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Five Force Model

Assess the key elements of the five-force model. What are the advantages and disadvantages of this model?
How easy is it for suppliers to drive up prices?
How easy is it for buyers to drive down prices?
Is there a threat of product substitution?
Is there a threat of new entry by a similar provider?
How much competitive rivalry exists?
Examine alternative means to gather primary market research. Provide a review of the advantages and disadvantages of each method.

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Healthcare Marketing

Assess the key elements of the five-force model. What are the advantages and disadvantages of this model?

The Five Forces model can assess and evaluate the competitive strength and position of a business organization. The key elements of the five-force model are threat of new entrants; threats of substitutes; bargaining power of customers; bargaining power of suppliers; and competitive rivalry.
The advantages of the Five Forces are that the five forces " help to identify where power lies in a business situation." The Five forces can help analysts understand whether new products or services are potentially profitable. The five forces can be use to identify areas of strength, improve weaknesses, and to avoid mistakes. The five forces is use to increase capacity in a specific industry and develop competitive strategies. They are used to inform whether you want to enter a specific industry and whether to increase capacity in a specific industry.
This mode can be use for at least three competitors in the market.
The disadvantage of this model is that it cannot be use for an individual firm; it is designed for use on an industry basis.

How easy is it for suppliers to drive up prices?
Supplier power - It is very ...

Solution Summary

The Five Forces model can assess and evaluate the competitive strength and position of a business organization. The key elements of the five-force model are threat of new entrants; threats of substitutes; bargaining power of customers; bargaining power of suppliers; and competitive rivalry.

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