Answer.

3(a)

Form my business as a “sole proprietorship” business for me and types of our business are online
businesses. Green-Earth is an online platform where anyone can sell and buy their eco-friendly (Trees &
tree related) products and we can also sell our eco-friendly products in the future. On the other hand, I
have taken new initiatives to make our country evergreen where anyone can fulfill their hobby of
gardening with our help. we will sell soil (to grow trees), Flower pot, All types of trees, Fertilizer. We’re
trying to incorporate both Green Earth and technological advances into pocket cell phones as platforms.

We are expecting that People will buy more and helps to increase profit to our business. Since our
business platform will use any other seller and if we can bring our business to a good position in the
market then we can benefit a lot from it. On the other hand, every country's government understands
the need for sustainable and renewable Environments. In an effort to support this approach, it offers a
variety of tax benefits to businesses that have gone green. Our business is environment friendly so if the
government issues less tax on our business than other businesses, then our profit will be higher.

Since the industry making progress and the sales of the industry increasing, so there is high opportunity
to make profit. So many entrepreneur and organization are coming to these industries and showing
interest toward this industry. In last three years more than 4,000 nurseries has been build and many
organization are involved indirectly to the industry.

Answer.3(b)

Some academics believe that a sixth force could be included – government.

SUPPLIERS’ POWER

Supplier concentration - Inputs differentiation It is a model of pure competition, which implies that risk-
adjusted rates of return should be constant across firms and industries. However, numerous economic
studies have affirmed that different industries can sustain different levels of profitability; part of this
difference is explained by industry structure. Any strategic business manager seeking to develop an edge
over rival firms can use this model to better understand the industry context in which the firm operates.
The manager can then use the analysis as a basic tool for strategic decision making for the current
situation or future. The banking sector of Bangladesh can also consider the application of this model for
some strategic decision processes.

Degree of rivalry

In the traditional economic model, competition among rival firms drives profits to zero.

However, competition is not perfect and firms are not unsophisticated passive price takers. Rather, firms
strive for a competitive advantage over their rivals. The intensity of rivalry among firms varies across
industries, and strategic analysts are interested in these differences. These differences give some firms a
competitive advantage while to others a disadvantage. These differences also pose a challenge to the
uniform application of this model across the board. Economists measure rivalry by indicators of industry
concentration. The Concentration Ratio is one of such measures. A high concentration ratio indicates
that a high concentration of market shares held by the largest firms - the industry is concentrated. With
only a few firms holding large market share, the competitive landscape is less competitive.

A low concentration ratio indicates that the industry is characterized by many rivals, none of which has a
significant market share. These fragmented markets are said to be competitive. The concentration ratio
is not the only available measure; the trend is to define industries in terms that convey more
information than distribution of market share.

If rivalry among firms in an industry is low, the industry is considered to be disciplined.

Buyers’ power

The power of buyers is the impact that customers have on a buying process of the products from a
certain industry. In general, when buyers’ power is strong, the relationship to the industry is near to
what an economist terms a monophony - a market in which there are many suppliers and one buyer.
Under such market conditions, the buyer sets the price. In reality few pure monopolies exist, but
frequently there is some asymmetry between a producing industry and buyers. The same case can as
well be applied to the service industry, as nowadays there is no pure-manufacturing or pure service
industry. The combination is the way forward. The only vital difference is the definition of the ‘core
product’. For instance much as we consider banks to be under the service industry, physical properties
like furniture, building, computers, etc are vital to make the service a possibility.

Suppliers’ bargaining power

A producing industry requires raw materials - labor, components, and other supplies.

This requirement leads to buyer-supplier relationships between the industry and the firms that provide
the raw materials used to create products. Suppliers, if powerful, can exert an influence on the
producing industry, such as selling raw materials at a high price to capture some of the industry's profits.
In a service sector there is no direct supplier of raw material. However the supply of supporting facilities
like cheque books, furniture, stationeries, etc can give the same analogy.

Barriers to entry / Threat of new entrants

It is not only incumbent rivals that pose a threat to firms in an industry; the possibility that new firms
may enter the industry also affects competition. In theory, any firm should be able to enter and exit a
market, and if free entry and exit exists, then profits always should be nominal. In reality, however,
industries possess characteristics that protect the high profit levels of firms in the market and inhibit
additional rivals from entering the market. These are barriers to entry.

Barriers to entry are more than the normal equilibrium adjustments that markets typically make. For
example, when industry profits increase, we would expect additional firms to enter the market to take
advantage of the high profit levels, over time driving down profits for all firms in the industry. When
profits decrease, we would expect some firms to exit the market thus restoring market equilibrium.
Falling prices, or the expectation that future prices will fall, deters rivals from entering a market. Firms
also may be reluctant to enter markets that are extremely uncertain, especially if entering involves
expensive start-up costs. These are normal accommodations to market conditions. But if firms
individually (collective action would be illegal collusion) keep prices artificially low as a strategy to
prevent potential entrants from entering the market, such entry deterring pricing establishes a barrier.
Barriers to entry are unique industry characteristics that define the industry. Barriers reduce the rate of
entry of new firms, thus maintaining a level of profits for those already in the industry. From a strategic
perspective, barriers can be created or exploited to enhance a firm's competitive advantage. If it
happens that for a certain industry there are low entry barriers but high exit barriers, then this situation
is referred as ‘the worst situation of competition’ in that particular industry.