Porter's Five for Lining

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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 supplier's products and...
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