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Essay / Research Paper Abstract
A 3 page paper answering two questions about price setting price taking in various stages of product life cycle maturity, ending with the text of a memo to a decision maker about how to price a notebook PC after entry of competitors to the market. Bibliography lists 4 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSeconMktStruc.rtf
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Unformatted sample text from the term paper:
To the dismay of computer manufacturers everywhere, the PC long ago descended into the realm of the commodity item, where brand is of less importance than price. Compaq, HP
and Gateway learned this lesson the hard way, and Dell - which until recently has been able to maintain higher prices than most - now leads the market in which
it could manage only a number two position in earlier years. Michael Porters position is that any successful business has to differentiate its
products. He "has argued that a firms strengths ultimately fall into one of two headings: cost advantage and differentiation" (Porters Generic Strategies). One PC industry observer noted several
years ago that when sitting in front of a Dell, IBM, Compaq or any other standard PC, most users could tell no difference between products. Most makers chose to
compete on price. Today, Dell is still known as a reliable workhorse; IBM is known for networking and has sold its PC division; Compaq is known as HP.
Profitability in terms of a single product can be enhanced only through increasing revenues or decreasing costs, or a combination of the two (Horngren,
Sundem and Stratton, 2002). It is unlikely that a product in the maturity or decline phase of the product life cycle will sell at the same rate as in
earlier phases. As demonstrated by the simulation, reducing costs and practicing continuous improvement can enhance profitability of a product in decline. Price Takers
Price leaders are likely to be more firmly established in their markets, whereas price takers are likely to be relative newcomers such as Orion in the simulation. Price
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