Editing Porter's five forces analysis (section)

=== Threat of new entrants ===
New entrants put pressure on current within an industry through their desire to gain market share. This in turn puts pressure on prices, costs, and the rate of investment needed to sustain a business within the industry. The threat of new entrants is particularly intense if they are diversifying from another market as they can leverage existing expertise, cash flow, and brand identity which puts a strain on existing companies 
profitability.

Barriers to entry restrict the threat of new entrants. If the barriers are high, the threat of new entrants is reduced, and conversely, if the barriers are low, the risk of new companies venturing into a given market is high. Barriers to entry are advantages that existing, established companies have over new entrants.<ref>{{Citation|title=13. Building Social Strategy at XCard and Harvard Business Review|date=2014-12-31|url=http://dx.doi.org/10.1515/9781400850020-014|work=A Social Strategy|pages=220–248|place=Princeton|publisher=Princeton University Press|doi=10.1515/9781400850020-014|isbn=978-1-4008-5002-0|access-date=2020-11-08|url-access=subscription}}</ref><ref>{{Cite book|last=Rainer, R. Kelly Jr. |title=Introduction to information systems.|others=Cegielski, Casey G.|year=2012|isbn=978-1-118-09230-9|edition=4th international student version|location=Hoboken, N.J.|oclc=829653718}}</ref>

Michael E. Porter differentiates two factors that can have an effect on how much of a threat new entrants may pose:<ref name=":2">{{Cite journal|title=The Five Competitive Forces That Shape Strategy|journal=Harvard Business Review|url=https://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy|last=Porter|first=Michael E.|volume=86|pages=78–93, 137|issue=1|year=2008|pmid=18271320|department=Competitive strategy}}</ref>
; [[Barriers to entry]]
: The most attractive segment is one in which entry barriers are high and exit barriers are low. It is worth noting, however, that high barriers to entry almost always make exit more difficult.
: Michael E. Porter lists seven major sources of entry barriers:
:* [[Economies of scale|Supply-side economies of scale]] – spreading the fixed costs over a larger volume of units thus reducing the cost per unit. This can discourage a new entrant because they either have to start trading at a smaller volume of units and accept a price disadvantage over larger companies, or risk coming into the market on a large scale in an attempt to displace the existing market leader.
:* [[Network effect|Demand-side benefits of scale]] – this occurs when a buyer's willingness to purchase a particular product or service increases with other people's willingness to purchase it. Also known as the network effect, people tend to value being in a 'network' with a larger number of people who use the same company. 
:* [[Switching barriers|Customer switching costs]] – These are well illustrated by structural market characteristics such as supply chain integration but also can be created by firms. Airline frequent flyer programs are an example. 
:* [[Capital requirements]] – clearly the Internet has influenced this factor dramatically. Websites and apps can be launched cheaply and easily as opposed to the brick-and-mortar industries of the past.
:* Incumbency advantages independent of size (e.g., [[customer loyalty]] and [[brand equity]]).
:* Unequal access to distribution channels – if there are a limited number of distribution channels for a certain product/service, new entrants may struggle to find a retail or wholesale channel to sell through as existing competitors will have a claim on them.
:* [[Government]] policy such as sanctioned monopolies, legal franchise requirements, [[patents]], and [[regulatory authority|regulatory requirements]].
; Expected retaliation
: For example, a specific characteristic of [[oligopoly]] markets is that prices generally settle at an equilibrium because any price rises or cuts are easily matched by the competition.