# Porters Five Forces > Realiza un análisis de las Cinco Fuerzas de Porter: rivalidad competitiva, poder de proveedores, poder de compradores, amenaza de sustitutos y amenaza de nuevos entrantes. Fuente: https://skillsagentes.com/skills/phuryn/pm-skills/porters-five-forces Markdown: https://skillsagentes.com/skills/phuryn/pm-skills/porters-five-forces.md Repositorio: https://github.com/phuryn/pm-skills Autor: phuryn Licencia: MIT Actualizado: hace 5 meses Coste de contexto: 62 tok instalada, 2k tok al activarse, 2k tok con todos los archivos del bundle Bundle: 1 archivo, 8 KB Permisos que pide: ninguno declarado ## Instalación Un skill son archivos markdown: los mismos archivos valen para cualquier agente y lo único que cambia es el directorio de destino, es decir la bandera `--agent`. Añade `-g` para instalarlo en todos los proyectos de la máquina. ```bash # Claude Code npx -y skills add phuryn/pm-skills --skill porters-five-forces --agent claude-code # Cursor npx -y skills add phuryn/pm-skills --skill porters-five-forces --agent cursor # Codex npx -y skills add phuryn/pm-skills --skill porters-five-forces --agent codex # Gemini CLI npx -y skills add phuryn/pm-skills --skill porters-five-forces --agent gemini # Windsurf npx -y skills add phuryn/pm-skills --skill porters-five-forces --agent windsurf # Cline npx -y skills add phuryn/pm-skills --skill porters-five-forces --agent cline ``` ## Qué hace - Realiza un análisis de las Cinco Fuerzas de Porter: rivalidad competitiva, poder de proveedores, poder de compradores, amenaza de sustitutos y de nuevos entrantes - Evalúa cada fuerza como alta, media o baja y valora el atractivo general de la industria - Prioriza las 2-3 fuerzas más críticas y propone respuestas estratégicas para cada una ## Cuándo usarla - Analizar la dinámica de una industria - Evaluar las fuerzas competitivas - Evaluar el atractivo de un mercado ## Qué la activa - "Haz un análisis de las Cinco Fuerzas de Porter para mi industria" - "¿Qué tan atractivo es entrar a este mercado?" - "Evalúa el poder de negociación de mis proveedores y clientes" ## Archivos - SKILL.md — 8 KB ## SKILL.md Reproducido tal cual desde phuryn/pm-skills bajo MIT. Esta sección es el documento original y está en inglés. # Porter's Five Forces ## Metadata - **Name**: porters-five-forces - **Description**: Perform a Porter's Five Forces analysis evaluating competitive rivalry, supplier power, buyer power, threat of substitutes, and threat of new entrants. - **Triggers**: Porter's five forces, competitive forces, industry analysis, market forces, competitive dynamics ## Instructions You are a competitive strategist conducting a Porter's Five Forces analysis for $ARGUMENTS. Your task is to evaluate the structural attractiveness of an industry and identify the competitive dynamics that will determine profitability. ## Input Requirements - Industry or market definition - Current competitors and competitive positioning - Supplier and customer landscape - Potential substitutes and new entrants - Product or service specifics ## Porter's Five Forces Framework ### 1. Competitive Rivalry (How intense is competition?) The degree to which companies compete directly for market share and customers. **High Rivalry When:** - Many competitors of similar size and strength - Slow industry growth (zero-sum competition) - Low product differentiation (commoditized) - High fixed costs (pressure to maintain volume) - Exit barriers are high (expensive to leave) - Price competition is intense - Rivals have diverse strategies and goals - Emotional or strategic commitments keep rivals fighting **Low Rivalry When:** - Few competitors - High growth market - High differentiation (less price-sensitive) - Low fixed costs - Low switching costs for competitors - Industry leader has clear dominance - Rivals are cooperative or have compatible goals **Strategic Implications:** - Assess competitive positioning and differentiation - Define defensible competitive advantages - Monitor competitor moves and market consolidation - Invest in differentiation or cost leadership --- ### 2. Supplier Power (How much power do suppliers have?) The ability of suppliers to increase prices or reduce quality, affecting your profitability. **High Supplier Power When:** - Few suppliers or concentrated supplier base - Switching costs are high (changing suppliers is expensive) - Backward integration threat (suppliers become competitors) - Suppliers' product is critical or unique - Suppliers have strong bargaining position - No substitutes for supplier offerings - Suppliers sell to many industries (less dependent on you) **Low Supplier Power When:** - Many suppliers available - Low switching costs - Suppliers depend on your business - Commodity products (interchangeable suppliers) - Threat of forward integration (you become your own supplier) - Available substitutes for supplier offerings - You have significant bargaining leverage **Strategic Implications:** - Diversify supplier base to reduce dependency - Build strong supplier relationships - Consider vertical integration or alternatives - Negotiate long-term contracts with favorable terms - Invest in suppliers' success (partnerships) --- ### 3. Buyer Power (How much power do customers have?) The ability of customers to negotiate lower prices or demand higher quality, affecting your margin. **High Buyer Power When:** - Few large customers (concentrated demand) - Buyers switch easily and often (low switching costs) - Backwards integration threat (customers become competitors) - Product is undifferentiated (commoditized) - Buyers have price sensitivity or tight budgets - Buyers have full information about alternatives - Customers can bypass you entirely **Low Buyer Power When:** - Many fragmented customers - High switching costs (lock-in, integration, training) - High product differentiation (fewer alternatives) - Customers depend on your product - You have strong brand or reputation - Switching to alternatives involves risk - Customers lack information about alternatives **Strategic Implications:** - Build strong customer relationships and loyalty - Create switching costs through integration - Invest in brand and differentiation - Develop customer success programs - Create network effects or communities - Segment customers by willingness to pay --- ### 4. Threat of Substitutes (Are there alternative solutions?) The risk that customers will switch to alternative products that solve the same problem. **High Threat When:** - Good substitutes exist and are easily accessible - Substitutes have similar performance or better value - Switching costs to substitutes are low - Customers are willing to try alternatives - Substitutes are improving faster than your product - Price-to-performance of substitutes is attractive - Substitute technology is disruptive or emerging **Low Threat When:** - No good substitutes exist - Substitutes are more expensive or inferior - Switching costs are high - Your product is deeply integrated into customer workflows - Customer preference and loyalty are strong - Barrier to substitute entry are high - Your product solves the problem uniquely **Strategic Implications:** - Monitor emerging substitutes and disruptive technologies - Build customer stickiness through integration and loyalty - Invest in product innovation and improvement - Create switching costs through ecosystem or community - Diversify into adjacent or complementary products - Defend through brand, service, or convenience --- ### 5. Threat of New Entrants (Can new competitors easily enter?) The risk that new competitors will enter the market and capture share. **High Threat When:** - Low barriers to entry (capital, expertise, licensing) - Attractive industry margins and growth - Incumbents are vulnerable or complacent - Distribution or channel access is available - Economies of scale are limited - Network effects are weak or absent - Regulation is permissive - New technologies enable disruption **Low Threat When:** - High barriers to entry (capital, IP, expertise, relationships) - Entrenched incumbents with scale advantages - Strong network effects or switching costs - Brand loyalty is high - Regulatory or licensing barriers exist - Economies of scale create cost advantage - Control of critical resources or distribution - Retaliation by incumbents is credible **Strategic Implications:** - Build defensible barriers (IP, brand, network effects) - Establish cost leadership and scale advantages - Create switching costs and customer lock-in - Invest in brand and customer relationships - Monitor startups and disruptors in your space - Build alliances and control key resources --- ## Output Process 1. Assess each of the five forces (High, Medium, Low) 2. Rate industry attractiveness (High rivalry + strong forces = less attractive) 3. For each force, identify: - Current state and trend (getting stronger/weaker) - Key players or dynamics - Implications for profitability 4. Prioritize the 2-3 forces most critical to your strategy 5. Develop strategic responses: - How can we reduce threat of high-power forces? - How can we leverage weak forces for advantage? 6. Identify competitive positioning opportunities 7. Create strategic initiatives aligned with force analysis ## Industry Attractiveness - **Attractive**: Low rivalry, weak supplier/buyer power, few substitutes, high entry barriers - **Unattractive**: High rivalry, strong supplier/buyer power, many substitutes, low entry barriers - **Moderate**: Mixed dynamics requiring strategic differentiation ## Notes - No industry is universally attractive or unattractive; position matters - Same industry can be attractive for some companies, unattractive for others - Forces change over time; re-assess as market evolves - Use Porter's Five Forces with SWOT and PESTLE for comprehensive analysis - Strategy should directly address the highest-force threats --- ### Further Reading - [The Product Management Frameworks Compendium + Templates](https://www.productcompass.pm/p/the-product-frameworks-compendium) ## Dónde encaja - Categoría: [Investigación](https://skillsagentes.com/categorias/investigacion.md) — Investigación estructurada, búsqueda de fuentes y síntesis. - Creador: [phuryn](https://skillsagentes.com/creators/phuryn.md) — 0 skills en el directorio - [Todas las skills](https://skillsagentes.com/skills.md) - [Ranking de instalaciones](https://skillsagentes.com/ranking.md) ## Otras skills del mismo repositorio - [Shipping Artifacts](https://skillsagentes.com/skills/phuryn/pm-skills/shipping-artifacts.md): Conjunto de documentación que hace revisable una app construida con IA antes de lanzarla: arquitectura, flujos de usuario/permisos, permisos, variables/secretos y cobertura de tests, más docs condicionales. - [Intended Vs Implemented](https://skillsagentes.com/skills/phuryn/pm-skills/intended-vs-implemented.md): Método para encontrar la brecha entre lo que un sistema debería hacer y lo que el código realmente hace, el tipo de bug que los escáneres genéricos no ven por falta de un modelo de intención. - [Strategy Red Team](https://skillsagentes.com/skills/phuryn/pm-skills/strategy-red-team.md): Hace de red-team de un PRD, roadmap o estrategia: ataca sus supuestos críticos antes de que lo haga la realidad. Defiende y ataca cada afirmación, prioriza por impacto x probabilidad x coste y da el test más barato. - [Swot Analysis](https://skillsagentes.com/skills/phuryn/pm-skills/swot-analysis.md): Realiza un análisis DAFO detallado (fortalezas, debilidades, oportunidades y amenazas) con recomendaciones accionables. - [Value Proposition](https://skillsagentes.com/skills/phuryn/pm-skills/value-proposition.md): Diseña una propuesta de valor detallada con una plantilla JTBD de 6 partes (Who, Why, What before, How, What after, Alternatives) para crear o articular por qué elegir tu producto. --- Skills Agentes · [Índice de páginas en markdown](https://skillsagentes.com/sitemap.md) · [Inicio](https://skillsagentes.com/index.md)