Q1. What are the key differences between Sony's and Bacro's strategies as far as their product roll out is concerned prior to Aug 1989 in the projector market (that is, you need to compare and contrast the chronological order and the scan rate/prices/other features of the models that both players introduced in the market prior to Aug 1989)? Why is it that both players were playing such different strategies prior to Aug 1989?
Barco launched its first projector BV1 (scan rate of 16 kHz & priced at $11,250) in video segment in 1982. But soon Barco decided to enter the computer applications market and by the end of 1983 launched BD1 (scan rate of 16 to 18 kHz & priced at $13,500) in data segment. In 1984 Barco introduced two more projectors BV2 (scan rate of 16 to 18 kHz & priced at $9,875) and BD2 (scan rate of 16 to 25 kHz and priced at $14,750) in video and data segment respectively. 1985 saw the entrance of Sony in the industrial projection market with its 1020 video model. 1020 was slower compared to Barco's video projectors available at that time but it had a sharper focus indicating a better quality tube. In 1985 Barco launched BD3 (scan rate of 16 32 kHz & priced at $17,000) and then in 1986, Barco introduced BDHR, its first projector in the graphics segment (scan rate of 16-45 KHz and priced at $17,375). In June 1987, Barco came up with BG400 for graphics segment (scan rate up to 72 kHz, initially priced at $25,000 and later reduced to $24,000). In the same year, Barco also introduced BD400 (scan rate of 16 to 45 kHz & priced at $14,500) and immediately next year came out with BD600 (scan rate of 16 to 45 kHz & priced at $12,000) and BV600 (scan rate 16 kHz & priced at $8,750).
Barco's main strategy was to work in ni...
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... the higher scan rate is always welcomed. So 75 kHz projector would definitely be appreciated by the customers especially at a much lower price of $15,000 a saving of $9,000 over Barco's BG400. Customers would buy a cheaper projector with the higher product performance. Price signaling quality' issue may not be a big concern here because Sony has a sound established reputation and brand recognition in the market. Further, Sony would be able to tackle this issue by physically demonstrating the performance of the projector at trade show and Infocomm show. This would weaken the correlation between price and quality in the customer's mind. As the projectors are purchased for industry use the snob value is not much of an issue here. Barco cannot afford to engage in the price war and Sony is able to deliver the coup de grace to Barco. Thus merging is possible in this case.
On September 16th 1956 the black and white television became available in Australia. An early model
Sony Music should have been better engaged to allow this division’s management to properly voice their concerns over the piracy of their content. If there had been a taskforce, as mentioned above, developers for the two music devices could have worked with Sony Music to adjust their products to meet the piracy concerns. Maybe then either team could have produced a product that not only did not have sizeable technical drawbacks, but was innovative enough to capture the attention of the marketplace.
At this point, to keep the market position and share BPS should take an immediate action against Sony's market conquering movement with the high-quality but low-priced projector 1270. At this time, the managers of Barco were considering basically two options: pricing option and product development option, but both options had some defects. Strange relationship with the Giant BPS was known its high quality to distributors and end users. Based on its strategy of being ranked in top 3 in the designated market segment high-end projectors, BPS had achieved the no. 1 in graphic projector and managed to be top 3 in data and video projector sectors.
Rivalry among established firms is fierce. There are several factors that illustrate this: established market players (6.1). The product is highly standardized and the switching costs of the customers are low. Players are aggressive (6.2)
was introduce in 1971. IBM then came out with more advance computers such as System/38 in 1978 and the AS / 400 in 1988.
Sony is in a different industry than Kodak. Sony belongs to the Audio/Video Equipment Industry where Eastman Kodak is in the Photography Industry. Sony, however does manufacture photographical tools. Based on the two companies’ history, Kodak will likely continue to have a larger selection of electronic photography products, but Sony will continue to develop similar products, often “improved” versions of Kodak’s original products.
Firstly, Philips’ main capability is the decentralised structure with strong local subsdiaries, which is the National Organisations (NOs). Philips established NO after the war to replace the destroyed industrial plant in Netherlands. During this period, electronics was seen as luxury good and trade barrier between nations was high. The decentralised structure supports Philips in competing effectively with local competitors and enables them to adapt with the diverse local market. Each NO had the their strength and resources to sense and perform adaptive marketing as well as develop their product to respond the local differences. It is reflected in its television product. The first color TV is created in Canada, while the first stereo TV is created in Australia and the teletext TV is created in UK (Bartlett, C. A., 2001). The strong independence of these local subsidiaries also reinforced by the communication barriers during that period (Bartlett, C. A., Ghoshal, S., & Birkinshaw, J. M., 1995). The decentralised structure gives high degree of independence in each international unit, including decision-making autonomy (Daft, R. L., 2009). In the case of Philips, NOs as local subsidiaries had more power over the Product Departements (PD), as Philips gave NOs financial autonomy as well as liberty to set their own target. Thus, the NOs ability of autonomous marketing and product development function had become Philips m...
1. Strategy in the second half of the 1980s: Having innovative, high-quality products and being a reliable, responsive supplier.
There are six key new market disruptions concerning the digital distribution of music: the creation of a new and broad customer base, the possibility of an annuity versus a per-unit revenue model, the gatekeeper advantage for a record company having proprietary access to a new digital distribution infrastructure, understanding of a technology that could be applied to other digital content, need for balance between physical and digital distribution strategies, the strategy the incumbent should adopt with respect to the evolving war over digital distribution standards. Was there a disruption or an evolution?
The Osborne Computer Corporation was founded in 1980 by Adam Osborne. This company was founded upon the idea of developing one product, the portable computer system. The first Osborne 1 was shown at the National Computer Conference in May of 1981 and was an instant hit. It brought brand new concepts to the table, such as a built-in screen and an optional battery back. (2) This computer, though a success, had lots of room for technological advances. A small 5" screen and a weight of 24.5 lbs left users wanting more. Surprisingly, it wasn't the mobility of the computer that was the selling point, but it was the $1500 worth of software that was included in the $1795 price tag. To the business consumer, this was an incredible deal. Within the first 8 months of sales, 11,000 units were shipped and 50,000 were on backorder. The success of the world's first portable computer was apparent, but the business smarts of the Osborne Computer Corporation were not. After massive success with the Osborne 1, the company began to develop a new portable computer system to sell. Despite the rampant success of the Osborne 1, several other computer companies offered a large amount of competition. Not only did the competition make improvements upon the Osborne 1, but they also introduced a new a new IBM operating system that was faster and had more software titles available. Although the competition was heavy, the Osborne 1 continued to sell until early in 1983 when Adam Osborne announced the future arrival of a new product from the Osborne Computer Corporation. This announcement killed the demand for the Osborne 1 in anticipation for its replacement. As inventory increased, sales decreased until Sept. 13th, 1983 when Osborne Computer Corporation filed for bankruptcy. (3)
Obviously, the decision to increase the 1 million in production of Holiday Barbie was based on incorrect order information from retailers. They had the procedure of critical analysis from Devil’s advocacy, which requires members of the decision-making group to bring out all the reasons that might make the proposal unacceptable. They might have come up with a question about whether the quantity of orders exceeded the true demand from consumers by the retailer’s double ordering. 4) How would you describe Mattel’s strategy as of mid-2000?
Threat of substitutes in market as best quality is not always a priority for some customers as they are price sensitive.
R&D and as a result Kodak could sell color film earlier than other companies. From one hand
BSB made another mistake when they focused more on technology and not on customers and costumer needs. Data doesn’t give significant information that costumers wanted higher quality TV (comparing to existent BBC or ITV for instance) as BSB assumed, and therefore thought that having the 15-year franchise of the high-powered DBS channels, the other medium and low-powered were not a concern. Nevertheless, competitors had the capability to overcome the entry barriers. This could be made for example with Astra that would launch medium powered satellite in 1988, and so, before BSB planned to start broadcasting. With medium-powered satellites, Sky coul...
This particular computer also intrigued me because of its processor. The processor is a common one, an Intel Pentium 4. I like that Sony decided to stick with Intel, since they are an American brand. The exact processor they used is the Intel Pentium 4 3.6Ghz 560J with HT Technology. The Hyper threading technology is very helpful and I’m glad they decided to use it because it really makes multi-tasking even with complex software faster and more efficient and significantly cuts down on the lag. The 3.6 Gigahertz processor is very very fast and can handle even the most multifaceted functions. The bus speed is also very impressive coming out with a total of 800 solid Megahertz’s. This is an extremely fast bus speed considering it only has one successor the 1066 Mhz speed.