2. Letâs talk about Michael Porter, the Five Forces, and what they mean today.
Monday, January 9, 2012
3. A Short Refresher, Please.
Michael Porter introduced the Five Forces
framework in 1979. Accolades ensued, and 1 Supplier Power
their wide embrace by practically everyone
with an MBA has created strategic
homogeneity across most established
industries.
2 Customer Power
3 Threat of New Entrants
4 Threat of Substitute Products
5 Industry Rivalry
Michael Porter
Monday, January 9, 2012
4. In 1979, the Internet didnât exist. You could build an entire
business model using the ďŹve forces on the back of strong
distribution, and thatâs just what Porterâs disciples did.
Monday, January 9, 2012
6. Distribution
1 Supplier Power
2 Customer Power
A strong distribution network destroys supplier
power. If they want access to your customer base as
3 Threat of New Entrants
a proxy to sell raw materials and manufacturing to, 4 Threat of Substitute Products
they have to go through you. Itâs a side effect of
limited competition, but in no way a trivial one. 5 Industry Rivalry
Monday, January 9, 2012
7. Distribution
2 Customer Power 1 Supplier Power
Customers are stuck with you, unless they want to
absorb the âlast mileâ costs of driving to the nearest
3 Threat of New Entrants
source of substitution, at which point they might as 4 Threat of Substitute Products
well fork over more cash for a better model. You can
even write ominous things into end use agreements 5 Industry Rivalry
and sue your customers if they donât play ball.
Monday, January 9, 2012
8. Distribution
3 Threat of New Entrants 1 Supplier Power
2 Customer Power
This one is pretty obvious. Youâd have to be totally
asleep at the wheel to let a new competitor sneak up
and build a better distribution network at a 4 Threat of Substitute Products
comparable price.
5 Industry Rivalry
Monday, January 9, 2012
9. Distribution
4 Threat of Substitute Products 1 Supplier Power
2 Customer Power
Your product doesnât even have to be that great, 3 Threat of New Entrants
because substitutes, however good they might be,
have to go through the difďŹculty and expense of
actually getting in front of customers. Itâs not worth it
to them. This is why every major US airline does not 5 Industry Rivalry
invest in improving the experience of passengers
ďŹying coach.
Monday, January 9, 2012
10. Distribution
5 Industry Rivalry 1 Supplier Power
2 Customer Power
Distribution-based barriers to entry also tend to
produce highly competitive equilibriums for the
3 Threat of New Entrants
existing players. Advantage exists momentarily but is 4 Threat of Substitute Products
quickly matched, and incremental acquisitions and
improvements are the hallmark of these stalemates.
Monday, January 9, 2012
11. Now youâre sitting pretty, ainâtcha?
You built the castle, and the moat. Post
sentries, and chill out. Youâve carved out a
subtle form of monopoly and the margins are
fat. Smoke a blunt. Stay trill.
Look at this baller fucking castle, bro.
Monday, January 9, 2012
12. This isnât another cri de coeur about NetďŹix, and how
delivering video over the internet destroys Blockbuster,
however. Itâs much simpler than that.
Monday, January 9, 2012
13. â
In any sort of a contestâfinancial,
mental or physicalâit's an enormous
advantage to have opponents who have
been taught that it's useless to even try.
Warren Buffet
Monday, January 9, 2012
14. The strategic homogeneity produced by Five Forces analysis has driven
many companies into defensive postures. Unfortunately for them, technology
makes aggression more potent than ever before.
Nota bene: Disruption is just a defanged and wishy-washy term
for aggression. Disruption âhappensâ to everyone, says the
hapless defensive company soon to no longer exist. Aggressive
companies proactively seek to disrupt their competitors.
Monday, January 9, 2012
15. y have a plan.
Pe ople realize Reed does not actuall
NFLX: $304.79 +453.26%
NetďŹix isnât a role model.
NetďŹix has powerful suppliers that erode
FUUUUUUUU
NetďŹix destroyed Blockbuster by realizing the 1 its margins at $30,000,000 a picture.
eventual fate of a distribution-based business
model - commodity pricing - and implemented ďŹrst.
Customers have a large number of
But in doing so, they consigned themselves to the 2 alternatives, many of which are free.
same fate.
UUUUUUUUC
Content costs, not distribution, are the
3 barrier to entry.
The simple acquisition of better content
4 creates a threatening substitute.
KKKKKKKK
Those powerful suppliers are also rivals:
5 CMCSA, TWX, NWSA, CBS.
Reed Hastings
People think Reed is cool.
NFLX: $55.09
us to
Someone writes an article telling
stop being mean to Reed.
Monday, January 9, 2012
16. Who gets it?
? ? ? ?
Established Firms Consultancies Agencies Startups
Established ďŹrms often fail to conduct Consultancies accumulate value in the Agencies are poorly suited for designing Startups occasionally cause great
offensive strategy due to a short-term form of institutional knowledge of best aggressive strategies driven by Porter disruption, but rarely with any real
focus on preserving margins and share. practices across the industries they analysis. When you live and die at the aggression towards existing companies.
The status quo, in other words. Itâs as if specialize in. The decreasing impact of campaign level, thereâs no incentive to They move in a disruptive fashion only
they were all playing Prisonerâs Dilemma strategy consulting on the bottom line of rock the boat too dramatically. accidentally, if at all, frequently with a
with the expectation that the game top ďŹrms speaks to this shift in focus: Incremental improvement in existing blind eye towards proďŹtability in an
never ends and everyone cooperates. helping companies adopt best practices sales is what butters the bread. How aggressively competitive environment.
This works to the extent that is a fundamentally defensive act. Itâs many agencies demonstrate their Indeed, startups use Porter to play
comfortable equilibriums exist between adaptive insofar as it denotes change, prowess by pointing to a long list of their defense too: the focus on scale and
major inďŹection points, but the slow but it does not constitute the clientsâ vanquished competitors? barriers to entry are essential to carving
hardening of corporate arteries resulting development of adaptivity as an actual out a niche. If established ďŹrms werenât
from this inactivity prevents established capability or advantage. Consultancies so reticent, many existing startups
ďŹrms from surviving big shifts. do not advocate truly aggressive action would never have gotten off the ground.
because they do not have to. In the land
of the blind, after all...
Monday, January 9, 2012
17. Apple gets it.
Apple gets how to conduct aggressive competitive Customers donât need to be bullied, and end
strategy using Porter Analysis. They know that a 1 use restrictions donât need to be onerous.
distribution network â a sustainable advantage.
They also ďŹgured out that creating superior
Developing a better product is not proďŹtable
products pulls three Porter levers in one move. 2 for potential entrants.
Apple combined the disruptive tactic of introducing
commodity pricing with digital music distribution
along with creating a music player so superior that Designing for excellence directly reduces the
existing competitors could not imagine its success.
3 threat of superior substitutes.
Monday, January 9, 2012
18. 1 Amazon kneecapped publishers. Whoâs next?
Amazon gets it. Customers could shop elsewhere, but why,
2 when the rewards for loyalty are high?
Amazon uses digital to aggressively disrupt
The costs of entry to eCommerce are higher
established industries with cost structure 3 than using Amazon as a host.
disadvantages. And theyâve ďŹnally taken the next
step: Price Check eliminates many of the remaining
advantages to brick and mortar stores. Now itâs not Amazon uses its assets to insert itself into
only possible, but also advantageous to order
4 new markets as a threatening substitute.
something from Amazon while in-store.
5 Industry rivals? I couldnât think of any.
Monday, January 9, 2012
19. Adaptivity as a capability is the catalyst that makes aggressive
use of Porterâs Five Forces advantageous. Itâs the ability to see a
Adaptivity different future, and the organizational chutzpah to enact that
future ďŹrst. Itâs distinct from notions of organizational ďŹexibility
that amount to a predilection for meaningless change.
Monday, January 9, 2012
20. The ability to look into a radically different future and plot an
advantageous outcome involves a healthy disregard for the
Adaptivity present. Recognition of the inevitable is the essence of
aggressive adaptivity, and proactive repositioning to maximize
advantage within that new reality is the aim of adaptive strategy.
Monday, January 9, 2012
21. John Temujin Winterkorn spends much of his
time thinking about the future of advantage at
Undercurrent, a New York City consulting group.
Reachable at:
@jtemujinw
john.winterkorn@undercurrent.com
notesfromthewonderground.tumblr.com
Monday, January 9, 2012