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Porter Forces Model Diagram PPT image slide
from deck Porter Forces Marketing Model Diagram (PPT chart icons)


Slide Content

The slide outlines the key components of Porter's Five Forces model: Competition, New entrants, Buyers, Suppliers, and Substitutes. Each section is designated for a detailed description, where one can insert text to describe how each force is currently impacting the business, with bullet points to provide specific examples or key points. Understanding these forces helps companies recognize the different sources of competition and develop strategies to improve their market position.

Graphical Look

  • The slide has a clean and modern design with a white background.
  • There are five colored square labels at the top of the slide, each representing one of Porter's Five Forces.
  • Icons within the squares visually represent the force: a group of arrows for Competition, a paper airplane for New entrants, a shopping cart for Buyers, a delivery truck for Suppliers, and a round arrow for Substitutes.
  • Below each square label is a colored rectangular area for inserting texts, aligned with the icon's colors.
  • Each text area starts with "Put your text here:" followed by four bullet points, labeled "Text1" to "Text4".
  • The slide's title is in dark text, contrasting with the white background. The rest of the text is also dark, ensuring good readability.

The overall look of the slide is professional and visually engaging, with a color-coded scheme that aids in distinguishing between the different forces. The use of icons provides a quick visual reference to the audiences, facilitating understanding of the model's components.

Use Cases

  • In a strategic business meeting, to evaluate the competitive landscape.
  • During a market analysis presentation to identify barriers to entry and market profitability.
  • As part of a business plan to illustrate potential threats and opportunities.
  • Within an educational setting, to teach principles of competitive strategy and business management.

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