Barco Case Analysis Analysis of the current product portfolio of Barco(Appendix A). High Market Share Low Market Share High Market Growth rate NA Graphics Projectors (Barco had 4% units in 1988 and had predicted a growth of 41%) Key Competitor – Electrohome Low Market Growth rate Data Projectors (Barco had 33% units in 1988 and had predicted a growth of 12%) Video Projectors (Barco had 63% units in 1988 and had predicted a growth of 1%) Key Competitor - Sony Looking at the data we
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Barco Systems Recommendation: We believe Barco should proceed with the planned introduction and launch of the BD700 in October 1989 at a reduced price of $12‚000 to shield it from the impact of Sony’s 1270 in case the same is launched at $15‚000. This price reduction is feasible because the data segment earns a high margin of 51% which can be used to reduce the price. The BD700 would have a scan frequency of 64 kHz which while short of the 1270’s 75 kHz would be sufficient for a data projector
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1989 ( projected ) Video 19‚564 19‚579 Data 10‚518 11‚811 Graphics 972 1‚360 Total 31‚054 33‚693 2. Describe Barco’s product line evolution over time – focus on the time when different products in the line were introduced and upgraded. Barco entered the projection systems market in 1981 with the development of a video projector for showing motion pictures in airplanes. Its first projector‚ named the BarcoVision1 (BV1) was well-received and sold strongly in the U.S and European markets
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Group work Case unit 1 Barco Projection Systems (A): Worldwide Niche Marketing Group members: Danny Cornelia Marieke Martens Introduction Here follows a small summary and recommendations of the case. Summary Barco NV is a manufacturer company that produces broadcast monitors and professional video equipment. They focus on top of the line products in niche markets. The company’s strategy consisted out of three main elements. First they want to
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Fractionalization and the municipal bond market Daniel Bergstresser* Randolph Cohen** Siddharth Shenai*** (First version April 2010. Current draft June 2011. Comments welcome.) Abstract We study the impact of ethnic and religious fractionalization on the U.S. municipal debt market‚ and find that issuers from more ethnically and religiously fractionalized counties pay higher yields on their municipal debt. A two standard deviation increase in religious fractionalization is associated
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CHAPTER ONE INTRODUCTION 1.1 Background to the Study The terms ‘youth’‚ ‘teenager’‚ ‘adolescent’‚ and ‘young people’ are all used to describe people in the phase of life that marks the conversion from childhood to adulthood. While there is universal agreement on the transition from childhood to adolescence‚ when exactly adolescence ends and adulthood begins is less clear as the stage of adolescence is culture-specific and therefore different in every society. In some cultures‚ the transition from
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Which of the three product development options should BARCO pursue and why? I think BARCO (BPS) should for the third option‚ i.e.‚ to turn to immediate development of the BG800. Following considerations justify this decision: * BPS had a reputation for the highest quality final image and excellent reliability once fully installed. This was the reason why BPS could charge a premium on its products and keep the distributors and dealers satisfied. Sony’s 1270 posed big threat to BPS’ market position
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BARCO PROJECTION SYSTEMS (BPS): CASE STUDY SUBMISSION Option Three (Development of BG 800). (a) Barco’s business model is based on differentiation strategy‚ which in turns caters for a particular niche segment of the projection system market. BPS is thus able to charge a premium price for its products. In order to be competitive BPS cannot play the price war game with Sony‚ which has much wider presence in the electronics market. In addition‚ price war will erode the complete market. BPS can
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Sonoco Case Analysis Sivaraju Kuraku‚ Dhaval Parekh‚ Bhavin Shah and Jyminor Guerisma RIT Graduate Writing Strategies Dr. Patricia Poteat 04/23/2014 Introduction Many will agree that it is sometimes easier to start from scratch than to build upon and/or restore someone else’s accomplishment. There can be several reasons for that and can be sited only two of them in the context of this case. First‚ people see things differently. Depending on one’s personal background and past experiences
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1. Does Lincoln follow a hierarchical or decentralized approach to management? Explain your answer and give examples. According to the hierarchy at Lincoln electric‚ it appears like using a decentralized approach to management. Asper (Draft‚ 2010)‚ “Decentralization relies on cultural values‚ traditions‚ shared beliefs‚ trust and an egalitarian spirit to foster compliance with organizational goals” (p. 548-549). To be more detailed‚ At Lincoln there is an open door policy for every employee
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