1.Title:  Strategic use of financial ratio to prevent bankruptcy：A study of opportunity for business enterprises
   Source:  Dissertation Abstracts International, Volume: 68-09, Section: A, page: 4005.
   Abstract: The purpose of this study was to test the usefulness of financial ratios in predicting bankruptcy. For many years, stakeholders such as stockholders, creditors, investors, government agencies, banks, and other interested parties have used financial ratios to predict the result of business failure. Many researchers have used financial ratios to develop bankruptcy models on specific industries such as manufacturing, banking, insurance, wholesales, and retail trading. However, there are few studies conducted on service industry. This study reviews Altman's 1993 four-variable model to determine the validity and the predictive accuracy between bankrupt and nonbankrupt publicly traded firms in the service industry. The companies selected were matched by Standard Industry Code (SIC) and asset size between the periods 1994 to 2000 and 2001 to 2003. Statistical measures were conducted and it was found that the model correctly classified bankrupt companies 85%, 77%, and 65% for year 1, year 2, and year 3 respectively prior to bankruptcy. Moreover, the study found that location and assets size have no significant relationship between bankrupt and nonbankrupt companies. In addition, it was determined that over 88% of the firms identified as distressed companies that applied Porter's 1979 five forces model survived bankruptcy.

2.Title:  A Framework for Success
    Source:  Marketing Management; Jan/Feb2002, Vol. 11 Issue 1, p39-42, 4p, 1 diagramDocument
    Abstract:Deals with the approaches for managers to take in exploring digital business designs. Discussion on the Five Forces model which provides a systemic way managers can look at their business; How the Internet cuts down on barriers to entry; Factors that can help business managers brainstorm profitable digital business design options.

3.Title:  An Analysis of the Impact of the Internet on Competition in the Banking Industry, using Porter's Five Forces Model
   Source:  International Journal of Management; Dec2004, Vol. 21 Issue 4, p514-523, 10pDocument
   Abstract:The emergence of the Internet has created both threats and opportunities for banking executives. Those who are able to leverage competitive benefits from the Internet are confronted with significant business potential. The Internet has fundamentally changed traditional relationships and services within the banking industry. It shifts the overall competitive landscape, the technical and standards infrastructure, and the requirements of individuals and business users. The impact of the Internet on the banking industry and Internet banking as a source of competitive advantage have become challenging issues for both business managers and academics. This article uses the theoretical framework of Michael Porter's Industry 5-Force Competitive Model as the theoretical framework to analyze the ways that the Internet is affecting the competitive dynamics of the banking industry.

4.Title:  Competitive market analysis of eastern redcedar
    Source:  Forest Products Journal; Dec2005, Vol. 55 Issue 12, p58-65, 8p
    Abstract:Eastern redcedar (Juniperus virginiana) is often considered a "trash or nuisance" tree. In some states, this species has been declared invasive and management strategies have been adopted to destroy it. However, another more positive side to redcedar has been the focus of this market research study revealing a profitable expanding marketplace for redcedar generating $60 million dollars in annual sales. The research goals of this study were to develop a basic understanding of the market for eastern redcedar products and analyze the competitive forces that coordinate and control the markets by applying Porter's Five Forces Model. Mail and phone surveys were used to explore the eastern redcedar industry. The eastern redcedar market ranges from large firms with gross annual sales over $16 million to small operations with less than $10,000 per year gross annual sales. Critical resources needed to compete in the eastern redcedar marketplace include access to raw material and labor, market knowledge, financial resources, and the cultivation of personal relationships among players in the value chain. Very little bargaining power is exerted by suppliers or buyers. Federal, state, and industry policies have little impact on the eastern redcedar resource or markets. A comprehensive report and a market directory were produced based on the results of the research and were provided to all market participants. These documents are designed to help companies better understand their markets, develop new relationships, and take further actions for the collective benefit of the redcedar industry.

5.Title:  Opportunities and Risks during the Introduction of Fuel Cell Cars
    Source:  Transport Reviews; Nov2005, Vol. 25 Issue 6, p739-760, 22pDocument
    Abstract:Specific competitive conditions will decide the successful introduction of proton exchange membrane fuel cells as the core of an automotive traction system. Michael Porter’s competitive analysis methodology, the ‘five forces model of competitive structure’, was used in the first part of the paper to develop an overview of the competitive forces in the fuel cell industry. Porter’s model places emphasis on external factors by examining the nature of the market environment. A company is considered to be in a favourable competitive position if the five threatening forces are not too strong. The five forces are potential new competitors, supplier power, customer power, competition in the industry group and the threat of substitutes. The second part gives an overview of success factors that may contribute to a breakthrough of fuel cell technology from niche market to mass market in the automotive industry. This analysis also identifies critical factors that affect both market penetration time and the rate of product diffusion into the mass market. Several fuel cell manufacturers such as Ballard Power Systems, Nuvera and United Technologies Fuel Cells will enter the competitive fuel cell market. Customers will have a high degree of bargaining power as they will merge to a few big companies and will threaten the fuel cell companies with a possible backward integration. The high sum to be invested into research, into development and production methods will lead to high market entrance barriers. A strong competition comes from the possible substitution goods. Although the fuel cell is, in principle, an ideal energy source without local carbon dioxide emission, substitution goods such as further developed gasoline and diesel engines, hybrid and compressed natural gas vehicles will have medium‐term competitive advantages.