The purpose of this paper is to propose an extension of Porter’s 5 Forces, which are used by Strategic Managers to identify and analyze the significant forces that shape the nature of competition between different competitors and the intensity of an industry. The Porter’s 5 Forces (see Figure A on page 2) are: (1) the threat of new entrants, (2) the threat of substitutes such as products and services, (3) the bargaining power of buyers, (4) the bargaining power of suppliers, and (5) the rivalry among competitors. This model, developed by Professor Michael E. Porter at Harvard Business School in 1979, has unfortunately come under severe scrutiny by PhD researchers, Associate Professors, Professors, Strategic Managers, Analysts, Entrepreneurs, and Policymakers over the past 40 years. To contribute to this vivid debate, this paper investigates the relevance of an extension of Porter’s 5 Forces that we will address as ‘Guru’s 19 Forces’ and we will show its significance and relevance in the field of strategic management, business administration, and entrepreneurship by critically analyzing the aviation industry as a comprehensive example for this paper.  Capitalizing upon Porter’s 5 Forces and viewed through managerial and entrepreneurial lenses, this paper proposes an extended framework augmented by 14 additional forces. These additional forces are depicted in Figure B. These forces were added to exploit the concept of Dominant Logic propounded by C.K Prahalad and Bettis which has been recently revamped by Teeluckdharry (2025)  as The Dominant Logic Framework and implement the Red Ocean and Blue Ocean strategies that were developed by Professors W. Chan Kim and Renée Mauborgne at INSEAD (full name: Institut Européen d’Administration des Affaires, which is the French name for “European Institute of Business Administration”) who popularized the 2 seminal concepts in their invaluable 2005 book titled ‘Blue Ocean Strategy’ published by Harvard Business Review. The extension of Porter’s 5 Forces, hereby known as the ‘Guru’s 19 Forces’ is absolutely significant and relevant for all categories of businesses (Small Enterprises (SEs), Medium Enterprises (MEs), and Large Enterprises (LEs)) which operate in the Red Ocean Industry and Blue Ocean Industry. This paper makes an invaluable contribution to this body of industrial, professional, and academic knowledge by extending a popular model that has unfortunately become obsolete due to its limitations; therefore, applying the extended model to this vital and complex industry is a sine qua non. The ‘Guru’s 19 Forces’ will comprehensively allow businesses to monitor their business environments, enhance their business operations, justify their decision-making processes, evaluate their rivalry among existing competitors, strengthen their unity among existing coopetitors, develop their efficient productivity and effective productivity, acquire their comparative advantage and competitive advantage, accomplish their first-mover performance and fast-mover performance, enhance their product perception and service perception, pursue their customer acquisition and customer retention, provide their employee value proposition and customer value proposition, promote their sustainable growth and scalable growth, maintain their long-term profitability and long-term liquidity, and help them better understand where their power lies in their respective industry. Porter’s 5 Forces was meant to critique perfectly competitive businesses, but not competitors in real-world industry which aren’t only rivals which compete against each other, but also ‘coopetitors’ which complement each other through cooperation in joint-venture partnerships so that they may to the fullest extent balance their strength, bridge their gap, encourage their growth, and sustain their existence; a scenario that been envisaged by ‘Guru’s 19 Forces’.

Keywords: Porter’s 5 Forces, Guru’s 19 Forces, Dominant Logic, Dominant Logic Framework, STEEPLED (Social, Technological, Economic, Environmental, Political, Legislative, Ethical, and Demographic) Factors, Rivalry among Competitors and Unity among Coopetitors in Red Ocean Industry, Lack of Rivalry and Unity among Coopetitors in Blue Ocean Industry.