What？
波特五力是什么？在何种情况下使用这个framework呢？
五要素：
1) The threat of new entrants 进入市场的难/易程度
2) The threat of substitute products 替代品威胁
3) The bargaining power of suppliers 供给者的压迫
4) The bargaining power of buyers 顾客的压迫
5) Rivalry with competitors 竞争空间
Why？
在什么情况下考虑波特五力？
在面临是否要进入/退出市场，或者寻求市场相对竞争优势时，可以使用该模型。
通过分析五种Threats，我们可以得到相对应的市场吸引力/空间（attractiveness of the market）：
- Intense competition allows minimal profits margins，市场竞争已经非常激烈了，获利空间很小；
- Mild competition allows wider profit margins，市场竞争不算激烈，有更大的获利空间。
How？
Base on 对于五种力的分析，我们可以直观看到threats，也可以“对症下药”，看到自己的优势在哪？要怎样争取到更大的优势。
接下来就具体看看要怎么measure这“五种力”。
1) The threat of new entrants 进入市场的难/易程度
How much does it cost and how long does it take to enter your market?
What are the barriers to entry (e.g. patents, rights, etc.)?
What does it take to make the business scalable?
Have you protected your key technologies?
How strictly is your market regulated?
需要考虑的因素有：
- 宏观：经济/政治/科技等；
- 直接因素：原材料/成本/人力/分销渠道等；
- 市场特色：product differentiation？location要求？
如果其他竞争者可以花很少的代价就轻易进入这个市场，你需要考虑怎样预防这类威胁。
2) The threat of substitute products 替代品威胁
What are the differentiators between your product/service and the substitute?
How many substitute products are available in this market?
What is the cost of switching to a substitute product?
How difficult would it be to make the switch? （produced by industries earning high profits.）
What products or services can you offer that might substitute a market leader?
我们创造产品是为了满足，或者是激发客户的需求，但是是否存在和你的产品类似的替代品呢？这些“替代品”的价格优势/竞争优势在哪儿？
3) The bargaining power of suppliers 供给者的压迫
How many suppliers does your company have?
How unique is the product or service that they provide?
How many alternative suppliers can you find? How do their prices compare to your current supplier?
How expensive would it be to switch from one supplier to another?
你的供给者和你一样，也会分析他们的竞争优势。当他们提供的服务/产品非常特别，且令人满意的时候，他们是否也会考虑涨价呢？
需要考虑的因素有：
- 供应市场：供应者数量，供应对本公司产品的影响程度
（如果原材料价格上涨，对你的产品影响大吗？例如：不锈钢产业，原材料价格的波动对其影响相对较大，是一个值得考虑的威胁因素）；
- stable，credible，safe
- 如果你要换其他供应者，你要付出的代价是什么？
4) The bargaining power of buyers 顾客的压迫
How many buyers control your sales?
How large are the orders you receive?
Could your buyers switch suppliers—and how much would it cost for them to switch?
How important is your product/service to your buyers (i.e. what is the ROI of your product/service)?
客人和你讨价还价的空间大不大？
相比之前，如今消费者的power越来越多，其原因包括：竞争日益激烈的市场；科技增强信息透明公开程度，顾客掌握了更多更全面的产品信息；客户可以在线多商家比价；客户的个性化需求增加。
总儿言之，我们现在面对的是一群“聪明的顾客”，他们越来越挑剔，也越来越精明。
在此情境下，如果更好的满足/激发客户个性化需求，留住客人，显得至关重要。
5) Rivalry with competitors 竞争空间
前面四类因素极大影响了最后的“竞争空间”分析，了解完市场进入，替代品和供需关系后，再来看看现有竞争者的情况：
How many competitors do you have?
Who are your biggest competitors?
How does the quality of their products or services compare with yours?
What distinguishes your company from the competition?
What will it cost one of your customers to switch to a competitor?
竞争者是谁？他们表现如何？他们的战略如何？
Review
通过波特五力的分析，你可以看到SWOT是什么，然后针对这些作出你的战略计划，例如：
cheap leader，占据价格优势？
different product，制造独一无二的产品？
change trend，考虑向别的方向发展？
... ...
