MARKET STRUCTURE AND COMPETITION EXERCISES Exercise 1: The own firm’s price elasticity is a measure that evaluates how the firm’s demand changes when it alters the price of the good or service offered‚ given that the rest of the variables remain fixed. While the cross-price elasticity measures how a firm’s demand changes when some other firm alters its price. Therefore‚ the second term considers the existence of interrelated firms in the market‚ that is‚ the fact that one firm’s actions affect
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acquisition needs to be focused. Bonnesante needs to submit its first drug to Food and Drug Administration within six months. In order to run advanced analytical software for the preparation of the drug‚ it needs to acquire mainframe computer. Now the decision needs to be taken to either lease or buy the mainframe computer. SOLUTION 1: As a CFO of Bonnesante Research company‚ by taking my colleagues opinion into consideration‚ I have decided to lease the mainframe computer for 18 months instead of
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In a oligopolic market structure‚ there are a few interdependent firms that change their prices according to their competitors. Ex: If Coca Cola changes their price‚ Pepsi is also likely to. Characteristics: Few interdependent firms A few barriers to entry Products are similar‚ but firms try to differentiate them There is branding and advertising Imperfect knowledge (where customers don’t know the best price or availability) To compete or collaborate? Since firms are interdependent‚ they
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rThe Art of Critical Decision Making Part I Professor Michael A. Roberto THE TEACHING COMPANY ® The Art of Critical Decision Making Part II Professor Michael A. Roberto THE TEACHING COMPANY ® Michael A. Roberto‚ D.B.A. Trustee Professor of Management‚ Bryant University Michael A. Roberto is the Trustee Professor of Management at Bryant University in Smithfield‚ Rhode Island‚ where he teaches leadership‚ managerial decision making‚ and business strategy. He joined the tenured
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Managerial Economics & Business Strategy Chapter 4 The Theory of Individual Behavior McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies‚ Inc. All rights reserved. Overview I. Consumer Behavior – Indifference Curve Analysis. – Consumer Preference Ordering. II. Constraints – The Budget Constraint. – Changes in Income. – Changes in Prices. III. Consumer Equilibrium IV. Indifference Curve Analysis & Demand Curves – Individual Demand. – Market Demand. 4-2 Consumer
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Strategic Decision Making General Introductory Ideas 5 Minds of a Manager: Henry Mintzberg To be effective managers need to face the juxtaposition in order to arrive at a deep integration of contradictory concerns. 1) Reflective Mind-Set: Managing Self 2) Collaborative Mind-Set: Managing Relationships 3) Analytical Mind-Set: Managing Organizations 4) Worldly Mind-Set: Managing Context 5) Action Mind-set: Managing Change Emotional Intelligence: Daniel Goleman The 5 Components of EIQ
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For what decisions would estimated cost information be useful if you were a hospital administrator? The Director of a Cinema hall? The Marketing vice president of a bank? Cost information is the information about the different costs that are incurred in the operation
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INTERNATIONAL MANAGEMENT INSTITUTE COURSE OUTLINE: MANAGERIAL ECONOMICS PGDM 2013-15 INSTRUCTORS Dr. Rajeev Anantaram (ranantaram@imi.edu) Dr. Arnab Deb (arnab.deb@imi.edu) 1. COURSE DESCRIPTION In a scenario characterized by increasing uncertainty and competition‚ managers will be called upon to make increasingly complex decisions that will have a crucial bearing on the prospects of the firm they work for. Indeed‚ even Public Sector Undertakings (PSUs) are increasingly faced with the challenge
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Introduction The purpose of this paper is to answer a few important questions: Why do companies allocate costs? How do companies allocate costs? And how this cost allocation can affect the decision making of the company. It is important for the companies to find the proper method to allocate the costs. Cost allocation is an important issue in many companies because many of the costs associated with designing‚ producing and distributing products and services are not easily identified with the
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DECISION MAKING In most companies‚ strategic planning isn’t about making decisions. It’s about documenting choices that have already been made‚ often haphazardly. Leading firms are rethinking their approach to strategy development so they can make more‚ better‚ and faster decisions. STOP MAKING PLANS START MAKING DECISIONS by Michael C. Mankins and Richard Steele I S STRATEGIC PLANNING COMPLETELY USELESS? That was the question the CEO of a global manufacturer recently asked himself
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