How to Tell a Short Story with Your Five Forces Diagram

When you’ve completed your Five Forces analysis, the work isn’t done—your real task begins. The diagram is a tool, but the story it tells is what wins trust, guides decisions, and convinces stakeholders. In my 20 years of advising startups, students, and teams, I’ve seen the same mistake: people hand over a clean diagram and expect others to “get it.” They don’t. The difference isn’t accuracy—it’s clarity. The key to translating data into impact lies in how you frame the results.

Here’s what shifts everything: a strong presentation of five forces results isn’t about listing forces. It’s about showing how they interact, how their strength changes over time, and what that means for strategy. You’re not just analyzing a market—you’re building a narrative that explains its risks, opportunities, and hidden dynamics.

By the end of this chapter, you’ll know how to turn your analysis into a short, compelling story. You’ll understand how to use visuals and language to make complex insights memorable and persuasive. This is how you move from insight to influence.

Why Your Five Forces Diagram Needs a Narrative

Diagrams are powerful—but only when they’re connected to meaning. A clean Five Forces chart with no explanation risks being misunderstood or ignored. People don’t see patterns. They see symbols.

As a mentor, I’ve watched students present flawless diagrams only to be met with blank stares. Why? Because they didn’t answer the real question: “What does this mean for the business?”

The best presentations don’t just show data—they guide the audience through a logical journey. They answer: What’s the biggest threat? Why? And what should we do about it?

That’s where telling strategy story comes in. It’s not about fluff. It’s about structure.

Start with the Big Picture: The One-Sentence Summary

Before showing the diagram, begin with a single sentence that captures your core insight. It’s your thesis. For example:

• “The coffee shop faces intense rivalry but limited supplier power—making differentiation critical for survival.”
• “New entrants are unlikely due to brand loyalty and high startup costs, but substitute services like home brewing are growing.”

This isn’t a conclusion—it’s a spotlight. It sets the frame for everything that follows.

Structure Your Story Like a Mini-Documentary

A strong strategy story has a beginning, middle, and end—just like any story. The goal isn’t to explain every detail but to guide attention to the forces that matter most.

Use this simple framework to structure your presentation:

1. Hook: Start with the most pressing challenge or opportunity. “If we don’t act, customer migration to subscription apps will erode margins.”
2. Setup: Briefly state the industry and the business context. “Our local coffee shop competes in a saturated urban market with rising rent and wages.”
3. Middle: Present your diagram, but describe only the three forces that drive the biggest risks or opportunities.
4. Cliffhanger: Pose a strategic question. “How do we protect our pricing power when substitutes are rising?”
5. Resolution: Suggest one simple, actionable step that responds to the most critical force.

This structure works because it mirrors how people think: they don’t absorb information—they build understanding step by step.

Choosing What to Highlight

Not every force needs equal attention. Focus on the top two or three forces that most affect profitability or competitive positioning.

Ask yourself: Which force has the greatest impact on customer behavior? Which one could change the business model in 12 months?

For example, in a subscription-based fitness platform, buyer power and threat of substitutes might dominate. In a regional bakery, competitive rivalry and supplier power matter more.

Highlight these forces visually using color or icons. Red for high threat, green for low, yellow for moderate. Don’t overdo it—three colors max.

How to Communicate Analysis Visually

Visual clarity is not optional. It’s the bridge between insight and action.

Here’s how to make your diagram speak:

• Use consistent positioning: Keep the five forces in the same order—top to bottom or left to right—every time. This builds familiarity.
• Add icons: Use simple symbols: a sword (threat), a shield (protection), a scale (balance). They make abstract forces tangible.
• Label with action words: Instead of “High,” write “Aggressive pricing.” Instead of “Low,” write “Limited options.” This turns data into behavior.
• Use arrows: Show relationships. For example, draw a line from “Threat of Substitutes” to “Customer Churn” to show causality.

When visuals are paired with short, clear language, audiences retain 65% more information than when only text is used (source: Duarte, 2014).

Don’t let your diagram become a wall of text. Let it breathe.

Turn the Diagram into a Conversation Starter

Your diagram isn’t a final product. It’s an invitation to dialogue.

After presenting, pause. Then ask:

• “What do you see as the biggest risk in this market?”
• “Could any of these forces change in the next 6–12 months?”
• “What’s one thing we could do today to improve our position?”

These questions don’t need perfect answers. They’re designed to deepen understanding and uncover blind spots.

When you’re done, you’re not just presenting a diagram—you’re creating a shared understanding.

Common Pitfalls to Avoid

• Overloading the diagram: More than five forces or too many details reduces focus. Stick to essentials.
• Using jargon without explanation: Terms like “bargaining power” need context. Say “this force means customers can demand lower prices.”
• Skipping the story: A diagram without a narrative is a map without a destination.
• Assuming everyone sees it the same way: People interpret visuals differently. Explain your own reasoning.

Remember: your job isn’t to impress. It’s to be understood.

Putting It Together: A Real-World Example

Let’s say you’ve analyzed a local bike repair shop. Your forces reveal:

• High competitive rivalry (many nearby shops)
• Low supplier power (parts are standardized and widely available)
• Low threat of new entrants (requires tools and experience)
• High threat of substitutes (people are switching to electric bikes and online repair services)

Your story starts with: “The biggest threat isn’t competition—it’s substitution.” You highlight the rising number of online repair videos and DIY kits. Then you ask: “How can we turn customers from do-it-yourselfers into repeat clients?”

That’s telling strategy story. It’s not just “substitute threat = high.” It’s: “We risk losing customers to convenience—unless we build trust and expertise.”

Now you’re not just analyzing—you’re shaping strategy.

Frequently Asked Questions

How do I simplify my Five Forces diagram for a presentation?

Focus on the top three forces that matter most. Use icons, color, and short labels. Remove details that don’t relate to your main point. Your goal is clarity, not completeness.

Can I use the same story for different audiences?

No. A board of directors needs different emphasis than a team of employees. For executives, focus on strategic implications. For staff, link forces to daily operations.

Should I always show all five forces, even if they’re low?

Yes—but briefly. Acknowledge low forces with a line: “Supplier power is low because parts are interchangeable.” This shows thoroughness and builds credibility.

How do I handle conflicting interpretations of the same diagram?

Don’t argue. Ask: “What evidence would change your view?” Then guide the discussion toward data—customer surveys, pricing trends, or entry barriers. Let the facts speak.

What if I don’t have time to tell a full story during a meeting?

Use the one-sentence summary. “The biggest threat is substitution—people are switching to DIY kits and online help.” Then ask a single question: “How do we stay top of mind?” That’s enough to start a conversation.

When you know your environment, you’re not guessing. You’re leading.

Every diagram you draw is a chance to tell a story. Not just “this is how the market looks,” but “this is what we should do about it.” That’s how analysis becomes strategy.

Now go back to your Five Forces diagram, not as a chart—but as a script for a story. The market is always telling you something. Your job is to listen, then speak clearly.