in 1993. It is based on Porter's Framework and includes Government (national and regional) as well as pressure groups as the notional 6th force. This model was the result of work carried out as part of Groupe Bull's Knowledge Asset Management Organisation initiative. Porter indirectly rebutted the assertions of other forces, by referring to innovation, government, and complementary products and services as "factors" that affect the five forces. It is also perhaps not feasible to evaluate the attractiveness of an industry independently of the resources that a firm brings to that industry. It is thus argued (Wernerfelt 1984) that this theory be combined with the resource-based view (RBV) in order for the firm to develop a sounder framework. Other criticisms include: It places too much weight on the macro-environment and doesn't assess more specific areas of the business that also impact competitiveness and profitability It does not provide any actions to help deal with high or low force threats (e.g., what should management do if there is a high threat of substitution?) See also Coopetition Economics of Strategy Industry classification Marketing Strategy National Diamond Strategic management Porter's four corners model Nonmarket forces Value chain Marketing management References Further reading Coyne, K.P. and Sujit Balakrishnan (1996),Bringing discipline to strategy, The McKinsey Quarterly, No.4. Porter, M.E. (March–April 1979) How Competitive Forces Shape Strategy, Harvard Business Review. Porter, M.E. (1980) Competitive Strategy, Free Press, New York. Porter, M.E. (January 2008) The Five Competitive Forces That Shape Strategy, Harvard Business Review. Ireland, R. D., Hoskisson, R. and Hitt, M. (2008). Understanding business strategy: Concepts and cases. Cengage Learning. Rainer R.K. and Turban E. (2009), Introduction to Information Systems (2nd edition), Wiley, pp 36–41. Kotler P. (1997), Marketing Management, Prentice-Hall, Inc. Mintzberg, H., Ahlstrand, B. and Lampel J. (1998) Strategy Safari, Simon & Schuster. Michael Porter Strategic management Business planning Corporate development