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
3、market for goods or services. SBUs are diverse in their operations and markets so the impact of competitive forces may be different for each one.Five forces analysis focuses on five key areas: the threat of entry, the power of buyers, the power of suppliers, the threat of substitutes, and competitiv
4、e rivalry.THE THREAT OF ENTRYThis depends on the extent to which there are barriers to entry. These 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
5、stopping potential entrants. Typical barriers are detailed below.Economies of scaleFor example, the benefits associated with volume manufacturing by organisations operating in the automobile and chemical industries. Lower unit costs result from increased output, thereby placing potential entrants at
6、 a considerable cost disadvantage unless they can immediately establish operations on a scale that will enable them to derive similar economies.The capital requirement of entryThese vary according to technology and scale. Certain industries, especially those which are capital intensive and/or requir
7、e very large amounts of research and development expenditure, will deter all but the largest of new companies from entering the market.Access to supply or distribution channelsIn many industries, manufacturers enjoy control over supply and/or distribution channels via direct ownership (vertical inte
8、gration) or, quite simply, supplier or customer loyalty. Potential market entrants may be frustrated by not being able to get their products accepted by those individuals who decide which products gain shelf or floor space in retailing outlets. Retail space is always at a premium and untried product
9、s from a new supplier constitute an additional risk for the retailer.Supplier and customer loyaltyA 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 close links with key su
10、ppliers and customers.Cost disadvantages independent of scaleWell-established companies may possess 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 busi
11、ness locations, learning curve effects, favourable access to sources of raw materials, and government subsidies.Expected retaliationIn 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 prohibitiv
12、e.Government regulationThis may prevent companies from entering into direct competition with nationalised industries. In other scenarios, the existence of patents and copyrights afford some degree of protection against new entrants.DifferentiationDifferentiated products and services have a higher pe
13、rceived value than those 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 service being offered and/or reduce customer loyalty.THE PO
14、WER OF BUYERSThe 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 case where there are a large number of undifferentiated, small suppli
15、ers, such as small farming businesses supplying fresh produce to large supermarket chainsthe cost of switching between suppliers is low, for example from one haulage contractor to anotherthe buyers product is not significantly affected by the quality of the suppliers product. For example, a manufact
16、urer 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 wrappedbuyers earn low profitsbuyers have the potential for backward integration, for example where the buyer might purchase the supplier and/or set up in business and compete with the supplier. This is a strategic optio
