1.) One of the hugest surprises for me in this weeks reading was the authors declaration that competitive forces are the most important force to determine a companies profitability. It just seems like there are so many other things that could happen to determine profits, and the competitor being the priority seems unintuitive.
2.)One thing that confused me in the reading was how suppliers had so much power over profit. Especially when customers can have equal force. It seems that if suppliers would try to charge too much a larger customer would refuse to buy therefor causing costs to go down for them and every other customer. There must be a lot that goes into the buyer supplier dimension that was left unexplained in this article.
3.) One question would be: What kind of influence can a sole company have on barriers to entry? What sort of dimensions need to be considered when a company decides to enter a market that is already highly competitive?
4.)One thing I thought the author might have overlooked was the difficulty of implementing some of the advice he was offering. Although there are five distinct forces in competition, how can one company really focus on all of them while running a company? It seems generic to offer advice in such foolproof way when in reality the technicalities are too far to grasp when it comes to competitive advantage.
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