{"id":10081,"date":"2024-08-22T13:42:30","date_gmt":"2024-08-22T11:42:30","guid":{"rendered":"https:\/\/strate9y.com\/?p=10081"},"modified":"2026-07-24T16:41:03","modified_gmt":"2026-07-24T14:41:03","slug":"ako-vznikol-porterov-model-5-sil","status":"publish","type":"post","link":"https:\/\/strate9y.com\/sk\/ako-vznikol-porterov-model-5-sil\/","title":{"rendered":"Ako vznikol Porterov model piatich s\u00edl \u2013 a pre\u010do zmenil strat\u00e9giu"},"content":{"rendered":"\n<!-- ============================================================\n     STRATE9Y\u00ae\n     JAK VZNIKL PORTER\u016eV MODEL P\u011aTI SIL\n\n     ROLE STR\u00c1NKY: ORIGIN \/ HISTORY\n\n     TATO STR\u00c1NKA VLASTN\u00cd:\n     - pro\u010d Porter\u016fv model vznikl\n     - jak\u00e9 my\u0161len\u00ed zm\u011bnil\n     - Michael Porter a rok 1979\n     - p\u016fvodn\u00ed \u010dl\u00e1nek HBR\n     - rozvoj r\u00e1mce v roce 1980\n     - n\u00e1vrat k modelu v roce 2008\n     - p\u016fvodn\u00ed smysl modelu\n     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}\n\n  #s9-porter-history .s9-timeline{\n    padding-left:34px;\n  }\n\n  #s9-porter-history .s9-time-item{\n    padding:23px;\n  }\n\n}\n\n<\/style>\n\n\n<!-- ============================================================\n     HERO\n     ============================================================ -->\n\n<section class=\"s9-hero\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">Hist\u00f3ria strategick\u00e9ho mana\u017ementu<\/span>\n\n    <div class=\"s9-direct-answer\">\n      <strong>R\u00fdchla odpove\u010f<\/strong>\n      <p>\n        Porterov model piatich s\u00edl predstavil Michael E. Porter v \u010dl\u00e1nku \u201eHow Competitive Forces Shape Strategy\u201c, publikovanom v Harvard Business Review v roku 1979. Model zmenil poh\u013ead na konkurenciu t\u00fdm, \u017ee ju roz\u0161\u00edril za hranice priameho s\u00faperenia medzi firmami.\n      <\/p>\n    <\/div>\n\n    <p class=\"s9-lead\">\n      Pred rokom 1979 sa mana\u017e\u00e9ri samozrejme zaoberali konkurenciou. Porter v\u0161ak polo\u017eil in\u00fa ot\u00e1zku: \u010co ak najv\u00e4\u010d\u0161\u00ed tlak na zisk firmy nevytv\u00e1ra jej najbli\u017e\u0161\u00ed konkurent?\n    <\/p>\n\n    <p>\n      Z\u00e1kazn\u00edk m\u00f4\u017ee tla\u010di\u0165 cenu nadol. Dod\u00e1vate\u013e m\u00f4\u017ee zv\u00fd\u0161i\u0165 n\u00e1klady. Nov\u00fd hr\u00e1\u010d m\u00f4\u017ee zmeni\u0165 pravidl\u00e1 trhu. A z\u00e1kazn\u00edk m\u00f4\u017ee cel\u00fd produkt nahradi\u0165 \u00faplne in\u00fdm rie\u0161en\u00edm.\n    <\/p>\n\n    <p>\n      Pr\u00e1ve prepojenie t\u00fdchto tlakov do jedn\u00e9ho analytick\u00e9ho r\u00e1mca bolo hlavn\u00fdm intelektu\u00e1lnym posunom Porterovho modelu piatich s\u00edl.\n    <\/p>\n\n    <div class=\"s9-hero-quote\">\n      <span>K\u013e\u00fa\u010dov\u00e1 zmena myslenia<\/span>\n      <p>\n        Konkurencia nie je len firma proti firme. Je to cel\u00fd syst\u00e9m s\u00edl, ktor\u00e9 ovplyv\u0148uj\u00fa, kto v odvetv\u00ed z\u00edskava hodnotu a kto ju str\u00e1ca.\n      <\/p>\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     TOC\n     ============================================================ -->\n\n<nav class=\"s9-toc-wrap\" aria-label=\"Obsah \u010dl\u00e1nku\">\n  <div class=\"s9-toc\">\n\n    <div class=\"s9-toc-title\">Obsah \u010dl\u00e1nku<\/div>\n\n    <div class=\"s9-toc-grid\">\n      <a href=\"#proc-model-vznikl\">Pre\u010do model vznikol<\/a>\n      <a href=\"#rok-1979\">Rok 1979<\/a>\n      <a href=\"#co-porter-zmenil\">\u010co Porter zmenil<\/a>\n      <a href=\"#pet-sil-v-historickem-kontextu\">Ako vzniklo p\u00e4\u0165 s\u00edl<\/a>\n      <a href=\"#rok-1980\">Rok 1980<\/a>\n      <a href=\"#rok-2008\">N\u00e1vrat k modelu v roku 2008<\/a>\n      <a href=\"#puvodni-smysl\">P\u00f4vodn\u00fd zmysel modelu<\/a>\n      <a href=\"#proc-model-prezil\">Pre\u010do model pretrval<\/a>\n      <a href=\"#myty\">Naj\u010dastej\u0161ie m\u00fdty<\/a>\n      <a href=\"#faq\">FAQ<\/a>\n    <\/div>\n\n  <\/div>\n<\/nav>\n\n\n<!-- ============================================================\n     1. PRO\u010c MODEL VZNIKL\n     ============================================================ -->\n\n<section id=\"proc-model-vznikl\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">V\u00fdchodiskov\u00fd probl\u00e9m<\/span>\n\n    <h2>Pre\u010do Porterov model piatich s\u00edl vznikol<\/h2>\n\n    <p class=\"s9-answer\">\n      Michael Porter sa sna\u017eil vysvetli\u0165, pre\u010do sa dlhodob\u00e1 ziskovos\u0165 medzi odvetviami l\u00ed\u0161i a pre\u010do na pochopenie konkurencie nesta\u010d\u00ed sledova\u0165 iba priamych s\u00faperov.\n    <\/p>\n\n    <div class=\"s9-big-question\">\n      <span>Ot\u00e1zka, ktor\u00e1 st\u00e1la v pozad\u00ed<\/span>\n      <p>\n        Pre\u010do s\u00fa niektor\u00e9 odvetvia dlhodobo ziskovej\u0161ie ne\u017e in\u00e9?\n      <\/p>\n    <\/div>\n\n    <p>\n      Pre firmu je prirodzen\u00e9 sledova\u0165 najbli\u017e\u0161\u00edch konkurentov. Kto pon\u00faka podobn\u00fd produkt? Kto m\u00e1 ni\u017e\u0161iu cenu? Kto z\u00edskava z\u00e1kazn\u00edkov?\n    <\/p>\n\n    <p>\n      Tak\u00fdto poh\u013ead je v\u0161ak pr\u00edli\u0161 \u00fazky. Ekonomick\u00e9 podmienky odvetvia m\u00f4\u017eu z\u00e1sadne ovplyv\u0148ova\u0165 aj akt\u00e9ri, ktor\u00ed na prv\u00fd poh\u013ead nevyzeraj\u00fa ako konkurencia.\n    <\/p>\n\n    <ul>\n      <li>\n        z\u00e1kazn\u00edci m\u00f4\u017eu z\u00edska\u0165 siln\u00fa vyjedn\u00e1vaciu poz\u00edciu a tla\u010di\u0165 cenu nadol,\n      <\/li>\n\n      <li>\n        dod\u00e1vatelia m\u00f4\u017eu \u010das\u0165 vytvorenej hodnoty prevzia\u0165 prostredn\u00edctvom vy\u0161\u0161\u00edch cien alebo n\u00e1ro\u010dnej\u0161\u00edch podmienok,\n      <\/li>\n\n      <li>\n        nov\u00ed hr\u00e1\u010di m\u00f4\u017eu zv\u00fd\u0161i\u0165 kapacitu trhu a zmeni\u0165 konkuren\u010dn\u00fa rovnov\u00e1hu,\n      <\/li>\n\n      <li>\n        substit\u00faty m\u00f4\u017eu z\u00e1kazn\u00edkovi pon\u00faknu\u0165 in\u00fd sp\u00f4sob rie\u0161enia rovnakej potreby.\n      <\/li>\n    <\/ul>\n\n    <p>\n      Porterov pr\u00ednos spo\u010d\u00edval v tom, \u017ee tieto tlaky neposudzoval oddelene. Prepojil ich do jedn\u00e9ho r\u00e1mca na pochopenie \u0161trukt\u00fary cel\u00e9ho odvetvia.\n    <\/p>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     2. ROK 1979\n     ============================================================ -->\n\n<section id=\"rok-1979\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">Zlomov\u00fd okamih<\/span>\n\n    <h2>Rok 1979: \u010dl\u00e1nok, ktor\u00fd roz\u0161\u00edril pojem konkurencie<\/h2>\n\n    <p class=\"s9-answer\">\n      V marcovo-apr\u00edlovom vydan\u00ed Harvard Business Review z roku 1979 publikoval Michael E. Porter \u010dl\u00e1nok \u201eHow Competitive Forces Shape Strategy\u201c.\n    <\/p>\n\n    <p>\n      U\u017e samotn\u00fd za\u010diatok \u010dl\u00e1nku upozor\u0148oval na probl\u00e9m: konkurenciu je \u013eahk\u00e9 ch\u00e1pa\u0165 pr\u00edli\u0161 \u00fazko.\n    <\/p>\n\n    <p>\n      Porter uk\u00e1zal, \u017ee intenzita s\u00faperenia v odvetv\u00ed nie je ot\u00e1zkou n\u00e1hody ani iba agresivity nieko\u013ek\u00fdch priamych konkurentov. Vych\u00e1dza zo \u0161ir\u0161ej \u0161trukt\u00fary vz\u0165ahov medzi r\u00f4znymi akt\u00e9rmi trhu.\n    <\/p>\n\n    <div class=\"s9-shift-grid\">\n\n      <article class=\"s9-shift before\">\n        <span class=\"s9-shift-label\">\u00dazky poh\u013ead<\/span>\n        <h3>Konkurencia = priami rivali<\/h3>\n        <p>\n          Firma sleduje najm\u00e4 podniky, ktor\u00e9 pon\u00fakaj\u00fa podobn\u00fd produkt rovnak\u00fdm z\u00e1kazn\u00edkom.\n        <\/p>\n      <\/article>\n\n      <article class=\"s9-shift after\">\n        <span class=\"s9-shift-label\">Porterov poh\u013ead<\/span>\n        <h3>Konkurencia = boj o ekonomick\u00fa hodnotu<\/h3>\n        <p>\n          Ziskovos\u0165 ovplyv\u0148uj\u00fa aj z\u00e1kazn\u00edci, dod\u00e1vatelia, nov\u00ed hr\u00e1\u010di a substit\u00faty.\n        <\/p>\n      <\/article>\n\n    <\/div>\n\n    <p>\n      T\u00fdm sa zmenila samotn\u00e1 ot\u00e1zka konkuren\u010dnej anal\u00fdzy.\n    <\/p>\n\n    <div class=\"s9-note\">\n      U\u017e nesta\u010dilo p\u00fdta\u0165 sa:\n      <strong>\u201eKto s\u00fa na\u0161i konkurenti?\u201c<\/strong>\n      Bolo potrebn\u00e9 p\u00fdta\u0165 sa:\n      <strong>\n        \u201eKtor\u00e9 sily ur\u010duj\u00fa ekonomiku tohto odvetvia a obmedzuj\u00fa priestor firiem na dlhodob\u00fd zisk?\u201c\n      <\/strong>\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     3. CO PORTER ZM\u011aNIL\n     ============================================================ -->\n\n<section id=\"co-porter-zmenil\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">My\u0161lienkov\u00fd posun<\/span>\n\n    <h2>\u010co Porter zmenil v strategickom myslen\u00ed<\/h2>\n\n    <p class=\"s9-answer\">\n      Porter neposkytol iba nov\u00fd zoznam faktorov. Pon\u00fakol sp\u00f4sob, ako prepoji\u0165 \u0161trukt\u00faru odvetvia s dlhodob\u00fdm tlakom na jeho ziskovos\u0165.\n    <\/p>\n\n    <p>\n      Tri posuny boli obzvl\u00e1\u0161\u0165 d\u00f4le\u017eit\u00e9.\n    <\/p>\n\n    <div class=\"s9-legacy-grid\">\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">1<\/div>\n        <h3>Roz\u0161\u00edril pojem konkurencie<\/h3>\n        <p>\n          Priami rivali s\u00fa len jedn\u00fdm z piatich zdrojov tlaku na ekonomiku odvetvia.\n        <\/p>\n      <\/article>\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">2<\/div>\n        <h3>Zameral pozornos\u0165 na odvetvie<\/h3>\n        <p>\n          Firma neexistuje vo v\u00e1kuu. Jej mo\u017enosti ovplyv\u0148uje \u0161trukt\u00fara trhu, na ktorom s\u00fa\u0165a\u017e\u00ed.\n        <\/p>\n      <\/article>\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">3<\/div>\n        <h3>Prepojil anal\u00fdzu so strat\u00e9giou<\/h3>\n        <p>\n          Zmyslom nebolo sily iba op\u00edsa\u0165, ale pochopi\u0165 podmienky, v ktor\u00fdch firma h\u013ead\u00e1 svoju poz\u00edciu.\n        <\/p>\n      <\/article>\n\n    <\/div>\n\n    <p>\n      Model tak vytvoril spolo\u010dn\u00fd jazyk pre ot\u00e1zky, ktor\u00e9 sa dovtedy \u010dasto rie\u0161ili oddelene:\n    <\/p>\n\n    <ul>\n      <li>pre\u010do niektor\u00e9 odvetvia pri\u0165ahuj\u00fa nov\u00fdch hr\u00e1\u010dov,<\/li>\n      <li>pre\u010do z\u00e1kazn\u00edci niekde z\u00edskavaj\u00fa v\u00e4\u010d\u0161iu moc ne\u017e inde,<\/li>\n      <li>pre\u010do siln\u00ed dod\u00e1vatelia m\u00f4\u017eu obmedzi\u0165 zisk firiem,<\/li>\n      <li>pre\u010do m\u00f4\u017ee cel\u00e9 odvetvie ohrozi\u0165 rie\u0161enie z inej kateg\u00f3rie,<\/li>\n      <li>pre\u010do samotn\u00fd rast trhu automaticky neznamen\u00e1 vysok\u00fa ziskovos\u0165.<\/li>\n    <\/ul>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     4. P\u011aT SIL \u2014 JEN HISTORICK\u00dd KONTEXT\n     ============================================================ -->\n\n<section id=\"pet-sil-v-historickem-kontextu\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">Podoba r\u00e1mca<\/span>\n\n    <h2>Ako p\u00e4\u0165 s\u00edl vytvorilo nov\u00fd obraz odvetvia<\/h2>\n\n    <p class=\"s9-answer\">\n      P\u00e4\u0165 s\u00edl nebolo zam\u00fd\u0161\u013ean\u00fdch ako p\u00e4\u0165 samostatn\u00fdch checklistov. Spolo\u010dne mali zachyti\u0165 \u0161trukt\u00faru konkuren\u010dn\u00e9ho tlaku v odvetv\u00ed.\n    <\/p>\n\n    <div class=\"s9-force-line\">\n\n      <div class=\"s9-force-mini\">\n        <span>1<\/span>\n        <strong>Rivalita medzi existuj\u00facimi konkurentmi<\/strong>\n      <\/div>\n\n      <div class=\"s9-force-mini\">\n        <span>2<\/span>\n        <strong>Hrozba vstupu nov\u00fdch hr\u00e1\u010dov<\/strong>\n      <\/div>\n\n      <div class=\"s9-force-mini\">\n        <span>3<\/span>\n        <strong>Vyjedn\u00e1vacia sila z\u00e1kazn\u00edkov<\/strong>\n      <\/div>\n\n      <div class=\"s9-force-mini\">\n        <span>4<\/span>\n        <strong>Vyjedn\u00e1vacia sila dod\u00e1vate\u013eov<\/strong>\n      <\/div>\n\n      <div class=\"s9-force-mini\">\n        <span>5<\/span>\n        <strong>Hrozba substit\u00fatov<\/strong>\n      <\/div>\n\n    <\/div>\n\n    <p>\n      Ka\u017ed\u00e1 sila predstavuje in\u00fd mechanizmus, ktor\u00fdm m\u00f4\u017ee by\u0165 ekonomick\u00e1 hodnota v odvetv\u00ed obmedzovan\u00e1, pres\u00favan\u00e1 alebo rozde\u013eovan\u00e1 medzi jednotliv\u00fdch akt\u00e9rov.\n    <\/p>\n\n    <p>\n      Pr\u00e1ve spolo\u010dn\u00fd poh\u013ead na v\u0161etk\u00fdch p\u00e4\u0165 s\u00edl umo\u017enil uva\u017eova\u0165 o konkurencii ako o syst\u00e9me, nie ako o jednoduchom s\u00faboji firmy s jej najbli\u017e\u0161\u00edm s\u00faperom.\n    <\/p>\n\n    <div class=\"s9-bridge\">\n\n      <div class=\"s9-bridge-text\">\n        <strong>Potrebujete pochopi\u0165, \u010do ka\u017ed\u00e1 sila znamen\u00e1?<\/strong>\n        <p>\n          Podrobn\u00e9 defin\u00edcie a vysvetlenie patria do hlavn\u00e9ho Knowledge Hubu.\n        <\/p>\n      <\/div>\n\n      <a class=\"s9-btn\" href=\"https:\/\/strate9y.com\/glossary\/porteruv-model-peti-sil\/\">\n        Vysvetlenie Porterovho modelu \u2192\n      <\/a>\n\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     5. HISTORICK\u00c1 OSA\n     ============================================================ -->\n\n<section id=\"rok-1980\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">V\u00fdvoj my\u0161lienky<\/span>\n\n    <h2>Od \u010dl\u00e1nku k jedn\u00e9mu zo z\u00e1kladn\u00fdch r\u00e1mcov strat\u00e9gie<\/h2>\n\n    <p class=\"s9-answer\">\n      Rok 1979 nebol kone\u010dn\u00fdm bodom. Porter svoj pr\u00edstup \u010falej rozv\u00edjal a zasadzoval do \u0161ir\u0161ieho syst\u00e9mu konkuren\u010dnej strat\u00e9gie.\n    <\/p>\n\n    <div class=\"s9-timeline\">\n\n      <article class=\"s9-time-item\">\n        <span class=\"s9-year\">1979<\/span>\n        <h3>How Competitive Forces Shape Strategy<\/h3>\n\n        <p>\n          Harvard Business Review publikuje Porterov \u010dl\u00e1nok, ktor\u00fd predstavuje \u0161ir\u0161ie ch\u00e1panie konkurencie a r\u00e1mec piatich konkuren\u010dn\u00fdch s\u00edl.\n        <\/p>\n\n        <p>\n          Hlavn\u00e1 ot\u00e1zka:\n          <strong>\n            Ktor\u00e9 sily formuj\u00fa \u0161trukt\u00faru odvetvia a tlak na jeho ziskovos\u0165?\n          <\/strong>\n        <\/p>\n      <\/article>\n\n\n      <article class=\"s9-time-item\">\n        <span class=\"s9-year\">1980<\/span>\n        <h3>Competitive Strategy<\/h3>\n\n        <p>\n          Porter vyd\u00e1va knihu\n          <em>\n            Competitive Strategy:\n            Techniques for Analyzing Industries and Competitors\n          <\/em>.\n        <\/p>\n\n        <p>\n          R\u00e1mec piatich s\u00edl sa t\u00fdm st\u00e1va s\u00fa\u010das\u0165ou \u0161ir\u0161ieho sp\u00f4sobu uva\u017eovania o anal\u00fdze odvetvia a konkuren\u010dnej strat\u00e9gii.\n        <\/p>\n      <\/article>\n\n\n      <article class=\"s9-time-item\">\n        <span class=\"s9-year\">1985<\/span>\n        <h3>Competitive Advantage<\/h3>\n\n        <p>\n          Porter pres\u00fava pozornos\u0165 aj k ot\u00e1zke, ako vo vn\u00fatri firmy vznik\u00e1 konkuren\u010dn\u00e1 v\u00fdhoda. Do jeho strategick\u00e9ho syst\u00e9mu vstupuje\n          <strong>hodnotov\u00fd re\u0165azec<\/strong>.\n        <\/p>\n\n        <p>\n          Five Forces a Value Chain tak rie\u0161ia dve rozdielne ot\u00e1zky: \u0161trukt\u00faru odvetvia a tvorbu hodnoty vo vn\u00fatri firmy.\n        <\/p>\n      <\/article>\n\n\n      <article class=\"s9-time-item\">\n        <span class=\"s9-year\">2008<\/span>\n        <h3>The Five Competitive Forces That Shape Strategy<\/h3>\n\n        <p>\n          Takmer tridsa\u0165 rokov po p\u00f4vodnom \u010dl\u00e1nku sa Porter k modelu v Harvard Business Review vracia.\n        <\/p>\n\n        <p>\n          Znovu zd\u00f4raz\u0148uje, \u017ee konkurencia o zisk siaha za hranice priamych rivalov a \u017ee v\u0161etk\u00fdch p\u00e4\u0165 s\u00edl spolo\u010dne formuje \u0161trukt\u00faru odvetvia.\n        <\/p>\n      <\/article>\n\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     6. 2008\n     ============================================================ -->\n\n<section id=\"rok-2008\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">Takmer o 30 rokov nesk\u00f4r<\/span>\n\n    <h2>Pre\u010do sa Porter k modelu v roku 2008 vr\u00e1til<\/h2>\n\n    <p class=\"s9-answer\">\n      Porter sa k r\u00e1mcu v roku 2008 vr\u00e1til, aby znovu vysvetlil jeho podstatu a napravil pr\u00edli\u0161 \u00fazke ch\u00e1panie konkurencie.\n    <\/p>\n\n    <p>\n      Aj po desa\u0165ro\u010diach zost\u00e1val jeden probl\u00e9m rovnak\u00fd: mana\u017e\u00e9ri mali tendenciu zamie\u0148a\u0165 konkurenciu za boj medzi s\u00fa\u010dasn\u00fdmi priamymi rivalmi.\n    <\/p>\n\n    <p>\n      Porter preto znovu zd\u00f4raznil, \u017ee s\u00fa\u0165a\u017e o zisk zah\u0155\u0148a aj:\n    <\/p>\n\n    <ul>\n      <li>z\u00e1kazn\u00edkov,<\/li>\n      <li>dod\u00e1vate\u013eov,<\/li>\n      <li>potenci\u00e1lnych nov\u00fdch hr\u00e1\u010dov,<\/li>\n      <li>substitu\u010dn\u00e9 produkty a slu\u017eby.<\/li>\n    <\/ul>\n\n    <p>\n      D\u00f4le\u017eit\u00fd je aj poh\u013ead na zmenu v \u010dase. \u0160trukt\u00fara odvetvia nie je nemenn\u00e1.\n    <\/p>\n\n    <p>\n      Technol\u00f3gie m\u00f4\u017eu zn\u00ed\u017ei\u0165 bari\u00e9ry vstupu. Regul\u00e1cia m\u00f4\u017ee zmeni\u0165 intenzitu rivality. Z\u00e1kazn\u00edci alebo dod\u00e1vatelia m\u00f4\u017eu z\u00edska\u0165 v\u00e4\u010d\u0161iu vyjedn\u00e1vaciu silu. Nov\u00fd sp\u00f4sob rie\u0161enia potreby m\u00f4\u017ee zv\u00fd\u0161i\u0165 hrozbu substit\u00facie.\n    <\/p>\n\n    <div class=\"s9-note\">\n      Porterov model preto nie je u\u017eito\u010dn\u00fd ako jednorazov\u00e1 fotografia trhu. Jeho skuto\u010dn\u00e1 hodnota rastie, ke\u010f pom\u00e1ha sledova\u0165,\n      <strong>ako a pre\u010do sa \u0161trukt\u00fara odvetvia men\u00ed<\/strong>.\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     7. P\u016eVODN\u00cd SMYSL\n     ============================================================ -->\n\n<section id=\"puvodni-smysl\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">\u010co model p\u00f4vodne rie\u0161il<\/span>\n\n    <h2>\u010c\u00edm Porterov model p\u00f4vodne bol \u2014 a \u010d\u00edm nebol<\/h2>\n\n    <p class=\"s9-answer\">\n      Model piatich s\u00edl nevznikol ako univerz\u00e1lny checklist, jednoduch\u00e9 sk\u00f3re ani hotov\u00fd n\u00e1vod, ako m\u00e1 konkr\u00e9tna firma postupova\u0165.\n    <\/p>\n\n    <div class=\"s9-purpose-grid\">\n\n      <article class=\"s9-purpose correct\">\n        <h3>Model mal pom\u00f4c\u0165 pochopi\u0165<\/h3>\n\n        <ul>\n          <li>\u0161trukt\u00faru odvetvia,<\/li>\n          <li>zdroje konkuren\u010dn\u00e9ho tlaku,<\/li>\n          <li>mechanizmy ovplyv\u0148uj\u00face ziskovos\u0165,<\/li>\n          <li>zmeny v rozdelen\u00ed ekonomickej hodnoty,<\/li>\n          <li>podmienky pre strategick\u00fa poz\u00edciu firmy.<\/li>\n        <\/ul>\n      <\/article>\n\n\n      <article class=\"s9-purpose wrong\">\n        <h3>Model nebol vytvoren\u00fd ako<\/h3>\n\n        <ul>\n          <li>intern\u00fd audit firmy,<\/li>\n          <li>SWOT anal\u00fdza v inej podobe,<\/li>\n          <li>automatick\u00fd gener\u00e1tor strat\u00e9gie,<\/li>\n          <li>mechanick\u00fd s\u00fa\u010det piatich \u010d\u00edsel,<\/li>\n          <li>jednorazov\u00fd formul\u00e1r bez \u010fal\u0161ej interpret\u00e1cie.<\/li>\n        <\/ul>\n      <\/article>\n\n    <\/div>\n\n    <p>\n      Toto rozl\u00ed\u0161enie je d\u00f4le\u017eit\u00e9 aj dnes. Firma m\u00f4\u017ee p\u00f4sobi\u0165 vo ve\u013emi n\u00e1ro\u010dnom odvetv\u00ed a napriek tomu by\u0165 \u00faspe\u0161n\u00e1. Rovnako m\u00f4\u017ee zlyha\u0165 aj na zdanlivo atrakt\u00edvnom trhu.\n    <\/p>\n\n    <p>\n      Porterov model vysvet\u013euje \u0161truktur\u00e1lne podmienky hry. Automaticky nehodnot\u00ed kvalitu konkr\u00e9tneho hr\u00e1\u010da.\n    <\/p>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     8. PRO\u010c P\u0158ETRVAL\n     ============================================================ -->\n\n<section id=\"proc-model-prezil\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">Dlhodob\u00fd vplyv<\/span>\n\n    <h2>Pre\u010do Porterov model pretrval nieko\u013eko desa\u0165ro\u010d\u00ed<\/h2>\n\n    <p class=\"s9-answer\">\n      Model pretrval predov\u0161etk\u00fdm preto, \u017ee pon\u00faka jednoduch\u00fa \u0161trukt\u00faru pre zlo\u017eit\u00fa ot\u00e1zku: odkia\u013e v odvetv\u00ed prich\u00e1dza tlak na ekonomick\u00fa hodnotu?\n    <\/p>\n\n    <div class=\"s9-legacy-grid\">\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">1<\/div>\n        <h3>Je zrozumite\u013en\u00fd<\/h3>\n        <p>\n          P\u00e4\u0165 s\u00edl vytv\u00e1ra jasn\u00fd jazyk, ktor\u00e9mu rozumej\u00fa \u0161tudenti, mana\u017e\u00e9ri aj analytici.\n        <\/p>\n      <\/article>\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">2<\/div>\n        <h3>Je prenosn\u00fd<\/h3>\n        <p>\n          Z\u00e1kladn\u00fa logiku mo\u017eno pou\u017ei\u0165 pri uva\u017eovan\u00ed o ve\u013emi rozdielnych odvetviach.\n        <\/p>\n      <\/article>\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">3<\/div>\n        <h3>N\u00fati h\u013eada\u0165 pr\u00ed\u010diny<\/h3>\n        <p>\n          Nezost\u00e1va iba pri zozname konkurentov. P\u00fdta sa, \u010do skuto\u010dne vytv\u00e1ra tlak.\n        <\/p>\n      <\/article>\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">4<\/div>\n        <h3>Prep\u00e1ja ekonomiku so strat\u00e9giou<\/h3>\n        <p>\n          Ukazuje, \u017ee strategick\u00e9 mo\u017enosti firmy s\u00favisia so \u0161trukt\u00farou jej odvetvia.\n        <\/p>\n      <\/article>\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">5<\/div>\n        <h3>Umo\u017e\u0148uje sledova\u0165 zmenu<\/h3>\n        <p>\n          Sily mo\u017eno analyzova\u0165 v \u010dase a sledova\u0165, ako sa konkuren\u010dn\u00e1 \u0161trukt\u00fara vyv\u00edja.\n        <\/p>\n      <\/article>\n\n      <article class=\"s9-legacy\">\n        <div class=\"s9-legacy-number\">6<\/div>\n        <h3>Nadv\u00e4zuje na \u010fal\u0161ie ot\u00e1zky<\/h3>\n        <p>\n          Po pochopen\u00ed odvetvia mo\u017eno rie\u0161i\u0165 poz\u00edciu firmy, tvorbu hodnoty a konkuren\u010dn\u00fa v\u00fdhodu.\n        <\/p>\n      <\/article>\n\n    <\/div>\n\n    <div class=\"s9-note\">\n      Nad\u010dasov\u00fd nie je konkr\u00e9tny v\u00fdsledok anal\u00fdzy. Ten m\u00f4\u017ee r\u00fdchlo zastara\u0165. Nad\u010dasov\u00e1 je ot\u00e1zka,\n      <strong>\n        ktor\u00e9 sily pr\u00e1ve teraz menia ekonomiku odvetvia a kto v\u010faka nim z\u00edskava silnej\u0161iu vyjedn\u00e1vaciu poz\u00edciu.\n      <\/strong>\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     9. M\u00ddTY\n     ============================================================ -->\n\n<section id=\"myty\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">\u010cast\u00e9 nedorozumenia<\/span>\n\n    <h2>Tri m\u00fdty o p\u00f4vode Porterovho modelu<\/h2>\n\n    <div class=\"s9-myths\">\n\n      <article class=\"s9-myth\">\n        <div class=\"s9-myth-label\">M\u00fdtus 1<\/div>\n\n        <div class=\"s9-myth-content\">\n          <strong>Porter vymyslel zoznam piatich vec\u00ed, ktor\u00e9 ovplyv\u0148uj\u00fa firmu.<\/strong>\n\n          <p>\n            Nie. R\u00e1mec bol vytvoren\u00fd na pochopenie \u0161trukt\u00fary konkuren\u010dn\u00e9ho tlaku v odvetv\u00ed a jeho vz\u0165ahu k ekonomickej hodnote a ziskovosti.\n          <\/p>\n        <\/div>\n      <\/article>\n\n\n      <article class=\"s9-myth\">\n        <div class=\"s9-myth-label\">M\u00fdtus 2<\/div>\n\n        <div class=\"s9-myth-content\">\n          <strong>Model je iba anal\u00fdzou priamych konkurentov.<\/strong>\n\n          <p>\n            Pr\u00e1ve naopak. Jedn\u00fdm z najd\u00f4le\u017eitej\u0161\u00edch pr\u00ednosov modelu bolo roz\u0161\u00edrenie pojmu konkurencie za hranice priamych rivalov.\n          <\/p>\n        <\/div>\n      <\/article>\n\n\n      <article class=\"s9-myth\">\n        <div class=\"s9-myth-label\">M\u00fdtus 3<\/div>\n\n        <div class=\"s9-myth-content\">\n          <strong>Porterov model predpoklad\u00e1, \u017ee odvetvie sa nemen\u00ed.<\/strong>\n\n          <p>\n            Model mo\u017eno zneu\u017ei\u0165 ako statick\u00fa tabu\u013eku, ale samotn\u00e1 logika r\u00e1mca po\u010d\u00edta s t\u00fdm, \u017ee technol\u00f3gie, regul\u00e1cia aj spr\u00e1vanie akt\u00e9rov m\u00f4\u017eu \u0161trukt\u00faru odvetvia meni\u0165.\n          <\/p>\n        <\/div>\n      <\/article>\n\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     FAQ\n     ============================================================ -->\n\n<section id=\"faq\" class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">Naj\u010dastej\u0161ie ot\u00e1zky<\/span>\n\n    <h2>FAQ k hist\u00f3rii Porterovho modelu piatich s\u00edl<\/h2>\n\n    <div class=\"s9-faq\">\n\n      <details>\n        <summary>Kto vytvoril Porterov model piatich s\u00edl?<\/summary>\n\n        <div class=\"s9-faq-answer\">\n          <p>\n            Porterov model piatich s\u00edl vytvoril Michael E. Porter z Harvard Business School. R\u00e1mec predstavil v \u010dl\u00e1nku \u201eHow Competitive Forces Shape Strategy\u201c.\n          <\/p>\n        <\/div>\n      <\/details>\n\n\n      <details>\n        <summary>Kedy Porterov model vznikol?<\/summary>\n\n        <div class=\"s9-faq-answer\">\n          <p>\n            Model bol prv\u00fdkr\u00e1t predstaven\u00fd v marcovo-apr\u00edlovom vydan\u00ed Harvard Business Review v roku 1979.\n          <\/p>\n        <\/div>\n      <\/details>\n\n\n      <details>\n        <summary>V ktorom \u010dl\u00e1nku bol model prv\u00fdkr\u00e1t publikovan\u00fd?<\/summary>\n\n        <div class=\"s9-faq-answer\">\n          <p>\n            P\u00f4vodn\u00fd \u010dl\u00e1nok sa vol\u00e1 \u201eHow Competitive Forces Shape Strategy\u201c a jeho autorom je Michael E. Porter.\n          <\/p>\n        <\/div>\n      <\/details>\n\n\n      <details>\n        <summary>Pre\u010do Michael Porter model vytvoril?<\/summary>\n\n        <div class=\"s9-faq-answer\">\n          <p>\n            Chcel vysvetli\u0165 \u0161ir\u0161iu \u0161trukt\u00faru konkurencie a mechanizmy, ktor\u00e9 ovplyv\u0148uj\u00fa ekonomiku a ziskovos\u0165 odvetvia. Uk\u00e1zal, \u017ee konkurencia nie je iba s\u00faperen\u00edm medzi priamymi rivalmi.\n          <\/p>\n        <\/div>\n      <\/details>\n\n\n      <details>\n        <summary>\u010co bolo na Porterovom modeli nov\u00e9?<\/summary>\n\n        <div class=\"s9-faq-answer\">\n          <p>\n            Model prepojil p\u00e4\u0165 zdrojov konkuren\u010dn\u00e9ho tlaku do jedn\u00e9ho r\u00e1mca. Okrem priamych rivalov zahrnul aj z\u00e1kazn\u00edkov, dod\u00e1vate\u013eov, potenci\u00e1lnych nov\u00fdch hr\u00e1\u010dov a substit\u00faty.\n          <\/p>\n        <\/div>\n      <\/details>\n\n\n      <details>\n        <summary>Ako s\u00favis\u00ed \u010dl\u00e1nok z roku 1979 s knihou Competitive Strategy?<\/summary>\n\n        <div class=\"s9-faq-answer\">\n          <p>\n            \u010cl\u00e1nok predstavil z\u00e1kladn\u00fa logiku piatich konkuren\u010dn\u00fdch s\u00edl. Kniha\n            <em>Competitive Strategy<\/em>\n            z roku 1980 zasadila anal\u00fdzu odvetvia do \u0161ir\u0161ieho syst\u00e9mu konkuren\u010dnej strat\u00e9gie.\n          <\/p>\n        <\/div>\n      <\/details>\n\n\n      <details>\n        <summary>Je Porterov model statick\u00fd?<\/summary>\n\n        <div class=\"s9-faq-answer\">\n          <p>\n            Samotn\u00fd r\u00e1mec mo\u017eno nespr\u00e1vne pou\u017ei\u0165 ako jednorazov\u00fa statick\u00fa sn\u00edmku, ale \u0161trukt\u00fara odvetvia sa pod\u013ea Porterovho pr\u00edstupu men\u00ed v \u010dase. Technol\u00f3gie, regul\u00e1cia, spr\u00e1vanie z\u00e1kazn\u00edkov aj strategick\u00e9 kroky firiem m\u00f4\u017eu jednotliv\u00e9 sily posil\u0148ova\u0165 alebo oslabova\u0165.\n          <\/p>\n        <\/div>\n      <\/details>\n\n\n      <details>\n        <summary>Vysvet\u013euje hist\u00f3ria aj to, ako vyplni\u0165 Porterovu anal\u00fdzu?<\/summary>\n\n        <div class=\"s9-faq-answer\">\n          <p>\n            Nie. T\u00e1to str\u00e1nka sa s\u00fastre\u010fuje iba na vznik a v\u00fdznam modelu. Pre praktick\u00e9 spracovanie pokra\u010dujte na samostatn\u00fd n\u00e1vod k Porterovej anal\u00fdze krok za krokom.\n          <\/p>\n        <\/div>\n      <\/details>\n\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     CO D\u00c1L\n     ============================================================ -->\n\n<section class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">Nadv\u00e4zuj\u00face materi\u00e1ly<\/span>\n\n    <h2>Teraz u\u017e pozn\u00e1te p\u00f4vod. \u010co potrebujete \u010falej?<\/h2>\n\n    <p class=\"s9-answer\">\n      Hist\u00f3ria vysvet\u013euje, pre\u010do model vznikol. \u010eal\u0161iu str\u00e1nku vyberte pod\u013ea toho, \u010di chcete r\u00e1mec pochopi\u0165, pou\u017ei\u0165 alebo rovno vyplni\u0165.\n    <\/p>\n\n    <div class=\"s9-next-grid\">\n\n      <a class=\"s9-next-card\" href=\"https:\/\/strate9y.com\/glossary\/porteruv-model-peti-sil\/\">\n        <span>Pochopi\u0165<\/span>\n        <strong>Porterov model piatich s\u00edl<\/strong>\n\n        <p>\n          Defin\u00edcia, v\u00fdznam jednotliv\u00fdch s\u00edl, pr\u00edklad, limity a interpret\u00e1cia.\n        <\/p>\n      <\/a>\n\n\n      <a class=\"s9-next-card\" href=\"https:\/\/strate9y.com\/porteruv-model-5-sil\/\">\n        <span>Pou\u017ei\u0165<\/span>\n        <strong>Porterova anal\u00fdza krok za krokom<\/strong>\n\n        <p>\n          Praktick\u00fd postup, zber d\u00e1t, hodnotenie a strategick\u00e9 z\u00e1very.\n        <\/p>\n      <\/a>\n\n\n      <a class=\"s9-next-card\" href=\"https:\/\/strate9y.com\/strategicke-nastroje\/porteruv-model-5-sil\/\">\n        <span>Vyplni\u0165<\/span>\n        <strong>Porterova anal\u00fdza online<\/strong>\n\n        <p>\n          Interakt\u00edvny n\u00e1stroj na praktick\u00e9 vyhodnotenie piatich s\u00edl.\n        <\/p>\n      <\/a>\n\n\n      <a class=\"s9-next-card\" href=\"https:\/\/strate9y.com\/nastroj-porteruv-model-peti-sil\/\">\n        <span>Stiahnu\u0165<\/span>\n        <strong>\u0160abl\u00f3na Porterovej anal\u00fdzy<\/strong>\n\n        <p>\n          Pracovn\u00e9 materi\u00e1ly a podklady na vlastn\u00e9 spracovanie.\n        <\/p>\n      <\/a>\n\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     ODBORN\u00c9 ZDROJE\n     ============================================================ -->\n\n<section class=\"s9-section\">\n  <div class=\"s9-wrap\">\n\n    <span class=\"s9-kicker\">Prim\u00e1rne pramene<\/span>\n\n    <h2>Odborn\u00e9 zdroje k hist\u00f3rii modelu<\/h2>\n\n    <p>\n      Hist\u00f3riu Porterovho modelu je najpresnej\u0161ie stava\u0165 predov\u0161etk\u00fdm na p\u00f4vodn\u00fdch Porterov\u00fdch publik\u00e1ci\u00e1ch a zdrojoch Harvard Business School.\n    <\/p>\n\n    <div class=\"s9-sources\">\n\n      <ol>\n\n        <li>\n          Porter, M. E. (1979).\n          <a href=\"https:\/\/hbr.org\/1979\/03\/how-competitive-forces-shape-strategy\" target=\"_blank\" rel=\"noopener noreferrer\">\n            How Competitive Forces Shape Strategy\n          <\/a>.\n          Harvard Business Review,\n          March\u2013April 1979.\n        <\/li>\n\n\n        <li>\n          Porter, M. E. (1980).\n          <em>\n            Competitive Strategy:\n            Techniques for Analyzing Industries and Competitors.\n          <\/em>\n          Free Press.\n        <\/li>\n\n\n        <li>\n          Porter, M. E. (1985).\n          <em>\n            Competitive Advantage:\n            Creating and Sustaining Superior Performance.\n          <\/em>\n          Free Press.\n        <\/li>\n\n\n        <li>\n          Porter, M. E. (2008).\n          <a href=\"https:\/\/hbr.org\/2008\/01\/the-five-competitive-forces-that-shape-strategy\" target=\"_blank\" rel=\"noopener noreferrer\">\n            The Five Competitive Forces That Shape Strategy\n          <\/a>.\n          Harvard Business Review.\n        <\/li>\n\n\n        <li>\n          Harvard Business School,\n          Institute for Strategy and Competitiveness.\n          <a href=\"https:\/\/www.isc.hbs.edu\/strategy\/business-strategy\/Pages\/the-five-forces.aspx\" target=\"_blank\" rel=\"noopener noreferrer\">\n            The Five Forces\n          <\/a>.\n        <\/li>\n\n      <\/ol>\n\n    <\/div>\n\n  <\/div>\n<\/section>\n\n\n<!-- ============================================================\n     SCHEMA\n     Article + FAQPage\n     ============================================================ -->\n\n<script type=\"application\/ld+json\">\n{\n  \"@context\": \"https:\/\/schema.org\",\n  \"@graph\": [\n    {\n      \"@type\": \"Article\",\n      \"@id\": \"https:\/\/strate9y.com\/jak-vznikl-porteruv-model-5-sil\/#article\",\n      \"headline\": \"Ako vznikol Porterov model piatich s\u00edl\",\n      \"description\": \"Pre\u010do Michael Porter vytvoril model piatich s\u00edl, \u010do zmenil \u010dl\u00e1nok z roku 1979 a ako nov\u00fd poh\u013ead na konkurenciu ovplyvnil strategick\u00fd mana\u017ement.\",\n      \"mainEntityOfPage\": \"https:\/\/strate9y.com\/jak-vznikl-porteruv-model-5-sil\/\",\n      \"author\": {\n        \"@type\": \"Person\",\n        \"name\": \"Hana Krchov\u00e1\"\n      },\n      \"publisher\": {\n        \"@type\": \"Organization\",\n        \"name\": \"STRATE9Y\",\n        \"url\": \"https:\/\/strate9y.com\/\"\n      },\n      \"about\": [\n        {\n          \"@type\": \"Person\",\n          \"name\": \"Michael E. 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Porter v\u0161ak chcel, aby sa tento model pou\u017e\u00edval ako dynamick\u00fd n\u00e1stroj na pochopenie toho, ako tieto sily ovplyv\u0148uj\u00fa ziskovos\u0165 firmy.  <\/p>\n","protected":false},"author":1,"featured_media":23592,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_uag_custom_page_level_css":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[633],"tags":[699,700,677,655],"class_list":["post-10081","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategicke-modely-a-analyzy-sk","tag-konkurence","tag-rozhodovani","tag-strategie-sk-2","tag-swot-sk"],"acf":[],"uagb_featured_image_src":{"full":["https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-michael-porter-strategie.jpg",960,540,false],"thumbnail":["https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-michael-porter-strategie-150x84.jpg",150,84,true],"medium":["https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-michael-porter-strategie-300x169.jpg",300,169,true],"medium_large":["https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-michael-porter-strategie-768x432.jpg",768,432,true],"large":["https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-michael-porter-strategie-700x394.jpg",700,394,true],"1536x1536":["https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-michael-porter-strategie.jpg",960,540,false],"2048x2048":["https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-michael-porter-strategie.jpg",960,540,false]},"uagb_author_info":{"display_name":"Hana Krchov\u00e1","author_link":"https:\/\/strate9y.com\/sk\/autor\/admin\/"},"uagb_comment_info":0,"uagb_excerpt":"Porterov model piatich s\u00edl je \u010dasto nespr\u00e1vne ch\u00e1pan\u00fd, preto\u017ee mnoh\u00ed \u013eudia ho pova\u017euj\u00fa len za zoznam alebo opis piatich s\u00edl p\u00f4sobiacich na spolo\u010dnos\u0165. Porter v\u0161ak chcel, aby sa tento model pou\u017e\u00edval ako dynamick\u00fd n\u00e1stroj na pochopenie toho, ako tieto sily ovplyv\u0148uj\u00fa ziskovos\u0165 firmy.","_links":{"self":[{"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/posts\/10081","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/comments?post=10081"}],"version-history":[{"count":1,"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/posts\/10081\/revisions"}],"predecessor-version":[{"id":34587,"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/posts\/10081\/revisions\/34587"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/media\/23592"}],"wp:attachment":[{"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/media?parent=10081"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/categories?post=10081"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/strate9y.com\/sk\/wp-json\/wp\/v2\/tags?post=10081"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}