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Las 5 Fuerzas es un modelo holístico de analizar cualquier industria en términos de rentabilidad. Fue desarrollado por Michael Porter en 1979. Segun el mismo, la rivalidad con los competidores viene dada por cuatro elementos o fuerzas que combinadas crean una quinta fuerza: la rivalidad entre los competidores.

1. (F1) Poder de negociación de los clientes.
2. (F2) Poder de negociacion de los proveedores.
3. (F3) Amenaza de nuevos entrantes.
4. (F4) Amenaza de productos sustitutivos.
5. (F5) Rivalidad entre los competidores.

.

El propio Michael Porter explica la herramienta en el vídeo “Las 5 fuerzas que configuran la estrategia”.

El artículo incluye un comentario al vídeo, una descripción de la herramienta y una presentación en Power Point con información adicional y con gráficos que podrá reutilizar para sus presentaciones.

Cada industria tiene unos análisis fundamentales diferentes pero las 5 fuerzas ayudan a determinar qué produce la rentabilidad en cada industria, cuales son las tendencias y las reglas del juego en la industria, cuales son las restricciones.

Las aerolíneas, por ejemplo han estado en la zona de menor rentabilidad durante décadas. Dichas empresas luchan en un entorno extremadamente competido (F5), indiferenciado y muy disputado en cuanto a precios (F1). Pese a ser un sector tan competido, cuaquiera que alquile un avión puede entrar al mercado, y hay nuevas aerolíneas constantemente (F3).

Mientras que otros negocios paralelos como la fabricación de aviones (Boeing, Airbus, Rolls Royce, General Electric) o incluso la explotación aeroportuaria son muy rentables, las aerolíneas no lo son por los factores anteriormente mencionados.

Además es fácil encontrar sustitutivos a las aerolíneas (F4): viajar en tren, bus o automóvil, o enviar las mercancías por mar.

Otro factor es el gran poder de negociación de los proveedores (F2), pilotos y personal de vuelo muy sindicalizado, capaz de paralizar toda la actividad durante semanas con una huelga. Otras industrias como el software pued

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competitiveness análisis estratégico Porter cinco fuerzas de Porter

NEXOTUR.com / España ha cedido un puesto en el ranking mundial de competitividad turística respecto al año pasado, bajando del quinto al sexto puesto en la clasificación. A pesar de ello, los expertos aplauden tanto los recursos culturales como las infraestructuras turísticas de las que goza nuestro país, así como que el Gobierno priorice el Sector de forma "significativa", emprendiendo campañas publicitarias.

Nuestro país se sitúa en sexta posición del ranking mundial 2009 que determina los países más competitivos en Turismo a nivel mundial, un puesto menos que en 2008, donde España quedó en quinto lugar. El informe anual elaborado por el World Economic Forum ha determinado que este año los países que deben de estar los primeros de la clasificación son Suiza, Austria y Alemania, posiciones idénticas a las de 2008. Aunque el país que más ha mejorado con respecto al anterior dossier ha sido Francia, que ha subido del décimo al cuarto puesto, gracias a la importancia que su Ejecutivo le ha dado recientemente al Sector con numerosas iniciativas, según la institución.

España posee gran riqueza cultural

El estudio analiza hasta 74 categorías diferentes en cada país. España tiene ventaja competitiva en sólo 16 de ellas, un bagaje que la deja por detrás de otros países, como Turquía, Marruecos, Bulgaria o Chipre, rivales directos de España en la atracción de turistas. Los expertos han aplaudido los recursos culturales y las infraestructuras turísticas de las que goza España, que según el informe posee las mejores del mundo en ambas categorías. El estudio también ha sabido valorar la riqueza cultural, su gran número de ferias y exposiciones y la capacidad de sus estadios deportivos.

Paralelamente, aplaude que el Gobierno español priorice el Sector de forma "significativa", emprendiendo campañas publicitarias. Sin embargo, en el informe también se lamenta la poca competitividad de los precios, la seguridad y las pobres normativas que regulan el Sector. En lo que se refiere a la baja competencia de precios, la economis

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destinos turísticos competitiveness

La gestión de equipos es una tarea que requiere atender diversas facetas de la dimensión laboral de las personas, todas ellas de gran repercusión para el desarrollo del equipo. El directivo debe conocer las cinco estrategias clave que deberá vigilar con el objetivo de lograr la evolución y cohesión del equipo y también deberá introducir dinámicas para su mejora. (Este consejo sólo estará disponible en la web hasta el próximo jueves 2 de julio)
(Tiempo estimado de lectura: 3 minutos)

Un directivo tiene a su alcance el poder de influir en el desarrollo de las personas de su equipo. En sus intervenciones pueden existir objetivos concretos que aspiran a modificar ciertos rasgos de la conducta de uno de los profesionales, pero, de manera global, por encima de estas modificaciones particulares, la gestión de personas debe pretender alcanzar en la organización un paradigma caracterizado por factores como la atmósfera de confianza, la toma de decisiones desde la base, la colaboración competente, el desarrollo de la creatividad y la comunicación abierta.

1 - La atmósfera de confianza
Para alcanzar un clima laboral de confianza, las personas deben sentir que pueden expresar con libertad sus dudas y sus temores. En muchas organizaciones, los profesionales sienten que necesitan poder comunicarse, lo que significa que hay una acusada carencia de escucha activa. Los directivos deben estar concienciados de que deben dedicar tiempo a enterarse de lo que sucede y a ofrecer a las personas la oportunidad de expresar su disconformidad, sus preocupaciones o sus inseguridades.

2 - La toma de decisiones desde la base
La base de la estructura organizativa es la que está en contacto con los agentes externos, como los clientes, y con mucha frecuencia las personas que conforman esta base deben tomar decisiones. Es necesario capacitar a los profesionales para que tomen decisiones sin necesidad de recorrer toda la cadena de comunicación hasta llegar a los directivos. Esto supondría un ahorro para las organizaciones, dado que probablemente

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competitividad competitiveness gestión de equipos

Developed countries still enjoy huge advantages in economic competitiveness, based on their advanced infrastructure, education, and laws

By Mark Scott
Europe

The global financial crisis seemingly shifted economic power away from hard-hit Western countries such as the U.S. and Britain to cash-rich emerging economies such as India and China. But while the West is limping along today, economic power may shift back when growth resumes. Why? Among the nations of the world, developed countries still enjoy considerable advantages in fundamental economic competitiveness—whether based on the quality of their infrastructure and educational systems or the sophistication of their business laws and bureaucracy.

That's the conclusion of the 2009 World Competitiveness Yearbook, an annual report published by IMD business school in Lausanne, Switzerland. Based on a detailed analysis of economic output, government and business efficiency, skills, and infrastructure, the researchers ranked 57 of the world's economies to determine which are best placed to succeed in the 21st century economic race.

Topping the list for the 16th consecutive year, unchanged from its No. 1 ranking in the 2008 report, was the U.S.—despite a tough economic situation and rising unemployment. With its world-class higher-education system, enormous and diverse economy, and powerful infrastructure, the U.S. continues to be the world's biggest economic engine and top destination for foreign direct investment.

The U.S. shared top billing with plenty of other developed and competitive countries whose economies also are shaky these days. Among the top 20 on the list, only oil-rich Qatar, ranked 14, and China, ranked 20, can be considered emerging economies.
Flexible and Adaptable

What makes countries like Denmark and Japan more competitive than the likes of Slovakia and Brazil? Some of the credit goes to efficient domestic policies, ranging from the level of taxation to the time required to start a business. Though many top-ranked countries have labor market

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competitiveness 2009 World Competitiveness Yearbook

BRAZIL COMPETITIVENESS REPORT: HOW TO UNLEASH THE COUNTRY'S FULL COMPETITIVENESS POTENTIAL

* First-ever study of this kind analyses key strengths and weaknesses of Brazil’s competitiveness landscape
* Report findings: Brazil’s strengths are market size as well as sophisticated and innovative business sector; weaknesses remain in macroeconomic environment, institutions, goods and labour markets

Rio de Janeiro, Brazil – The World Economic Forum released today The Brazil Competitiveness Report 2009,the first ever study of this type for Brazil.The findings of the Report are being presented and discussed at the World Economic Forum on Latin America in Rio de Janeiro. The Report is the result of collaboration between the World Economic Forum and Fundação Dom Cabral.

Using the Global Competitiveness Index’s methodology and the latest thinking in competitiveness research, The Brazil Competitiveness Report 2009 provides a comprehensive overview of the country’s current competitiveness landscape, highlighting strengths and problematic areas. Ranked 64th in the Global Competitiveness Index 2008-2009, Brazil posted a remarkable eight-place improvement since last year, with progress experienced in the institutional environment and labour and financial market efficiency, among others. The Report finds that weaknesses remain in the macroeconomic environment, institutions and goods and labour markets, while notable strengths are its market size as well as its sophisticated and innovative business sector.
Report Cover

Insightful contributions on specific challenges and opportunities for Brazil’s competitiveness written by leading academics and experts, such as Paulo Resende, Associate Dean and Coordinator of the Infrastructure and Logistics Department, Fundação Dom Cabral, Brazil and Claudia Costin, Secretary of Education of the Municipality of Rio de Janeiro, among others complete the Report. Some of the issues explored in depth include: infrastructure, public institutions, environmental sustainability, business sophisticati

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Brasil competitiveness competitividad

Los presidentes y consejeros delegados de las empresas han empeorado de manera sustancial sus expectativas de negocio para este año, especialmente los máximos ejecutivos de las grandes compañías europeas y norteamericanas.

Sólo un 21% de los presidentes y consejeros delegados preguntados a nivel global asegura tener “mucha confianza” en que la compañía que dirige aumentará su actividad en 2009 –frente al 50% registrado en la encuesta del año pasado-, un porcentaje de respuestas positivas que cae hasta el 15% en las empresas de Europa Occidental y Estados Unidos, según revela la Encuesta Mundial de CEOs que anualmente elabora PricewaterhouseCoopers y que se ha presentado en el Foro Económico Mundial que se celebra en Davos (Suiza).

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competitiveness competitividad PriceWatherHouse encuesta anual CEOS

The Greater Boston Chamber of Commerce today released its first Competitiveness Scorecard, a barometer of cost and competitiveness issues facing the Massachusetts economy and how the Commonwealth fares against the other 49 states. The April Competitiveness Scorecard is focused on the state’s Rainy Day Fund.

The Scorecard shows that the Massachusetts Fund, measured at 7.2 percent of the total FY 2008 budget, ranked 13th in the nation before this recession hit the state. History shows that that is not enough to protect the Commonwealth against future recessions. Based on the data, the Chamber proposes that all annual capital gains revenues beyond the first $300 million will be allocated to the Rainy Day Fund until this key reserve account has met a specified target level. This proposal provides a larger, more robust stream of funds in growth years to capitalize the Fund, while protecting the state budget from severe capital gains drops during economic downturns.

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competitiveness scorecard barometer

The past year has been a difficult one for the Travel &
Tourism (T&T) sector. High oil prices through the
summer of 2008, diminished tourism demand due to
the international economic crisis, and concerns about
terrorism have raised many challenges for the industry.
Yet, despite these difficulties, the T&T sector remains a
critical one for the world economy, still accounting for a
significant share of global gross domestic product and
employment, and providing an important opportunity
for developing countries to move up the value chain
toward the production of higher value-added services.
In this context, an analysis of the T&T competitiveness
of individual countries around the world is particularly
pertinent at this time.This is the fundamental objective
of this third edition of The Travel & Tourism

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competitiveness Travel & Tourism

think that the 21st century will be a century of creativity in the same way that the 20th was of technology. Much of the creativity, interestingly enough, will be based on the tools provided by technology, especially tools that allow us to create, collaborate and communicate.

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competitiveness creatividad

The United States tops the overall ranking in The Global Competitiveness Report 2008-2009. Switzerland is in second position followed by Denmark, Sweden and Singapore. European economies continue to prevail in the top 10 with Finland, Germany and the Netherlands following suit. The United Kingdom, while remaining very competitive, has dropped by three places and out of the top 10, mainly attributable to a weakening of its financial markets.

The rankings are calculated from both publicly available data and the Executive Opinion Survey, a comprehensive annual survey conducted by the World Economic Forum together with its network of Partner Institutes (leading research institutes and business organizations) in the countries covered by the report.

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competitiveness

What recession means for free

I get asked this all the time these days, so before I crash after a speaking tour of Latin America (eight cities in four days!), here are my thoughts on what a recession will mean for free-based business models.

First, let's confine this to online, which is where the most interesting free models are. There are three main forms of "real" free: Ad-supported, "Freemium", and the Gift Economy. Here how I think each will be affected:

* Ad-supported: In the offline world, advertising is going to go down. Online, where it's easier to make the case for clear ROIs, I suspect advertising growth will continue to be positive, but will slow considerably. That means that many of the companies that were counting on a rising tide lifting their boats will be disappointed, and more than usual will go bust. Result: Negative
* Freemium: This should become the favored model, since it's connected to direct revenues. But companies that have only worked out the free part but not the premium part are going to have to figure out what they can add to their products to make them compelling enough to pay for. If they don't, they will find their investors' patience with them is very limited, and many will fold. Those that get the freemium balance right should be fine: free is a good price to have when people don't want to spend, and freemium models can work well when just 5% of users convert to premium, thanks to the near-zero marginal costs of serving the other 95%. Result: Modest positive
* Gift economy: This is driven primarily by people's "spare cycles" (AKA cognitive surplus) and rising unemployment means more spare cycles, sadly. Obviously people still need to pay the rent, so many of these shared contributions are really just advertisements for the contributor's skills. But other contributions will be idle hands finding work while they look for their next job. As a result I think you'll see a boom in creativity and sharing online as people take matters into their own hands. Today, if you're

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Long-tail Freemium competitiveness

It is common knowledge that the U.S. lacks competitiveness as compared to the countries that have fast growing economies like China and India. So what happened to our technological leadership and the ability to invent over the last two centuries? Our history is full of events that prove that the uniqueness of America as a country of opportunities has been the reason for our success, and it is because of this success we simply become incompetent. Our complacency has grown to the level that allow us to become a society of services and consumption.

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economía competitividad competitiveness

Singapore is the world leader in terms of innovation and competitiveness while South Korea ranks fifth and Japan ninth, according to a report released here on Wednesday.

Other countries in the top 10 of the study by the Information Technology and Innovation Foundation (ITIF) were Sweden (2), Luxembourg (3), Denmark (4), the United States (6), Finland (7), Britain (8) and the North American Free Trade Agreement (NAFTA) region of Canada, Mexico and the United States (10).

Other Asia-Pacific region countries in the top 40 included Australia (19), China (33) and India (40). The 15 Western European countries in the European Union, the EU-15, ranked 18th.

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competitiveness competitividad

Por desgracia solemos olvidar que el mercado siempre está en un avance continuo, que las condiciones se modifican constantemente y que es necesario estar alerta para no ser desplazados. Por ello tener una estrategia competitiva no es más que tener claro cual es la forma en la que nuestros productos se posicionan en el mercado, de acuerdo a nuestra competencia, clientes o proveedores y controlarlos sistemáticamente para no perder de vista su posición.

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competitiveness competitividad diagnóstico

This study is a qualitative exploratory analysis of the communities of Turrialba, Siquirres and Guácimo, which border the Parismina River of Costa Rica. The main purpose of this study is to identify the structural weaknesses that are present in the enterp

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competitividad competitiveness gestión desarrollo-local

Estaba pensando hacer una lista con los mejores artículos en blogs de 2008 extraídos de la selecciones Loogic Links, como ha hecho recientemente Jordi Perez. Pero haciendo el repaso me he dado cuenta de que en los Loogic Links hay una gran densidad de art

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competitividad competitiveness gestión

The United States tops the overall ranking in The Global Competitiveness Report 2008-2009. Switzerland is in second position followed by Denmark, Sweden and Singapore. European economies continue to prevail in the top 10 with Finland, Germany and the Neth

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competitiveness World-Economic-Forum international

The 2008 winners of the Responsible Tourism Awards, which I blogged about in June, have been announced, and New Zealand has emerged as the overall winner for its environmentally and culturally sensitive tourism strategies and practices. Contest judges sel

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experiencial destinos-turísticos turismo tourism flujos-turísticos gestión-de-destinos-turísticos competitiveness sostenibilidad

With the U.S. election just days away, it has never been more important to consider what the next President must do to keep America competitive. In this time of crisis, Washington has focused on the immediate and the short term. Lost are the more basic qu

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competitiveness competitividad Porter Estados-Unidos strategy