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).
潜在进入者的威胁：
新的竞争对手的出现是通过进入壁垒的存在约束：返回所需的初始投资和时间（也被称为资本密集型或者标签），已经到位的专利，规范和标准的技术措施的贸易保护主义，零售业的形象和建立企业，文化障碍，等等。所有这些方法使输入一个新的公司更难。现任总试图加强对进入壁垒的情况下，零售业。
尽管政府（国家，欧洲委员会，地方当局，监管机构，等。）。不出现在由波特提出的模型明确，他们的影响考虑在内，可以影响五个军队（查菲，1985）。政策和立法的实施确定如何有效的力作用在零售市场。例如，项目可能批准和许可证或相反的是补贴。波特反对这第六力的增加，两种意识形态的原因（不干预），他说，政府的作用可以被包括在进入壁垒的事实。然而，作者之间的争论仍然存在。在本文中，该模型的目的是确定环境的关键成功因素，也就是说，必须控制下获得竞争优势的战略要素（Reichheld，1996）。军队已优先级的确定应承担主要是为了逃避他们的影响的战略行动（Gale，2004）。
