Porter’s Five Forces Model is one of the most widely used frameworks in Strategic Management for analysing the competitive structure of an industry. Developed by Michael E. Porter, the model explains that the level of competition and profitability in an industry is influenced not only by direct competitors but also by four other competitive forces. These five forces are rivalry among existing competitors, threat of new entrants, bargaining power of suppliers, bargaining power of buyers, and threat of substitute products or services. By examining these forces, an organisation can understand the attractiveness of an industry, identify sources of competitive pressure, and develop appropriate strategies to achieve competitive advantage. The first force is the rivalry among existing competitors. Competitive rivalry refers to the intensity with which firms within an industry compete with one another for customers, market share, and profitability. Rivalry tends to be high when there are many competitors of similar size and strength, when industry growth is slow, when products are relatively undifferentiated, and when customers can easily switch from one company to another. Price competition, advertising battles, product improvements, discounts, and better customer service are common manifestations of intense rivalry. For example, the Indian telecom industry has experienced strong rivalry among major firms, resulting in competitive pricing, increased data offerings, and technological improvements. High competitive rivalry generally puts pressure on prices and profits. Therefore, firms need to differentiate their products, improve quality, control costs, build strong brands, or focus on particular market segments to reduce the impact of rivalry. The second force is the threat of new entrants. New entrants are firms that enter an existing industry and compete with established organisations. The threat of entry depends largely on the barriers to entry present in the industry. Important barriers include economies of scale, high capital requirements, access to distribution channels, customer loyalty, technological advantages, government regulations, patents, and established brand reputation. When entry barriers are high, existing firms are better protected from new competitors. When barriers are low, new firms can enter easily, increase competition, reduce market share, and put pressure on prices and profitability. For instance, an industry requiring substantial investment in infrastructure and technology may be difficult for new companies to enter. Strategic managers therefore study entry barriers and may strengthen them through innovation, strong customer relationships, economies of scale, and continuous investment in technology. The third force is the bargaining power of suppliers. Suppliers provide raw materials, components, labour, technology, energy, and other resources required by firms. Suppliers possess strong bargaining power when there are only a few suppliers, when the supplied input is unique or highly important,