Case Analysis of Barco Projection System: Worldwide Niche Marketing Introduction Barco N.V. was established in 1934 as a producer of radio broadcast receivers. At the end of 1970's, facing the economic recession owing to oil supply shock, the company altered its market strategy from consumer market to industrial niche market of projectors. This decision was based on firm and clear vision that Barco knew which market it had to serve. Pursuing top-of-the-line in the high-end niche market, Barco focused on R&D to retain the top quality and launched series of international expansion activities. The strategy of the most advanced player in the niche market resulted in years of its market leadership in graphic projector sector of high-end industrial market. Barco Projection System (BPS) virtually enjoyed the fruit of its dedication on technologically superior projectors, however, the projector market encountered an unexpected (in light of BPS) new product 1270 "superdata" projector (1270) from Sony. Introduced at Siggraph trade show in 3rd quarter of 1989, 1270 showed its superiority in brightness, image quality, and resolution to the counter product of BPS. Since BPS couldn't expect a competing product like 1270, both the company and the distributor were shocked and stirred. Considering Barco's scale in the market, even though BPS was in the position of industry leader, it couldn't defend itself from the attack of the giant like Sony. 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. BPS had intentionally set the bar by making its product "unnecessarily complex" to prevent the entrance of other competitors. Dealers and end-users complained about it but BPS held this strategy since it was regarded as a necessary differentiating way among competitors: Sony, Electrohome, and NEC. Sony was the strongest competitor and had a unique relationship with Barco. Competing in the market of industry projector with Barco, it provided the core component of the projector to Barco - tubes.
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)
Identify and work the BATNA. Also be aware of other negotiator’s BATNA. Remind other negotiator the advantages of TexasAgs offer relative to their unpredictable BATNA. Remind them in subtle way their BATNA is not as strong as it looks. The new production facility of competitor will not be operational until 1987. Resell rights, favoured nations and meet competition are not industry norm and they would not get it even with new competitor. (Lewicki, Saunders, Barry, 2011, p. 258).
The main reason for HandSpring to develop the product in short period of time is highly competitive market of hand-held computing. Companies like HandSpring and 3Com are rushing to catch the potential buyers of the market to gain brand recognition and brand loyalty. Because of this competition the HandSpring is compelling IDEO to speed up their process of innovation to meet market demand.
Philips’ major rival, Matsushita, started as a small electrical house-ware manufacturer in 1918. The company expanded rapidly and soon introduced a flood of new products. By the end of the century, Matsushita grew into a global player with powerful brand names such as Panasonic, Quasar Technics, and JVC.
Years later, the Telecommunication Act of 1996 triggered dramatic changes in the competitive landscape. SBC Communications Inc. established itself as a global communications provider by acquiring Pacific Telesis Group and becoming the new AT&T. The merger of AT& T and BellSouth, along with the ownership consolidation of Cingular Wireless and YELLOWPAGES.COM, will speed convergence, competition and continued innovation in the communications and entertainment industry, creating new solutions for consumers and businesses and positioned to lead the industry in one of its most signifi...
information about the history and the current company situation are covered. Later some interesting and different technical issues are
Historically the personal computer (PC) industry has sold its products at reasonably high prices yet garnered only small profit margins. One reason for this is the high competition in the PC industry which led to competitive pricing among producers. Analyzing the competitive environment of the PC industry, it is evident that there is very little barrier to entry in this market. PC's have very low physical uniqueness and are made of standard components that require very little expertise to assemble.
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...
For many years, IBM succeeded in holding a very good market position. In fact, the company achieved a very high market share and huge profits. However, this situation did not last forever. In 1990, IBM experienced its first quarterly loss of $2billion due to some unexpected accounting charges. However, revenues increased from $62.7 billion in the previous year to $96 billion. In 1991, the c...
During 1998-2003, SEC invested $19 billion into chip factories and $17 billion into manufacturing facilities for TFT-LCDs, which would be a major component for flat screen TVs and computer screens. Even though SEC was focused in the manufacturing process, it didn’t make SEC a rigid company.
After the Second World War, Philips has become the leading consumer electronics company. There are several key capabilities that contribute to this success, including the capabilities of local subsidiaries, the shared leadership within management and the strong and consistent research.
Gome Electrical Appliances: Competing for Channel Leadership tell us a story about the legendary development of Gome Electrical Appliances. Its low price sales strategy and the countermeasures toward the price control of the color television price alliance to maintain channel leadership. This case analysis identified two major problems of market strategies Gome took in the channel leadership battle, provided two recommendations, and then analyzed the feasibility of the recommendations.
Optimum performance, superior technologies and reliable service are the characteristics of our computer product lines. We carry the leading brands of Personal Computers, Laptops & Notebooks loaded with licensed software and Clone Computers using the latest computer technology that comes with 1 year warranty in cash and easy installment packages of up to 1 year, user friendly designs and superb service anytime and anywhere in the Philippines.
We intend to exploit our leadership role by continuing to target and enter segments of the communications market that we believe will experience rapid growth or grow faster than the industry as a whole....