These analyses help the Company to set its pricing policy for each customer in a way that enables the Company to use price to its best advantage against competition in the marketplace:
|Analysis 47: Competitor Price Point Pricing Index|
|Analysis 48: Average Price Received by Competitor|
|Analysis 49: Market Segments Where Share Moves on Low Price|
|Analysis 50: Returns from Price Leverage Roles|
|Analysis 51: Loss On Price Index|
|Analysis 52: Time To Lateralize Price Discount|
|Analysis 61: Unit Equivalent Sales Price Needed to Justify Marginal Capacity Addition|
|Analysis 62: Sources of New Capacity|
|Analysis 67: Unit Price by Customer Size|
|Analysis 68: Relative Price by Customer|
|<<Return to Analyses Home Page|
|Over the years, we have written a number of Perspectives that cover a broad range of subjects in deteriorating and hostile marketplaces. We recommend that you review some or all of these articles before undertaking extensive analyses or delving deeper into the other Perspectives. These broad discussion Perspectives add important context to the Analyses, Symptoms and Implications and to the other Perspectives. These general articles include:|
| "Use Subtle Strategy in Tough Markets"
A hostile market operates differently than a market with "normal" competitive conditions. But as difficult as a tough market can be, it can also present an astute management team with an unusual opportunity.
| "Rare Mettle: Gold and Silver Strategies to Succeed in Hostile Markets"
Managements of winning companies have common themes for success in hostile markets. They each follow five basic themes. While virtually all successful companies are aware of these themes, their implementation differs according to their market position at the onset of hostility.
| "Staying Alive in a Hostile Marketplace"
A few companies survive and even prosper during periods of hostility. How do these companies avoid being the victims of tough market conditions?
| "Success Under Fire: Policies to Prosper in Hostile Times"
A hostile market evolves through six predictable phases. Most companies fail, withdraw or become acquisitions before this evolution is complete. They fail because their management policies were not effective. The few who survive and prosper do so by making decisions that follow two rules: attract customers and discourage competition. Losers lose by not following the second rule.
| "Turmoil Below: Confronting Low-End Competition"
There are four major types of competitor who offer your customers low prices. Each of them have distinct weaknesses. Your response to them depends on your answer to several tests that you would apply to your market and your competition.
| "The Wisdom of Salomon"
In the late '80s, the investment banking firm of Salomon Inc. decided to leave the municipal bond market – a market the firm had lead. This withdrawal showed just how limited management's options are when a market goes into overcapacity and how the best choice under such conditions may be the painful decision to leave the industry.