Porter's Five for Lining
Porter’s 5 Forces for Li Ning
| Li Ning | | | H for high force, L for low force | Match | Intensity of Competitive Rivalry | Number of competitors | H | 1 | | Industry growth rate | H | 0 | | Fixed costs (generally low in IT) | H | 1 | | Storage costs (generally low in IT) | H | 1 | | Product differentiation | H | 0 | | Switching costs | l | 1 | | Exit barriers | H | 1 | | Strategic stakes | H | 1 | | | | | Threat of a New Entrant | Economies of scale | H | 0 | | Product differentiation | H | 0 | | Capital requirements | H | 0 | | Switching costs | l | 1 | | Incumbent 's control of distribution channels | l | 1 | | Incumbent 's proprietary knowledge | h | 0 | | Incumbent 's access to raw materials | h | 0 | | Incumbent 's access to government subsidies | h | 0 | | | | | Threat of a Substitute Product | Rate of improvement in price/perf. relationship of substitute product | H | 1 | | Profitability of industry producing substitutes | L | 0 | | Switching costs for the buyer of a product | L | 1 | | | | | Power of Buyers | Concentration of buyers relative to industry members | h | 1 | | Volume of purchase | L | 0 | | Product differentiation of industry members | H | 0 | | Threat of backward migration by buyers | L | 0 | | Buyer 's knowledge about industry members ' cost structure | h | 1 | | Extent of buyer 's profits | L | 1 | | Cost savings from the industry members ' products | L | 1 | | Importance of the industry members ' input to the quality of buyer 's final product | H | 0 | | Percentage of total buyer 's cost spent on the industry members ' input | H | 1 | | | | | Power of Suppliers | Concentration relative to industry members | l | 0 | | Availability of substitute products | H | 0 | | Importance of industry members to the supplier | H | 0 | | Differentiation of the
| Li Ning | | | H for high force, L for low force | Match | Intensity of Competitive Rivalry | Number of competitors | H | 1 | | Industry growth rate | H | 0 | | Fixed costs (generally low in IT) | H | 1 | | Storage costs (generally low in IT) | H | 1 | | Product differentiation | H | 0 | | Switching costs | l | 1 | | Exit barriers | H | 1 | | Strategic stakes | H | 1 | | | | | Threat of a New Entrant | Economies of scale | H | 0 | | Product differentiation | H | 0 | | Capital requirements | H | 0 | | Switching costs | l | 1 | | Incumbent 's control of distribution channels | l | 1 | | Incumbent 's proprietary knowledge | h | 0 | | Incumbent 's access to raw materials | h | 0 | | Incumbent 's access to government subsidies | h | 0 | | | | | Threat of a Substitute Product | Rate of improvement in price/perf. relationship of substitute product | H | 1 | | Profitability of industry producing substitutes | L | 0 | | Switching costs for the buyer of a product | L | 1 | | | | | Power of Buyers | Concentration of buyers relative to industry members | h | 1 | | Volume of purchase | L | 0 | | Product differentiation of industry members | H | 0 | | Threat of backward migration by buyers | L | 0 | | Buyer 's knowledge about industry members ' cost structure | h | 1 | | Extent of buyer 's profits | L | 1 | | Cost savings from the industry members ' products | L | 1 | | Importance of the industry members ' input to the quality of buyer 's final product | H | 0 | | Percentage of total buyer 's cost spent on the industry members ' input | H | 1 | | | | | Power of Suppliers | Concentration relative to industry members | l | 0 | | Availability of substitute products | H | 0 | | Importance of industry members to the supplier | H | 0 | | Differentiation of the