Practical Worksheets, Checklists, and Scorecards
Most strategy work begins with insight—but insight without structure becomes noise. I’ve seen teams spend hours dissecting market dynamics only to produce reports with inconsistent assumptions, unclear conclusions, and no follow-through. That’s why I designed this worksheet not just as a form, but as a disciplined process.
Think of it as your personal competitive audit trail. Every time you run a Five Forces analysis, this worksheet ensures you capture not just the score, but the reasoning behind it. It’s not about fitting into a template—it’s about training your mind to see structural power, anticipate shifts, and act with confidence.
You’ll use this tool to assess each force systematically, validate your assumptions, and translate insights into tangible actions. The goal? Turn abstract analysis into a repeatable, defensible framework that strengthens your team’s strategic fluency—no assumptions left unchecked.
Why a Worksheet? The Difference Between Analysis and Insight
Many practitioners treat Porter’s Five Forces as a checklist, ticking off “high,” “medium,” or “low” for each force. But that’s not strategy—it’s labeling. Real strategy begins when you anchor every assessment to evidence.
My experience shows that the biggest gap isn’t in understanding the forces—it’s in capturing *why*. Why is supplier power high? What data supports that? What if a supplier suddenly exits the market?
This worksheet forces you to answer those questions. It’s not a formality—it’s a discipline. It turns intuition into audit-ready logic, which is critical when defending strategy to executives or stakeholders.
How to Use This Worksheet: A Step-by-Step Guide
Apply this method to any market or business unit. You don’t need complex software—just a pen, a table, and a clear head.
- Define your market scope precisely—geographic region, customer segment, product category.
- Assign weights to each force based on your industry’s profitability drivers (e.g., in SaaS, threat of substitution often weighs more than supplier power).
- Score each force from 1 to 5, where 1 = low pressure, 5 = extreme pressure.
- Document your reasoning—what data, trends, or events justify that score?
- Calculate the total score using weights to reveal industry-level pressure points.
Use the table below as a foundation. Don’t rush. The quality of your strategy depends on the depth of your justification.
| Force | Score (1–5) | Weight | Weighted Score | Justification (1–2 sentences) |
|---|---|---|---|---|
| Industry Rivalry | 25% | High customer churn, frequent price wars in core product line. | ||
| Supplier Power | 20% | Two dominant providers, but alternative inputs exist with low switching cost. | ||
| Buyer Power | 20% | Three clients account for 65% of revenue; contract terms are negotiated annually. | ||
| Threat of New Entrants | 15% | High capital entry barriers and regulatory licensing required. | ||
| Threat of Substitution | 20% | Cloud-based disruptors offer equivalent functionality at lower cost. | ||
| Total | 100% | 3.7 |
Scoring isn’t about perfection. It’s about consistency. A 4 in rivalry means the industry is under heavy pressure to innovate or cut prices. That’s not a warning—it’s a signal to act.
Use the Competitive Scorecard Tool to Track Changes Over Time
Markets don’t stay still. The real power of this worksheet lies in comparison. Use the competitive scorecard tool to benchmark your analysis across quarters or after key events—like a merger, a new regulation, or a price war.
For example, if your buyer power score jumped from 3 to 5 after a major client expanded their contract—this signals a structural shift. It’s not just a number change. It’s a red flag for pricing sustainability.
Keep a running record. Compare your scores against competitors. Even if you don’t have exact data, use relative ranking: “Our buyer power is higher than Company X’s, but lower than Company Y’s.” That’s insight.
Integrating the Strategy Checklist into Your Routine
Don’t run this once and file it away. Use the strategy checklist as a recurring audit tool—every 3–6 months, or whenever a new market signal emerges.
Ask yourself: What has changed? Has a new entrant entered the space? Did a supplier raise prices? Has customer loyalty dropped?
Each time, return to the worksheet. Update your scores. Re-justify. This isn’t bureaucracy—it’s how strategy stays alive.
Here’s a simple 5-point checklist to keep your analysis sharp:
- Did I define the market segment clearly, or did I default to a broad category?
- Are my scores justified by observable data, or did I rely on opinion?
- Did I consider how forces interact? (e.g., high buyer power can reduce rivalry pressure)
- Did I assign weights based on my industry’s profit drivers?
- Can I explain the result to someone without a strategy background?
If you can’t answer “yes” to all five, you’re not done yet. Go back. Dig deeper. The best analysis isn’t the one that’s fast—it’s the one that’s defensible.
From Worksheet to Action: Turning Insight into Strategy
Insight without action is noise. A high threat of substitution doesn’t help unless you know what to do about it.
Use the worksheet not only to diagnose but to plan. When buyer power is high, ask: How can we lock in customers? When rivalry is intense, ask: What unique value are we offering that can’t be copied?
My rule: for every “high” or “very high” score, define one strategic countermeasure. Don’t wait for the board. Start with your team.
Example: If threat of substitution is high, consider investing in customer onboarding, integration partnerships, or branding to increase switching costs. These aren’t tactics—they’re structural defenses.
Frequently Asked Questions
Can I use this Porter’s Five Forces worksheet for any industry?
Yes. The framework is industry-agnostic. The key is to adjust the weightings and justifications based on your market’s unique drivers. SaaS companies prioritize substitution and buyer power; manufacturers often focus on supplier power and rivalry.
How often should I update my Five Forces worksheet?
Reassess every 3–6 months, or when a major event occurs—like a new regulation, acquisition, or competitor launch. Markets evolve, and so should your analysis.
What if my team disagrees on a score?
Disagreement is expected. Use the worksheet to surface differences. Ask: “What data supports your view?” and “How does this affect our pricing or customer retention?” Disagreements often reveal blind spots.
Is the competitive scorecard tool the same as a SWOT analysis?
No. SWOT is broad and descriptive. The competitive scorecard tool is specific, measurable, and focused on *industry-level* pressure. It helps you answer: “Where is the real threat coming from?” not “What are our strengths?”
Do I need software to use this worksheet?
No. Use a spreadsheet, a notebook, or even a whiteboard. The power lies in the process, not the tool. The goal is consistency, not aesthetics.
How do I share the results with executives?
Summarize the top 2–3 forces with the highest impact. Use simple language: “Buyer power is high—three customers account for 65% of revenue. We need to diversify our customer base or increase product stickiness.” Include the scorecard table as an appendix for detail.
