The threat of potential entrants:
The occurrence of new competitors is constrained by the existence of barriers to entry: the initial investment and time required for return (also called capital intensity or ticket), patents already in place, the norms and standards technical measures protectionist, the image of the retail industry and established businesses, cultural barriers, etc. All these methods make entry more difficult for a new firm. The incumbents generally try to strengthen those barriers to entry in case of Next and the retail industry.
Although the government (State, European Commission, local authorities, regulatory agencies, etc.). do not appear explicitly in the model proposed by M. Porter, their influence is taken into account and can affect each of the five forces (Chaffee, 1985). The policy and legislation implemented determine how effectively each of the forces function on the retail market. For example, the entry may be subject to approval and a license or conversely be subsidized. Porter objected to the addition of this sixth force, both for ideological reasons (not intervention) and the fact that he said the role of government can be included in the entry barriers. However, controversy still exists between the authors. The objective of this model in this paper is to identify key success factors of the environment, that is to say, the strategic elements that must be controlled to obtain a competitive advantage for Next (Reichheld, 1996). The forces have been prioritized to determine the strategic actions that should be undertaken primarily in order to escape their influence (Gale, 2004).