Atlantic Computer Case
Introduction: Jason Jowers, who had recently been hired by the computer manufacturer, Atlantic Computer, needed to devise a pricing plan for the company’s newest products: The Atlantic Bundle. This bundle contained the Tronn server and its corresponding software, the PESA. After an initial marketing meeting with a few key players, Jowers had input from the head of the server division (Matzer), the director of the division’s R&D team (Jones), and the director of new product marketing (Fowler). In addition, Jowers also needs to take into consideration the thoughts of the sales department, lead by Jairo Cadena. Atlantic’s biggest competitor is Ontario Computer, Inc, which is a cost cutter in the industry, and
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Minimizing these costs as well as the acquisition costs are important to customers in the basic server segment. Moreover, customers in this segment are interested in sales support and want their servers to be able to handle information requests from websites and have information readily available to the employees. This is an opportunity for Atlantic because the PESA software allows four servers to run simultaneously, lowering the procession costs significantly. The software also helped administrators monitor the health of the systems and be more responsive regarding to repairs. Atlantic can leverage the benefits that the software brings to the customers that Ontario computers does not have.
Internal Analysis: Atlantic company is the largest player in the overall industry and has been in the server market for over 30 years selling high end performance servers. They had captured the large enterprise customer segment and also captured the reputation for providing top-notch, reliable products. This corresponded with their reputation for providing quality and responsive sales assistance. Their customer intimacy and product differentiation is what leads them in the market. A weakness in the company is the divergent opinions and goals internally. This was apparent in the initial meeting, where Jowers was bombarded with different ideas and suggestions as to how to view
Many of the problems that Carl has found concerning the new employee orientation could have been avoided. Carl is a recently hired employee himself. He should have kept up with the progress of the new employee orientation and checked on the files for the applicants. ABC, Inc. should also have made sure that their new employee was capable of doing his job efficiently. If Carl had stayed on top of his project, the problems that he faced would not have occurred.
Pricing is a pertinent issue in procurement and acquisition in organizations. Consumers buying the commodities of an entity should get clarity on pricing related issues. There is uncertainty in Pro
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Atlantic computer’s most important goal is to increase profitability by selling ‘Tronn with PESA’ packages to consumers who want to operate web sites or share files. Among 4 price alternatives suggested in the case, the price based on value-in-use pricing analysis will be charged for ‘Tronn with PESA’ package. To achieve this goal, the company should overcome some impediments; one is that consumers are not accustomed to paying more money for the software tool such as PESA, and the other is that the company does not have sales structure for its new product. To overcome these problems, the company can make the new server product category and
An organization’s pricing strategy will vary depending on multiple factors. An organization needs to understand their competition and market share, the distribution chain, and ultimate goal of customer retention. This paper will review the pricing strategies of Intuit.
The discussions broke the team members into two distinct groups. The debate that was held about the two candidates revolved main around the values that each member held to be more desirable; friendliness and experience versus reliability and knowledge. The first group argued that the friendlier candidate would be a better fit for the position mainly because the members of that group tended to be more heavily involved in people oriented side of the organization, while the other group and the other candidate were more versed in the technical side of the organization. However, rather than this group meeting basing its agenda on the discussion of the values of the candidates, it was a series of comparison arguments in which each side attempted to argue why the other candidate would not do well in the open position. Both groups turned away from the civility required for such a group discussion to be rational and productive, and instead adopted a hostile approach.
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