porters-five-forces

Name: porters-five-forces
Author: phuryn

1.7kinstalls2.5kforks

How to install porters-five-forces?

phuryn/pm-skills/porters-five-forces

$npx -y skills add phuryn/pm-skills --skill porters-five-forces

Installs into the current project.

Summary

Perform Porter's Five Forces analysis — competitive rivalry, supplier power, buyer power, threat of substitutes, and threat of new entrants. Use when analyzing industry dynamics, assessing competitive forces, or evaluating market attractiveness.

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SKILL.md

1	# Porter's Five Forces
2
3	## Metadata
4	- Name: porters-five-forces
5	- Description: Perform a Porter's Five Forces analysis evaluating competitive rivalry, supplier power, buyer power, threat of substitutes, and threat of new entrants.
6	- Triggers: Porter's five forces, competitive forces, industry analysis, market forces, competitive dynamics
7
8	## Instructions
9
10	You are a competitive strategist conducting a Porter's Five Forces analysis for $ARGUMENTS.
11
12	Your task is to evaluate the structural attractiveness of an industry and identify the competitive dynamics that will determine profitability.
13
14	## Input Requirements
15	- Industry or market definition
16	- Current competitors and competitive positioning
17	- Supplier and customer landscape
18	- Potential substitutes and new entrants
19	- Product or service specifics
20
21	## Porter's Five Forces Framework
22
23	### 1. Competitive Rivalry (How intense is competition?)
24	The degree to which companies compete directly for market share and customers.
25
26	High Rivalry When:
27	- Many competitors of similar size and strength
28	- Slow industry growth (zero-sum competition)
29	- Low product differentiation (commoditized)
30	- High fixed costs (pressure to maintain volume)
31	- Exit barriers are high (expensive to leave)
32	- Price competition is intense
33	- Rivals have diverse strategies and goals
34	- Emotional or strategic commitments keep rivals fighting
35
36	Low Rivalry When:
37	- Few competitors
38	- High growth market
39	- High differentiation (less price-sensitive)
40	- Low fixed costs
41	- Low switching costs for competitors
42	- Industry leader has clear dominance
43	- Rivals are cooperative or have compatible goals
44
45	Strategic Implications:
46	- Assess competitive positioning and differentiation
47	- Define defensible competitive advantages
48	- Monitor competitor moves and market consolidation
49	- Invest in differentiation or cost leadership
50
51	---
52
53	### 2. Supplier Power (How much power do suppliers have?)
54	The ability of suppliers to increase prices or reduce quality, affecting your profitability.
55
56	High Supplier Power When:
57	- Few suppliers or concentrated supplier base
58	- Switching costs are high (changing suppliers is expensive)
59	- Backward integration threat (suppliers become competitors)
60	- Suppliers' product is critical or unique
61	- Suppliers have strong bargaining position
62	- No substitutes for supplier offerings
63	- Suppliers sell to many industries (less dependent on you)
64
65	Low Supplier Power When:
66	- Many suppliers available
67	- Low switching costs
68	- Suppliers depend on your business
69	- Commodity products (interchangeable suppliers)
70	- Threat of forward integration (you become your own supplier)
71	- Available substitutes for supplier offerings
72	- You have significant bargaining leverage
73
74	Strategic Implications:
75	- Diversify supplier base to reduce dependency
76	- Build strong supplier relationships
77	- Consider vertical integration or alternatives
78	- Negotiate long-term contracts with favorable terms
79	- Invest in suppliers' success (partnerships)
80
81	---
82
83	### 3. Buyer Power (How much power do customers have?)
84	The ability of customers to negotiate lower prices or demand higher quality, affecting your margin.
85
86	High Buyer Power When:
87	- Few large customers (concentrated demand)
88	- Buyers switch easily and often (low switching costs)
89	- Backwards integration threat (customers become competitors)
90	- Product is undifferentiated (commoditized)
91	- Buyers have price sensitivity or tight budgets
92	- Buyers have full information about alternatives
93	- Customers can bypass you entirely
94
95	Low Buyer Power When:
96	- Many fragmented customers
97	- High switching costs (lock-in, integration, training)
98	- High product differentiation (fewer alternatives)
99	- Customers depend on your product
100	- You have strong brand or reputation
101	- Switching to alternatives involves risk
102	- Customers lack information about alternatives
103
104	Strategic Implications:
105	- Build strong customer relationships and loyalty
106	- Create switching costs through integration
107	- Invest in brand and differentiation
108	- Develop customer success programs
109	- Create network effects or communities
110	- Segment customers by willingness to pay
111
112	---
113
114	### 4. Threat of Substitutes (Are there alternative solutions?)
115	The risk that customers will switch to alternative products that solve the same problem.
116
117	High Threat When:
118	- Good substitutes exist and are easily accessible
119	- Substitutes have similar performance or better value
120	- Switching costs to substitutes are low
121	- Customers are willing to try alternatives
122	- Substitutes are improving faster than your product
123	- Price-to-performance of substitutes is attractive
124	- Substitute technology is disruptive or emerging
125
126	Low Threat When:
127	- No good substitutes exist
128	- Substitutes a

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porters-five-forces

1.7kinstalls2.5kforks

View on GitHub

How to install porters-five-forces?

phuryn/pm-skills/porters-five-forces

$npx -y skills add phuryn/pm-skills --skill porters-five-forces

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# Porter's Five Forces
2
3	## Metadata
4	- Name: porters-five-forces
5	- Description: Perform a Porter's Five Forces analysis evaluating competitive rivalry, supplier power, buyer power, threat of substitutes, and threat of new entrants.
6	- Triggers: Porter's five forces, competitive forces, industry analysis, market forces, competitive dynamics
7
8	## Instructions
9
10	You are a competitive strategist conducting a Porter's Five Forces analysis for $ARGUMENTS.
11
12	Your task is to evaluate the structural attractiveness of an industry and identify the competitive dynamics that will determine profitability.
13
14	## Input Requirements
15	- Industry or market definition
16	- Current competitors and competitive positioning
17	- Supplier and customer landscape
18	- Potential substitutes and new entrants
19	- Product or service specifics
20
21	## Porter's Five Forces Framework
22
23	### 1. Competitive Rivalry (How intense is competition?)
24	The degree to which companies compete directly for market share and customers.
25
26	High Rivalry When:
27	- Many competitors of similar size and strength
28	- Slow industry growth (zero-sum competition)
29	- Low product differentiation (commoditized)
30	- High fixed costs (pressure to maintain volume)
31	- Exit barriers are high (expensive to leave)
32	- Price competition is intense
33	- Rivals have diverse strategies and goals
34	- Emotional or strategic commitments keep rivals fighting
35
36	Low Rivalry When:
37	- Few competitors
38	- High growth market
39	- High differentiation (less price-sensitive)
40	- Low fixed costs
41	- Low switching costs for competitors
42	- Industry leader has clear dominance
43	- Rivals are cooperative or have compatible goals
44
45	Strategic Implications:
46	- Assess competitive positioning and differentiation
47	- Define defensible competitive advantages
48	- Monitor competitor moves and market consolidation
49	- Invest in differentiation or cost leadership
50
51	---
52
53	### 2. Supplier Power (How much power do suppliers have?)
54	The ability of suppliers to increase prices or reduce quality, affecting your profitability.
55
56	High Supplier Power When:
57	- Few suppliers or concentrated supplier base
58	- Switching costs are high (changing suppliers is expensive)
59	- Backward integration threat (suppliers become competitors)
60	- Suppliers' product is critical or unique
61	- Suppliers have strong bargaining position
62	- No substitutes for supplier offerings
63	- Suppliers sell to many industries (less dependent on you)
64
65	Low Supplier Power When:
66	- Many suppliers available
67	- Low switching costs
68	- Suppliers depend on your business
69	- Commodity products (interchangeable suppliers)
70	- Threat of forward integration (you become your own supplier)
71	- Available substitutes for supplier offerings
72	- You have significant bargaining leverage
73
74	Strategic Implications:
75	- Diversify supplier base to reduce dependency
76	- Build strong supplier relationships
77	- Consider vertical integration or alternatives
78	- Negotiate long-term contracts with favorable terms
79	- Invest in suppliers' success (partnerships)
80
81	---
82
83	### 3. Buyer Power (How much power do customers have?)
84	The ability of customers to negotiate lower prices or demand higher quality, affecting your margin.
85
86	High Buyer Power When:
87	- Few large customers (concentrated demand)
88	- Buyers switch easily and often (low switching costs)
89	- Backwards integration threat (customers become competitors)
90	- Product is undifferentiated (commoditized)
91	- Buyers have price sensitivity or tight budgets
92	- Buyers have full information about alternatives
93	- Customers can bypass you entirely
94
95	Low Buyer Power When:
96	- Many fragmented customers
97	- High switching costs (lock-in, integration, training)
98	- High product differentiation (fewer alternatives)
99	- Customers depend on your product
100	- You have strong brand or reputation
101	- Switching to alternatives involves risk
102	- Customers lack information about alternatives
103
104	Strategic Implications:
105	- Build strong customer relationships and loyalty
106	- Create switching costs through integration
107	- Invest in brand and differentiation
108	- Develop customer success programs
109	- Create network effects or communities
110	- Segment customers by willingness to pay
111
112	---
113
114	### 4. Threat of Substitutes (Are there alternative solutions?)
115	The risk that customers will switch to alternative products that solve the same problem.
116
117	High Threat When:
118	- Good substitutes exist and are easily accessible
119	- Substitutes have similar performance or better value
120	- Switching costs to substitutes are low
121	- Customers are willing to try alternatives
122	- Substitutes are improving faster than your product
123	- Price-to-performance of substitutes is attractive
124	- Substitute technology is disruptive or emerging
125
126	Low Threat When:
127	- No good substitutes exist
128	- Substitutes a

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