Mini Quiz 1: Can You Match the Force to Its Meaning?
When you’re just starting out in strategy, the real test isn’t memorizing definitions—it’s recognizing what each force actually means in practice. This quiz is not a race. It’s a moment to pause, reflect, and see if you’ve truly internalized the structure behind competition. The ability to identify each force by its core idea is foundational. If you get this right, you’re already thinking like a strategist. If not, that’s okay—this is where learning begins.
Over the years, I’ve seen countless beginners confuse the threat of new entrants with buyer power, or mistake substitutes for rivalry. These mix-ups aren’t signs of failure—they’re clues that the model needs deeper exploration. That’s why this exercise is designed to feel like a conversation, not a test. It’s about building confidence through recognition, not rote recall.
Use this quiz as a moment to slow down. Read each definition carefully. Match it to the correct force. Then, check the answers and reflect: What made that match make sense? What would change if the industry were different? This kind of thinking—structured, reflective, and grounded—builds lasting insight.
Match the Force to Its Meaning
Below are five definitions. Match each one to the correct force from Porter’s Five Forces framework. Write the letter of the correct force next to each number.
- The pressure that customers exert on a business by demanding lower prices, better quality, or more service.
- The ease with which new competitors can enter the market and start competing.
- The power that suppliers hold over a business because they control essential inputs.
- The intensity of competition among existing businesses in the same market.
- The existence of alternative products or services that can satisfy the same customer need.
| Letter | Force |
|---|---|
| A | Threat of New Entrants |
| B | Bargaining Power of Buyers |
| C | Bargaining Power of Suppliers |
| D | Threat of Substitutes |
| E | Rivalry Among Existing Competitors |
Now, check your answers below. If you got all five right, excellent—you’ve made a solid connection between the language of strategy and real-world dynamics. If not, don’t worry. This is where the real learning happens.
Answers and Explanations
1. The pressure that customers exert…
B. Bargaining Power of Buyers
Customers want value. When they can easily switch brands, negotiate prices, or demand customization, their power grows. Think of a consumer choosing between fast food chains—your ability to walk into a different one keeps your favorite in check.
2. The ease with which new competitors can enter…
A. Threat of New Entrants
High barriers—like strong branding, regulatory hurdles, or high startup costs—protect existing firms. When entry is easy, like in freelance writing or online retail, competition intensifies quickly. That’s why you see new cafes open in every neighborhood.
3. The power that suppliers hold over a business…
C. Bargaining Power of Suppliers
If you rely on a single supplier for raw materials, or if a few firms dominate the supply market, they can charge more or delay delivery. Think of a coffee shop that depends on one roaster—your margin is at risk if they raise prices.
4. The intensity of competition among existing businesses…
E. Rivalry Among Existing Competitors
This relates to how aggressively firms compete—through price wars, advertising, product innovation, or loyalty programs. In saturated markets like smartphones or streaming services, rivalry is fierce because no one firm dominates.
5. The existence of alternative products…
D. Threat of Substitutes
Substitutes aren’t just competitors—they’re different solutions to the same problem. A movie rental app may be replaced by a live stream event. The threat isn’t from other apps, but from any new way of watching content.
What This Teaches You
Matching forces to meaning isn’t about memorization. It’s about developing a mental map of how competition works. Each force answers a simple question:
- Buyers? Who decides the price?
- Suppliers? Who controls the inputs?
- Rivalry? How intense is the fight with others?
- New entrants? Can new players come in easily?
- Substitutes? Is there a different way to meet the need?
These questions are your compass. When you see a market, ask them. The answers shape your understanding of where profit comes from—and where it might disappear.
Why This Matters in Real Life
I once worked with a small grocery chain that didn’t understand the threat of online delivery services. They focused only on local rivalry—rivaling other stores. But they missed the bigger picture: Amazon Fresh, Instacart, and delivery apps were substitutes. Their real competition wasn’t just other markets—it was convenience. That’s why their profits eroded even when foot traffic stayed steady.
This quiz isn’t just about getting it right. It’s about asking the right questions so you don’t miss the real threats. The best analysts aren’t the ones who memorize—they’re the ones who probe.
Strategy Self-Test: How Did You Do?
After checking your answers, ask yourself:
- Which force did you struggle with the most? Why?
- Can you think of a real business where this force is strong? Weak?
- What would happen if that force changed?
These questions are your next step. They turn a simple matching exercise into a real-world thinking drill. That’s how you turn knowledge into insight.
Interactive Business Learning: Take It Further
Let this quiz be the start, not the end. Try these activities to deepen your understanding:
- Choose a local business—like a café or bookstore. Answer the five questions in your head. How do the forces shape their pricing and decisions?
- Compare two industries—one with high rivalry, one with weak rivalry. What differences do you see in how they operate?
- Use sticky notes to label each force and place them around a diagram of a business. Ask: “Where is the pressure the strongest?”
These are not assignments—they’re tools. They help you see the invisible forces that shape business success.
Frequently Asked Questions
What’s the best way to remember the five forces?
Focus on the core question each force answers. Rivalry: “How hard are the existing competitors fighting?” Substitutes: “Is there a better way to meet this need?” This turns abstract labels into clear, actionable lenses.
Can the same force be strong in one industry and weak in another?
Yes. For example, buyer power is strong in consumer electronics (where customers can compare hundreds of models) but weak in specialty medical devices (few buyers, high switching costs). The force depends on context.
Why do beginners mix up supplier and buyer power?
Because both involve “power” and “buying.” But the key is direction: suppliers sell to you, buyers buy from you. Always ask: Who holds the leverage? The one who controls what you need—or who controls what you sell.
How long should I spend on this quiz?
5 to 10 minutes is plenty. The goal is not speed but clarity. Use this time to engage, not rush. That’s where real learning begins.
Can I use this quiz in a group or classroom?
Absolutely. This is ideal for peer discussion. Work in pairs, explain your choices, and debate why one force fits a scenario. That interaction cements understanding far better than solo memorization.
What if I still get some wrong?
No problem. That’s what makes this a self-test. Return to the chapter, revisit the definitions, and re-ask the five questions. The goal is mastery—not perfection.
