{"id":5948,"date":"2024-02-04T16:55:21","date_gmt":"2024-02-04T15:55:21","guid":{"rendered":"https:\/\/strate9y.com\/glossary\/porterov-model-piatich-sil\/"},"modified":"2026-04-07T19:54:52","modified_gmt":"2026-04-07T17:54:52","slug":"porterov-model-piatich-sil","status":"publish","type":"glossary","link":"https:\/\/strate9y.com\/sk\/glossary\/porterov-model-piatich-sil\/","title":{"rendered":"Porterov model piatich s\u00edl"},"content":{"rendered":"\n<p><a href=\"https:\/\/strate9y.com\/sk\/slovnik\/\">\u2190 STRATE9Y Knowledge Hub<\/a><\/p>\n\n<p><strong>Porterov model piatich s\u00edl<\/strong> je strategick\u00fd analytick\u00fd n\u00e1stroj pou\u017e\u00edvan\u00fd na pochopenie konkuren\u010dnej \u0161trukt\u00fary trhu a odhad dlhodobej ziskovosti odvetvia. Pom\u00e1ha spolo\u010dnostiam, podnikate\u013eom a \u0161tudentom strat\u00e9gie pochopi\u0165, <strong>ak\u00e9 konkuren\u010dn\u00e9 tlaky skuto\u010dne p\u00f4sobia v danom odvetv\u00ed \u2013 a kde le\u017eia najv\u00e4\u010d\u0161ie rizik\u00e1 a pr\u00edle\u017eitosti.<\/strong> <\/p>\n\n<p>Model vych\u00e1dza z predpokladu, \u017ee \u00faspech spolo\u010dnosti z\u00e1vis\u00ed nielen od priamej konkurencie, ale aj <strong>od piatich z\u00e1kladn\u00fdch s\u00edl, <\/strong>ktor\u00e9 spolo\u010dne formuj\u00fa atrakt\u00edvnos\u0165 trhu: konkurencia medzi existuj\u00facimi spolo\u010dnos\u0165ami, hrozba vstupu nov\u00fdch konkurentov na trh, hrozba n\u00e1hradn\u00fdch produktov, vyjedn\u00e1vacia sila z\u00e1kazn\u00edkov a vyjedn\u00e1vacia sila dod\u00e1vate\u013eov.<\/p>\n\n<p>Porterov model piatich s\u00edl <strong>nie je n\u00e1strojom na navrhovanie strat\u00e9gi\u00ed, ale na strategick\u00e9 pochopenie trhu. <\/strong>Pou\u017e\u00edva sa ako po\u010diato\u010dn\u00fd analytick\u00fd r\u00e1mec \u2013 zvy\u010dajne pred v\u00fdberom konkuren\u010dnej strat\u00e9gie, vstupom na nov\u00fd trh alebo hodnoten\u00edm podnikate\u013esk\u00e9ho n\u00e1padu.<\/p>\n\n<p><strong>Porterov model piatich s\u00edl<\/strong> sa pou\u017e\u00edva na anal\u00fdzu konkuren\u010dn\u00e9ho prostredia v konkr\u00e9tnej situ\u00e1cii.<br\/>Praktick\u00e9 kroky, pr\u00edklady a hodnotenie n\u00e1jdete tu \u2192 <a href=\"https:\/\/strate9y.com\/sk\/nastroj-porterov-model-piatich-sil-sk\/\">Ako pou\u017e\u00edva\u0165 Porterov model piatich s\u00edl v praxi.<\/a><\/p>\n\n<p>Porterov model piatich s\u00edl je analytick\u00fd r\u00e1mec, ktor\u00fd pom\u00e1ha pochopi\u0165 konkuren\u010dn\u00e9 prostredie v danom odvetv\u00ed. Identifikuje p\u00e4\u0165 k\u013e\u00fa\u010dov\u00fdch \u201es\u00edl\u201c, ktor\u00e9 ovplyv\u0148uj\u00fa ziskovos\u0165 a dynamiku trhu: hrozbu nov\u00fdch \u00fa\u010dastn\u00edkov, vyjedn\u00e1vaciu silu z\u00e1kazn\u00edkov, vyjedn\u00e1vaciu silu dod\u00e1vate\u013eov, hrozbu n\u00e1hradn\u00fdch produktov a intenzitu konkurencie medzi existuj\u00facimi hr\u00e1\u010dmi. <\/p>\n\n<p>Porterov model vytvoril Michael E. Porter ako sp\u00f4sob \u0161trukt\u00farovania uva\u017eovania o konkuren\u010dnom tlaku v odvetv\u00ed. Pre hlb\u0161ie pochopenie toho, ako a pre\u010do tento model vznikol, pozrite si \u2192 <a href=\"https:\/\/strate9y.com\/sk\/ako-vznikol-porterov-model-5-sil\/\">Ako vznikol Porterov model piatich s\u00edl.<\/a><\/p>\n\n<p>Tento model je \u0161iroko pou\u017e\u00edvan\u00fd v strategickom mana\u017emente, podnikan\u00ed, v\u00fdu\u010dbe MBA a pri hodnoten\u00ed obchodn\u00fdch pr\u00edle\u017eitost\u00ed.<\/p>\n\n<h2 class=\"wp-block-heading\">\u010co je Porterov model piatich s\u00edl<\/h2>\n\n<p><strong>Model identifikuje p\u00e4\u0165 s\u00edl, ktor\u00e9 ovplyv\u0148uj\u00fa konkurencieschopnos\u0165 v akomko\u013evek odvetv\u00ed a \u00farove\u0148 ziskovosti spolo\u010dnost\u00ed v \u0148om p\u00f4sobiacich<\/strong>. Tieto sily zah\u0155\u0148aj\u00fa konkurenciu medzi existuj\u00facimi spolo\u010dnos\u0165ami, hrozbu nov\u00fdch konkurentov, hrozbu n\u00e1hradn\u00fdch produktov, vyjedn\u00e1vaciu silu dod\u00e1vate\u013eov a vyjedn\u00e1vaciu silu z\u00e1kazn\u00edkov. <br\/><br\/>Model sa nepou\u017e\u00edva na navrhovanie strat\u00e9gie, ale na pochopenie \u0161trukt\u00fary trhu.<br\/><\/p>\n\n<div class=\"wp-block-uagb-image aligncenter uagb-block-264e4cec wp-block-uagb-image--layout-default wp-block-uagb-image--effect-static wp-block-uagb-image--align-center\"><figure class=\"wp-block-uagb-image__figure\"><img decoding=\"async\" srcset=\"https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-porterov-model-5-sil-diagram.jpeg ,https:\/\/strate9y.com\/wp-content\/smush-webp\/Porteruv-model-700x525.jpg.webp 780w, https:\/\/strate9y.com\/wp-content\/smush-webp\/Porteruv-model-300x225.jpg.webp 360w\" sizes=\"auto, (max-width: 480px) 150px\" src=\"https:\/\/strate9y.com\/wp-content\/uploads\/strate9y-porterov-model-5-sil-diagram.jpeg\" alt=\"Porterov model piatich konkuren\u010dn\u00fdch s\u00edl\" class=\"uag-image-4237\" width=\"500\" height=\"576\" title=\"Porterov model\" loading=\"lazy\" role=\"img\" data-smush-webp-fallback=\"{&quot;srcset&quot;:&quot;https:\\\/\\\/strate9y.com\\\/wp-content\\\/uploads\\\/strate9y-porterov-model-5-sil-diagram.jpeg ,https:\\\/\\\/strate9y.com\\\/wp-content\\\/uploads\\\/Porteruv-model-700x525.jpg 780w, https:\\\/\\\/strate9y.com\\\/wp-content\\\/uploads\\\/Porteruv-model-300x225.jpg 360w&quot;}\"><figcaption class=\"uagb-image-caption\">Model piatich s\u00edl pre strategick\u00fa anal\u00fdzu trhu<\/figcaption><\/figure><\/div>\n\n<p>V akademickom a odbornom kontexte bola Porterova pr\u00e1ca roz\u0161\u00edren\u00e1 a doplnen\u00e1 o \u010fal\u0161ie te\u00f3rie a modely. Napr\u00edklad koncepcia hodnotov\u00e9ho re\u0165azca a te\u00f3ria konkuren\u010dnej v\u00fdhody roz\u0161iruj\u00fa r\u00e1mec piatich s\u00edl o \u010fal\u0161ie perspekt\u00edvy.<\/p>\n\n<h2 class=\"wp-block-heading\">Vysvetlenie piatich s\u00edl<\/h2>\n\n<ul class=\"wp-block-list\">\n<li><strong>Hrozba nov\u00fdch \u00fa\u010dastn\u00edkov trhu<\/strong> \u2013 opisuje, ako \u013eahk\u00e9 alebo \u0165a\u017ek\u00e9 je pre nov\u00e9 spolo\u010dnosti vst\u00fapi\u0165 do dan\u00e9ho odvetvia. <br\/><em>\u010c\u00edm ni\u017e\u0161ie s\u00fa bari\u00e9ry vstupu \u2013 napr\u00edklad n\u00edzke kapit\u00e1lov\u00e9 po\u017eiadavky, \u013eahk\u00fd pr\u00edstup k distrib\u00facii alebo slab\u00e1 regul\u00e1cia \u2013 t\u00fdm v\u00e4\u010d\u0161\u00ed je tlak na existuj\u00facich hr\u00e1\u010dov. <br\/>Vysok\u00e1 hrozba vstupu nov\u00fdch konkurentov na trh zvy\u010dajne zvy\u0161uje intenzitu konkurencie a obmedzuje dlhodob\u00fa ziskovos\u0165 odvetvia.<\/em><\/li>\n\n\n\n<li><strong>Vyjedn\u00e1vacia sila z\u00e1kazn\u00edkov<\/strong> \u2013 vyjadruje mieru, do akej m\u00f4\u017eu dod\u00e1vatelia ovplyv\u0148ova\u0165 ceny, kvalitu alebo dostupnos\u0165 vstupov.<br\/><em>Ak je dod\u00e1vate\u013eov m\u00e1lo, pon\u00fakaj\u00fa jedine\u010dn\u00e9 zdroje alebo maj\u00fa siln\u00fa vyjedn\u00e1vaciu silu, ich schopnos\u0165 diktova\u0165 podmienky sa zvy\u0161uje. <br\/>Siln\u00e1 vyjedn\u00e1vacia sila dod\u00e1vate\u013eov m\u00f4\u017ee vies\u0165 k zv\u00fd\u0161en\u00fdm n\u00e1kladom a zn\u00ed\u017een\u00fdm mar\u017eiam pre spolo\u010dnosti p\u00f4sobiace v danom odvetv\u00ed.<\/em><\/li>\n\n\n\n<li><strong>Vyjedn\u00e1vacia sila dod\u00e1vate\u013eov<\/strong> \u2013 opisuje vplyv kupuj\u00facich na ceny, kvalitu a podmienky dod\u00e1vky. <br\/><em>Z\u00e1kazn\u00edci maj\u00fa silnej\u0161iu vyjedn\u00e1vaciu silu, najm\u00e4 ak maj\u00fa k dispoz\u00edcii viac alternat\u00edv, m\u00f4\u017eu \u013eahko porovn\u00e1va\u0165 ponuky alebo nakupova\u0165 vo ve\u013ek\u00fdch objemoch. <br\/>Vysok\u00e1 vyjedn\u00e1vacia sila z\u00e1kazn\u00edkov zvy\u0161uje tlak na ceny a obmedzuje priestor pre ziskovos\u0165 v odvetv\u00ed.<\/em><\/li>\n\n\n\n<li><strong>Hrozba n\u00e1hradn\u00fdch produktov<\/strong> \u2013 odkazuje na existenciu alternat\u00edvnych rie\u0161en\u00ed, ktor\u00e9 uspokojuj\u00fa rovnak\u00e9 alebo podobn\u00e9 potreby z\u00e1kazn\u00edkov (treba v\u0161ak poznamena\u0165, \u017ee nejde o konkuren\u010dn\u00e9 produkty). <br\/><em>N\u00e1hradn\u00e9 produkty nemusia poch\u00e1dza\u0165 z rovnak\u00e9ho odvetvia, ale m\u00f4\u017eu by\u0165 funk\u010dnou n\u00e1hradou za pon\u00fakan\u00fd produkt alebo slu\u017ebu.<br\/>Vysok\u00e1 dostupnos\u0165 n\u00e1hradn\u00fdch produktov zvy\u0161uje citlivos\u0165 z\u00e1kazn\u00edkov na cenu a obmedzuje dlhodob\u00fd rast ziskovosti.<\/em><\/li>\n\n\n\n<li><strong>Intenzita konkuren\u010dn\u00e9ho boja<\/strong> \u2013 opisuje mieru konkurencie medzi existuj\u00facimi spolo\u010dnos\u0165ami v odvetv\u00ed. <br\/><em>Ovplyv\u0148uj\u00fa ju faktory ako po\u010det konkurentov, tempo rastu trhu, diverzita ponuky a fixn\u00e9 n\u00e1klady.<br\/>Vysok\u00e1 konkuren\u010dn\u00e1 rivalita zvy\u010dajne vedie k cenov\u00e9mu tlaku, vy\u0161\u0161\u00edm marketingov\u00fdm n\u00e1kladom a ni\u017e\u0161ej celkovej ziskovosti v odvetv\u00ed.<\/em><\/li>\n<\/ul>\n\n<h3 class=\"wp-block-heading\">Porterov model piatich s\u00edl v kontexte strategick\u00e9ho rozhodovania<\/h3>\n\n<p>Porterov model piatich s\u00edl je analytick\u00fd n\u00e1stroj <a href=\"https:\/\/strate9y.com\/sk\/glossary\/strategicke-riadenie\/\" data-type=\"link\" data-id=\"https:\/\/strate9y.com\/glossary\/strategicky-management\/\">strategick\u00e9ho riadenia<\/a>, ktor\u00fd pom\u00e1ha pochopi\u0165, ak\u00fd siln\u00fd je konkuren\u010dn\u00fd tlak v danom odvetv\u00ed a ako ovplyv\u0148uje dlhodob\u00fa ziskovos\u0165 podniku. Zameriava sa v\u00fdlu\u010dne na vonkaj\u0161ie prostredie a dop\u013a\u0148a tak n\u00e1stroje, ktor\u00e9 pracuj\u00fa aj s vn\u00fatorn\u00fdmi faktormi, ako je napr\u00edklad <a href=\"https:\/\/strate9y.com\/sk\/glossary\/swot-analyza\/\">SWOT anal\u00fdza.<\/a> <\/p>\n\n<p>\u00da\u010delom modelu nie je len op\u00edsa\u0165 konkurenciu, ale predov\u0161etk\u00fdm podpori\u0165 strategick\u00e9 rozhodovanie. V\u010faka systematick\u00e9mu poh\u013eadu na p\u00e4\u0165 k\u013e\u00fa\u010dov\u00fdch s\u00edl \u2013 rivalitu medzi konkurentmi, vyjedn\u00e1vaciu silu z\u00e1kazn\u00edkov, vyjedn\u00e1vaciu silu dod\u00e1vate\u013eov, hrozbu n\u00e1hradn\u00fdch produktov a hrozbu nov\u00fdch \u00fa\u010dastn\u00edkov \u2013 model poskytuje lep\u0161ie pochopenie toho, kde v odvetv\u00ed vznik\u00e1 tlak na ceny, mar\u017ee alebo inov\u00e1cie. <\/p>\n\n<p>Porterov model sa \u010dasto spom\u00edna v s\u00favislosti so strategick\u00fdm pl\u00e1novan\u00edm, preto\u017ee pom\u00e1ha \u0161trukt\u00farova\u0165 poh\u013ead na konkuren\u010dn\u00fd tlak v odvetv\u00ed.<\/p>\n\n<p>Model piatich s\u00edl je tie\u017e \u00fazko spojen\u00fd s budovan\u00edm <a href=\"https:\/\/strate9y.com\/sk\/glossary\/konkurencna-vyhoda\/\">konkuren\u010dnej v\u00fdhody.<\/a> Identifik\u00e1cia najsilnej\u0161\u00edch tlakov v odvetv\u00ed pom\u00e1ha objasni\u0165, ako \u0161trukt\u00fara trhu ovplyv\u0148uje mo\u017enosti budovania konkuren\u010dnej v\u00fdhody. <\/p>\n\n<p>Porterov model sa \u010dasto kombinuje s in\u00fdmi analytick\u00fdmi pr\u00edstupmi, ako je <a href=\"https:\/\/strate9y.com\/sk\/glossary\/analyza-konkurencie\/\">anal\u00fdza konkurencieschopnosti<\/a> alebo \u0161ir\u0161ia <a href=\"https:\/\/strate9y.com\/sk\/glossary\/strategicka-analyza\/\">strategick\u00e1 anal\u00fdza.<\/a> Iba ich kombin\u00e1ciou m\u00f4\u017eete z\u00edska\u0165 realistick\u00fd z\u00e1klad pre rozhodnutia, ktor\u00e9 nie s\u00fa zalo\u017een\u00e9 na dojmoch, ale na pochopen\u00ed \u0161trukt\u00fary trhu. <\/p>\n\n<p>Porterov model piatich s\u00edl nie je jednorazovou anal\u00fdzou, ale sk\u00f4r koncep\u010dn\u00fdm r\u00e1mcom, ku ktor\u00e9mu sa mo\u017eno opakovane vraca\u0165, ke\u010f sa men\u00ed trh, spolo\u010dnos\u0165 rastie alebo ke\u010f sa pracuje s nov\u00fdmi <a href=\"https:\/\/strate9y.com\/sk\/glossary\/podnikatelsky-napad\/\">podnikate\u013esk\u00fdmi n\u00e1padmi<\/a>.<\/p>\n\n<h2 class=\"wp-block-heading\">Praktick\u00e9 uplatnenie Porterovho modelu<\/h2>\n\n<p>Ak h\u013ead\u00e1te praktick\u00e9 kroky, konkr\u00e9tne ot\u00e1zky a \u0161trukt\u00farovan\u00e9 pokyny, ako vytvori\u0165 a aplikova\u0165 Porterov model piatich s\u00edl v praxi, n\u00e1jdete ich tu: \u2192 <a href=\"https:\/\/strate9y.com\/sk\/nastroj-porterov-model-piatich-sil-sk\/\">N\u00e1stroj: Porterov model piatich s\u00edl<\/a><\/p>\n\n<h2 class=\"wp-block-heading\">S\u00favisiace pojmy v Knowledge Hubu<\/h2>\n\n<ul class=\"wp-block-list\">\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/konkurencna-vyhoda\/\">Konkuren\u010dn\u00e1 v\u00fdhoda<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/swot-analyza\/\">SWOT anal\u00fdza<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/strategia\/\">Strat\u00e9gia<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/strategicke-planovanie\/\">Strategick\u00e9 pl\u00e1novanie<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/strategicke-riadenie\/\">Strategick\u00e9 riadenie<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/analyza-konkurencie\/\">Anal\u00fdza konkurencie<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/marketingova-strategia\/\">Marketingov\u00e1 strat\u00e9gia<\/a><\/li>\n<\/ul>\n\n<h2 class=\"wp-block-heading\">Kde \u010falej<\/h2>\n\n<p>Model piatich s\u00edl v\u00e1m pom\u00f4\u017ee pochopi\u0165 konkuren\u010dn\u00fd tlak, ale rozhodnutia z\u00edskaj\u00fa silu len v kontexte in\u00fdch n\u00e1strojov. Pokra\u010dujte \u010falej. <\/p>\n\n<ul class=\"wp-block-list\">\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/konkurencna-vyhoda\/\">Konkuren\u010dn\u00e1 v\u00fdhoda<\/a> \u2013 \u010do odli\u0161uje va\u0161u spolo\u010dnos\u0165 od ostatn\u00fdch<\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/analyza-konkurencie\/\">Anal\u00fdza konkurencie<\/a> \u2013 podrobn\u00e9 porovnanie s trhom<\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/swot-analyza\/\">SWOT anal\u00fdza<\/a> \u2013 vn\u00fatorn\u00e9 a vonkaj\u0161ie faktory spolu<\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/glossary\/strategicke-planovanie\/\">Strategick\u00e9 pl\u00e1novanie<\/a> \u2013 strategick\u00e9 pl\u00e1novanie a rozhodovanie<\/li>\n\n\n\n<li><a href=\"https:\/\/strate9y.com\/sk\/podnikatelske-napady-nove-podnikanie\/\">Podnikate\u013esk\u00e9 n\u00e1pady<\/a> \u2013 uplatnite to vo svojom vlastnom projekte<\/li>\n<\/ul>\n\n<h2 class=\"wp-block-heading\">Relevantn\u00e9 zdroje pre k\u013e\u00fa\u010dov\u00e9 slovo &#8222;Porterov model piatich s\u00edl&#8220;:<\/h2>\n\n<ol class=\"wp-block-list\">\n<li><a href=\"https:\/\/www.amazon.co.uk\/Competitive-Strategy-Techniques-Industries-Competitors\/dp\/0743260880\/ref=sr_1_1?crid=1EU290CLCUQBF&amp;keywords=porter+strategy&amp;qid=1707666549&amp;s=books&amp;sprefix=porter+strate%252Cstripbooks%252C118&amp;sr=1-1&amp;_encoding=UTF8&amp;tag=strate9y-21&amp;linkCode=ur2&amp;linkId=cb1b677887a8472ee0822fe303490a00&amp;camp=1634&amp;creative=6738\" target=\"_blank\" rel=\"noreferrer noopener\">Porter, M. E. (2004). The Competitive Strategy: Techniques for Analyzing Industries and Competitors <\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/www.martinus.sk\/?uItem=237876&amp;z=B92G2Q&amp;utm_source=z%3DB92G2Q&amp;utm_medium=url&amp;utm_campaign=partner\" target=\"_blank\" rel=\"noopener\">Porter, M. E. (2011). HBR&#8217;s 10 Must Reads on Strategy<\/a><\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"<p>\u2190 STRATE9Y Knowledge Hub Porterov model piatich s\u00edl je strategick\u00fd analytick\u00fd n\u00e1stroj pou\u017e\u00edvan\u00fd na pochopenie konkuren\u010dnej \u0161trukt\u00fary trhu a odhad [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":5802,"menu_order":0,"template":"","meta":{"_acf_changed":false,"_eb_attr":"","_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":"disabled","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-4)","background-image":"","background-repeat":"repeat","background-position":"center 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