Barco Projection Systems Case

From Exhibit 4 we see an average increase in sq. footage of 26% per year for period 1986 – 2000 while average sales growth fall from an

FLD’s 1985 market share was 32.7% with sales of $135 million in that year. Total sales for the industry topped $620 million. (Refer to Attachment 1)

Exhibit 4: Ad Revenue Calculator TV HH Average Rating Average Viewers (thousands) Average CPM1 Average Revenue/Ad Minute2 Ad Minutes/Week Weeks/Year Ad Revenue/Year Incremental Programming Expense

With reference to the financial ratios of HTC in Exhibit 1a, over five years (2004 to 2008), its average net profit margin was 18.8%, return on assets 34.2%, and return on equity

Price will reflect a reasonable pay for the SLP- this is determined through the market demand and market research

a) Draw and properly label the demand and supply graphs (this means you must label the axes and any lines you include on the graph).

LARGE Units sold (excluding specials) Units sold Units embroidered Units dyed Number of orders Number of shipments Number of invoices Sales dollars Acc. Bal. > 60 days 99.770 100.250 5.959 20.536 133 147 112 308.762 1

1. During the four-year period ended December 31, 2008, SciTronics’ sales grew at a _____%

So the price of four Zink servers, $6,800 dollar, also equals 2 Tronn servers with PESA software. So the price of a Tronn server will be $3,400 dollar using the competition-based pricing. Customers will notice that there are no price difference anymore. The PESA software made the Tronn server attractive to a lot of customers but the software is not always working on all software applications. Customers than have to buy 4 Tronn server for twice the price of Zink servers. Customers would than consider not to buy the Tronn servers because they don’t see it as a fair price compared to the Zink servers.

When trying to determine the correct price, a number of factors must be considered: the market and its segments, the size of each segment, the ability to reach each segment, what distribution channels to target, whether to vary price by segment, the usefulness of promotional offerings, and whether the goal is to skim or penetrate each market.

The below analytical graphs will depict and projects potential sales/gross margins figures from year to year when operational. Overall sales of $70 000. Financial statements (profit/loss, cash flow and balance) have been prepared to depict financial operations for the first month of operation as well as if business was to remain operation for 3 consecutive years.

Of these four comparable projects including the client’s development, the average units sold per quarter since launch ranges from approximately 29 to 60 units. It must be noted that projects will normally have a higher sales rate when they are recently launched.

Since BD700 is clearly inferior to Sony 1270 in terms of performance, it cannot be positioned higher. Hence, the development of BD700 should be put on hold immediately and BPS should instead focus on developing the BG800. The cost of developing the BG800 in time for the InfoComm should be compared against the cost of a BPS initiated marketing campaign to promote the BG800 and the pace of its

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?

Both, companies C and D have adopted lower price strategy but used different methods to keep their cost down and different ways to advertise their houses. Clearly, both companies are successful in attracting buyers to buy their properties by using their lower price strategy. Even company C’s products are a little bit expensive than company D’s, but company C has built a higher quality product over company D. No matter which company gets the higher profit, both run successful businesses of small and medium size in the Taiwan construction industry.