recent development‚ Barco has to decide which product amongst BD 700‚ BG 700 and BG 800 to introduce. Analysis : Desperate Times Call for Desperate Measures. After the recent introduction of 1270 Projector by Sony‚ all the plans and projections of Barco have gone awry and moving towards the development of BG 800 seems to be the best option. The SWOT Analysis below illustrates the same : Development of BG 800 – SWOT Analysis Strengths Weaknesses Oppurtunities Threat Can help Barco Maintain its Market
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Barco Projection Systems (A): Worldwide Niche Marketing In response to Sony’s low priced and high performance 1270 projector‚ Barco should continue with its scheduled BD700 and accelerate development for the BD800. Though the BD700 is the first digitally controlled projector with scanning frequency‚ it still would not be as competitive against Sony’s new model 1270. Therefore‚ Barco will have to launch this product with a significant price differential from the 1270 so that customers will be
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Barco Projection System Based on Barco’s commitment and its research data since the advent of the company‚ it is evident that Barco does not sell its product‚ driven by market demand but is highly technology driven: marketing strategy and product development follow engineering. This allows Barco to charge higher prices (evident due to higher quality product) than the competition. Sony’s surprise introduction of the 1270 is a clear attack on Barco’s niche market. In general‚ Barco’s main products
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Which of three product development options should BARCO pursue and why? Going by all the information given in the case‚ Barco should go for launching the BD700 in time for Infocomm in January 1989. The reasons for this decision are as follows: • The BD700 is Barco’s pet project that has already seen an investment of 180 person months. Only about 27 person months more is to be allocated for its full launch development. This is not a high amount and a fully functional version can easily be launched
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1. How large is the projector market in unit terms? Method A: BPS sold 4‚400 units in all three categories in 1988 Video: 4‚400*35%=1‚540 Data: 4‚400*53%=2‚332 Graphics: 4‚400*12%=528 BPS’s market share of Data&Graphics: 25% (2‚860) Data&Graphics market: 2‚860/25%=11‚440 Data&Graphics is 37% of the whole projector market Projector market: 11‚440/37%=30‚919 Method B: BPS sold 4‚400 units in all three categories in 1988 Video: 4‚400*35%=1‚540 (8% market share) Data: 4‚400*53%=2‚332
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Barco projection system as Barco N.V’s second largest division‚ its strategy to be successful in the market is to niche its product lines in the field of high-end markets. BPS aimed to enter any markets only if they had possessed in-depth knowledge and professional technology to be the top manufacturer about the industry. Moreover‚ Barco devoted itself into research and development of their products. So understanding the specific data and information is a very vital part of Barco’s employee culture
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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
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Barco Case Group members: Siyu Liu ‚ Yating Li Che Zheng ‚ Liang Dong‚ Xiaoxuan Gu I. SUMMARY In order to maintain BPS high-end projector market and keep high market share in the marketplace on the existing of the competitive of Sony’s production‚ we had a drastic discussion about BPS’s situation. Through discussion‚ we define the problems that BPS is facing. Then‚ we analysis its three possible strategies which include pricing option‚ production development option and stability of supply
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Barco Projection Systems: Worldwide Niche Marketing Q1) How would you describe the product line strategy of Barco vis-a-vis Sony? A product line strategy is a strategy to develop an upgraded product to enable the firm to control the largest possible market share. Barcos Product line strategy in the 1980s and early 1990s was one that concentrated on segmenting markets by scan rate and developing various products aimed at various industrial markets. Its first product was a video projector for
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SEMESTER V SL. NO COURSE CODE COURSE TITLE L T P C THEORY 1 MC9251 Middleware Technologies 3 0 0 3 2 MC9252 Software Project Management 3 0 0 3 3 E2 Elective II 3 0 0 3 4 E3 Elective III 3 0 0 3 5 E4 Elective IV 3 0 0 3 PRACTICAL 6 MC9254 Middleware Technology Lab 0 0 3 2 7 MC9255 Software Development Lab 0 0 3 2 TOTAL 15 0 6 19 SEMESTER VI SL. NO COURSE CODE COURSE TITLE L T P C PRACTICAL 1 MC9261 Project Work 0 0 24 12 TOTAL 0 0 24 12 Total No of Credits to be earned
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