Showing 1–10 of 16 results

  • CASE STUDY: As deregulation in the US telecommunications industry leads to an increasingly competitive environment, existing local exchange companies (LECs) are realizing that much of their customer base is at risk to impending competition. Bell South has responded with an innovative bundling strategy to help retain its customer base and...
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    • New entrants to an established industry often employ low-price market penetration strategies, particularly where the incumbents are well entrenched. These new entrants believe that there is an opportunity to provide a low priced alternative that will be attractive to a sizable segment of the market. Often they are right.
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      • Last year the GDP in the United States was $12.5 Trillion. Assuming speculatively that at least 10% was given away in discounts overall, then American business spent more than $1.25 Trillion in discounts. This is value that does not exist.
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        • ‘Cut-throat competition’, ‘bitter rivalry’, ‘open warfare’– do these terms describe the state of price competition in your industry? If the answer is “yes”, then it‘s likely that several competitors are challenging each other for the role of industry price leader.
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          • "In industries where the pace of change is at warp speed, pricing strategists look to basic principles for help."
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            • How many times have you and your company, debated and fought over the potential outcomes of a particular pricing strategy, only to have seemingly random, unpredictable factors rear their ugly heads? How many analytical tools have you used: game theory, forecasting, market research, decision-tree analyses… only to realize that none...
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              • Buffeted by turbulent economic times, businesses need to re-examine their business and pricing strategies to deal with the uncertainties that lie ahead. But remember. All recessions come to an end. Make your pricing decisions with an eye to the future.
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                • The implementation phase is where price structures are finalized, price levels adjusted and the systems and processes in the organization are changed to promote and accommodate the new strategy.
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                  • CASE STUDY: It is possible to differentiate a "commodity". When Bell Canada was confronted for the first time with competition in the long-distance market, it learned that price alone is not a sufficient mechanism for managing market share. Four years after deregulation, Bell's success in retaining customers and maintaining a...
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                    • Never is the end-user more aware of price than in markets that become turbulent. Price often becomes the weapon of choice for many corporations as they compete to retain market share and revenue. The rationale for playing with price is understandable. No other attribute can have such a significant impact...
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