Model of Porter’s five forces was developed by Professor of Strategy Michael Porter in 1979. Michael Porter assumes that the notion of competition must be enlarged in an industry, and any economic operator may reduce the ability of firms involved to generate profit should be considered as a competitor (Drucker, 1954). Michael Porter identifies five forces that determine strategy and he said the competitive structure of any industry relies on:
- The bargaining power of customers;
- The threat of potential entrants;
- The bargaining power of suppliers;
- The threat of substitute products;
- The intensity of rivalry among competitors.
Configuration, hierarchy and the dynamics of these forces can identify key success factors in the industry, that is to say, the strategic elements must be reduced so that the profit is captured by the five forces to the detriment of the firms involved. It is the mastery of these key success factors that enables companies to achieve a competitive advantage (Bradford and Duncan, 2000). By definition, analysis, the hierarchy of forces and key success factors arising are the same for all firms in an industry presence. The models of Porter’s five forces competitive environment are not characterized by a particular firm. In case of Next clothing, the 5 forces analysis is given below:
波特的五种力量模型是由迈克尔波特教授在1979开发策略。迈克尔波特假设竞争的概念，必须在一个行业扩大，任何经济运营商可能会降低参与产生盈利的企业能力应被视为一个竞争对手（德鲁克，1954）。迈克尔波特五力量决定了战略，他说，任何行业的竞争结构依赖于：
•客户的议价能力；
•潜在进入者的威胁；
•供应商的议价能力；
•替代产品的威胁；
•间的竞争对手的强度。
配置，层次和这些力量的动力学可以确定在行业关键成功因素，也就是说，战略元素必须下降，利润是由五的力量参与公司的损害了。正是这些关键成功因素，使企业获得竞争优势的掌握（Bradford and邓肯，2000）。根据定义，分析，力量和关键成功因素所产生的层次结构在一个行业的所有企业的存在是相同的。波特五种力量竞争环境的模型并不是由一个特定的公司。如果下一个服装，5种力量分析如下：
