How to Conduct a Complete Five Forces Workshop

Many teams treat a Porter’s Five Forces workshop as a one-off brainstorming session. That’s a mistake. The real power lies not in the number of ideas generated, but in the discipline of structured inquiry. A true workshop demands alignment, clarity of purpose, and a methodological rhythm that prevents consensus from becoming complacency.

I’ve facilitated these sessions across tech startups, manufacturing conglomerates, and nonprofit innovation labs. The most effective ones weren’t defined by flashy templates or endless slides—they emerged from a shared understanding of the problem, clear roles, and a structured flow that kept the conversation grounded in evidence, not opinion.

This guide walks you through every phase of a high-leverage Five Forces workshop. You’ll learn how to assemble the right people, set the right conditions, and guide your team toward insights that matter—not just for reporting, but for strategic execution.

Preparation: Laying the Groundwork

Define the Scope and Objective

Before inviting anyone, define the exact question you’re trying to answer. Is it: “Should we enter the European SaaS infrastructure market?” or “How resilient is our current business model against new digital competitors?”

Too often, the goal is vague—“understand the competition.” That leads to unfocused discussion. Reframe it as a decision-driven question. The better the question, the sharper the analysis.

Assemble the Right Team

Include people who represent different perspectives: product, sales, operations, finance, and customer success. Avoid inviting only leaders or just analysts. A balanced team ensures diverse input and reduces groupthink.

Limit participants to 5–7 people. Larger groups dilute engagement. If you need broader input, run a pre-workshop survey to gather insights, then use the workshop to synthesize and validate.

Choose the Right Tools and Environment

Use large whiteboards, sticky notes, and markers. 

Set up the room to allow movement—people should be able to walk around, cluster, and reposition ideas. I’ve seen teams fail not from lack of knowledge, but because they sat in rows, staring at screens. Change the space, change the thinking.

Prepare Supporting Materials

Have ready:

• A clean template of the Five Forces framework (with each force clearly labeled)
• Examples of real-world applications (e.g., a brief case study of the cloud storage market)
• A one-page summary of the core theory for context (no more than 300 words)
• A list of probing questions for each force (e.g., “What would happen if a new player with deep funding entered?”)

These aren’t handouts—they’re conversation starters. They should help, not distract.

Execution: The 90-Minute Flow

Phase 1: Set the Stage (10 minutes)

Begin with a clear statement of purpose: “Today, we’re analyzing the competitive structure of the smart home security market to assess whether investing in a new product line is viable.”

Explain why this matters—not just for the business, but for strategy. Emphasize that this isn’t a judgment call; it’s a diagnostic tool. Then, assign roles:

• Facilitator: Keeps time, guides discussion, ensures all voices are heard
• Timekeeper: Tracks the clock on each phase
• Recorder: Captures insights on the board, ensures clarity

Rotate roles across future sessions if possible. It builds empathy and strengthens the team’s analytical muscle.

Phase 2: Deep Dive by Force (60 minutes)

Work through each force in order. For each one, use this structure:

1. Define: What does this force mean in this context?
2. Ask: What evidence supports its strength?
3. Discuss: What are the implications?
4. Score: Use a 1–5 scale: 1 = low threat, 5 = high threat

Example: For Threat of New Entrants, ask: “Are customer switching costs low? Are there regulatory barriers? Is capital investment high?”

Use sticky notes to capture responses. Color-code them: red for high threat, green for low. This visual cue helps identify pressure points.

Phase 3: Synthesis and Strategic Implications (20 minutes)

Step back and ask:

• Which forces are the most intense? Why?
• Are there any unexpected insights?
• What does this mean for our strategy?

Guide the team to answer not just “what” but “so what.” For instance: “High buyer power suggests we must differentiate through service or branding to sustain margins.”

Summarize key takeaways on a central board. Take a photo for documentation.

Facilitation Techniques for Impactful Competitor Analysis

Use the “Worst-Case Scenario” Test

For each force, ask: “What would it take for this to become a critical risk?”

This forces teams beyond surface-level thinking. If the threat of substitution is low today, what could change in 18 months? A new AI-powered tool? A regulatory shift?

Challenge Assumptions with “What If?”

At key points, introduce hypotheticals:

• “What if a major retailer started selling similar products?” (Buyer power)
• “What if a key supplier announces a partnership with a competitor?” (Supplier power)
• “What if regulations change to favor smaller players?” (New entrants)

These aren’t distractions—they’re stress tests. They reveal where your strategy is fragile.

Apply the “Why?” Chain

When someone says, “Rivalry is high,” ask: “Why?” Then: “Why?” again. Drill down to root cause.

Example:

• “Rivalry is high.”
• “Because there are many similar products.”
• “Why are there many similar products?”
• “Because barriers to entry are low.”

Now you’re not just describing a force—you’re revealing a structural driver.

Common Pitfalls and How to Avoid Them

Pitfall 1: Confusing Analysis with Decision-Making

Resist the urge to decide in the workshop. The goal is diagnostic insight, not action. If someone says, “We should enter this market,” pause and ask: “What data from this model supports that?”

Pitfall 2: Over-Reliance on Anecdotes

Use real examples, but anchor them in data. Instead of “Our customer said they’d switch,” say: “Our survey shows 40% of users would switch if pricing dropped by 15%.

Pitfall 3: Ignoring Interconnections

Forces don’t operate in isolation. High buyer power often fuels buyer-driven innovation, which in turn increases the threat of substitution.

Highlight these feedback loops. Use arrows on the board to show how changes in one force ripple through the others.

Post-Workshop: From Insight to Action

Document and Share

Turn the whiteboard into a formal document. Include:

• Full analysis for each force
• Scoring summary (e.g., Rivalry: 4, Substitution: 3, etc.)
• Top three strategic implications
• Key data sources used

Share with stakeholders—not just leaders, but the wider team. This builds ownership.

Revisit in 6–8 Weeks

Market conditions change. Revisit the Five Forces map to see if anything has shifted. Was a threat underestimated? Did a new player emerge?

This creates a living strategy tool—not a one-time report.

Frequently Asked Questions

How long should a Five Forces workshop take?

A focused session should last 90 minutes. Longer sessions lead to fatigue and shallow thinking. If you need deeper analysis, break it into two 90-minute workshops.

Who should lead a Five Forces workshop?

Not the CEO. Not the strategist. The best facilitator is someone with strong process skills, calm authority, and no stake in the outcome—someone who can remain neutral and guide, not dominate.

Can I run this remotely?

Yes, but with caveats. Use digital whiteboards with real-time collaboration. Limit the group to 5 people. Keep the session focused and energetic. Remote workshops require even stronger facilitation to avoid disengagement.

What if the team disagrees on scoring?

Disagreement is healthy. Ask each side to justify their rating. Then, seek common ground: “What evidence would change your mind?” Use data, not votes, to resolve conflict.

Is this just another version of SWOT?

No. SWOT is descriptive. Five Forces is diagnostic. It asks: “What shapes profitability?” not “What are our strengths?” Use both—SWOT for internal alignment, Five Forces for external insight.

How often should I re-run a Five Forces workshop?

Annually is standard. But if your market is volatile (e.g., fintech, AI), re-run every 6 months. For stable industries (e.g., utilities), every 18–24 months may suffice.