to ensure that the industry actually captures the benefits of inter- and intra-enterprise collaboration through a common, pragmatic approach. Rather than create a new standard. CPFR is a vendor-neutral platform where multiple parties can interoperate in real time. Partners of different sizes and technical levels can collaborate through accessible technologies, including Internet and the Web.
             Syncra was the only CPFR solution provider in the retail industry. But Syncra would face its significant competitors sooner or later. Large companies in supply chain management software industry like SAP would eventually enter into the market by expanding the functions of their existing products, or by developing new CPFR products. So, in the short run, the rivalry inside was low. But in the long run, it would become medium to high.
             There was no substitute product available for the moment. One of the unique characteristics of Syncra's product was it could be implemented without changing the internal planning systems of retailers and manufacturers but simply leveraged their existing ones. Syncra could head start over any competitors in one or two years. Threats of substitute products was low for the moment, it would change to medium some time later.
             The potential new entrants would be the large supply chain management software providers and other software companies. They could and would enter into the CPFR software market eventually because they have their customer bases. Barriers of entering this market were not high but experiences in this field were critical to be successful in the market. Threats of potential new entrants were low to medium.
             Buyers in this market have the absolute bargaining power. It would be a long process for customers to accept the products since they were concerning the investment and maintaining costs, the expectation benefits from using the products and the potential leakage of information. Once they started t...