- The Five Competitive Forces That Shape Strategy-
- Harvard Business Publishing, June 30, 2008 – Michael Porter Interview
- https://www.youtube.com/watch?
v=mYF2_FBCvXw&t=2s (Links to an external site.) 
- Please comment on the above video
- 1) What are some thoughts in the video discussion that are an expansion of what is discussed in the text?
- 2) Porter discusses the Airline industry. Comment on where typical Commercial Airline Carriers fit into Porter’s four competitive strategies. Can you think of any alternative strategies that are emerging/have emerged that might be more in the segmented quadrants?
- Scoring:
- 4-5 points. Effort greater than expected; shows deep insight and analysis; thoughts are expressed clearly. Replies connect with original post and add to further discussion
- 2-3 points. Posts are simple; but shows some insight and analysis. Personal opinion lacks elaboration and detail
- 0-1 points. Effort is less than expected. Posts lacks any insight or analysis; rehashes or summarizes others’ posts.
Requirements: 200
Preview YouTube video The Five Competitive Forces That Shape Strategy
Answer preview
The video discussion got me thinking that every organization in its specified industry should know the five forces that shape competition. Having such knowledge help determine the strategic approaches organizations should implement and achieve long-run profitability in their designated industry. With the competitive forces, the power of suppliers, new entrants, rivalry with competitors, power of buyers, and the existence of substitute products, I acknowledge that strategy is a building defense (Harvard Business Review [HBR] (2008). The identified strategy allows an organization to take a defensive approach against the competitive forces. For instance, Michael Porter informs that organizations in the airline industry can benefit from implementing the five competitive forces to enhance profitability since the industry has been the least
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