Atlantic Computer Inc
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This document summarizes a case analysis for Atlantic Computer Inc regarding pricing strategies for its new basic server product called Tronn. Key points: - Atlantic faces a pricing dilemma for Tronn as it enters the basic server market dominated by Ontario's Zink server. - Options include bundling/unbundling Tronn and software, maintaining cost-plus pricing, competitive pricing, or value pricing. - Tronn targets small/medium businesses with inexperienced IT needs for file/web servers. - A value proposition shows Tronn with bundled software has lower total cost of ownership than two Zink servers. - The decision is made to value price T
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Case study 2 mm
Atlantic Computer is developing a pricing strategy for a new basic server called Tronn that will be bundled with performance-enhancing software called PESA. Jason Jowers must determine the price of this "Atlantic Bundle". The case discusses four potential pricing strategies: maintaining the status quo of free software; competitive-based pricing relative to main competitor Ontario; cost-plus pricing; and value-in-use pricing based on cost savings. After analyzing the options, value-in-use pricing is recommended as it would be cheaper than competitors' servers while providing equal performance and generating high revenue.
Atlantic computers
Atlantic Computer is considering various pricing options for its new basic server segment offering called Tronn, which is loaded with its proprietary PESA software. The document analyzes 4 pricing options: 1) Give PESA for free, 2) Price Tronn equivalent to 4 competitor servers, 3) Use a cost-plus approach, 4) Use value-in-use pricing comparing Tronn to 2 competitor servers. It recommends option 4 as it has the highest profitability, lowest break-even time, and considers the true value provided to customers through cost savings.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Atlantic Computers: A Bundle of Pricing Options
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
Smm atlantic computer
The document discusses pricing options for Atlantic Computer's new server bundle. It considers maintaining status quo pricing, competition-based pricing, cost-plus pricing, and value-in-use pricing. It recommends value-in-use pricing to set the price at $3,200 per unit. This option frames the bundle's value in terms of savings versus competitors and shares that value between the supplier and consumer. The price allows Atlantic to recover expenses from developing its software within three years while leveraging direct sales over online sales.
Atlantic computer case analysis
Atlantic Computer manufactures servers and high-tech products. It dominates the traditional server market but seeks to enter the growing basic server market. It developed the Tronn server and PESA software to accelerate Tronn's speed by 4 times. Atlantic must determine pricing for the Tronn-PESA bundle. Four options are analyzed: 1) include PESA for free 2) price competitively against main rival Ontario 3) use cost-plus pricing 4) value-in-use pricing sharing savings. The analysis recommends value-in-use pricing to demonstrate value to customers while allowing for potential profit sharing that benefits both parties.
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Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
Atlantic Computer
Atlantic Computer is developing the Tronn server with PESA software for the basic server market. The Tronn with PESA is expected to perform 2-4 times better than competitors like Ontario Zink servers. It is targeted at the small and medium enterprise market focusing on web hosting and file sharing. The Tronn is being developed specifically for the US market where demand for basic servers is expected to reach 50,000 units in 2001 growing at 36% annually through 2003. Bundling the Tronn server with the PESA software provides customers benefits of higher performance at lower operating costs compared to cost-based pricing without PESA.
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Atlantic Computer is developing a pricing strategy for a new basic server called Tronn that will be bundled with performance-enhancing software called PESA. Jason Jowers must determine the price of this "Atlantic Bundle". The case discusses four potential pricing strategies: maintaining the status quo of free software; competitive-based pricing relative to main competitor Ontario; cost-plus pricing; and value-in-use pricing based on cost savings. After analyzing the options, value-in-use pricing is recommended as it would be cheaper than competitors' servers while providing equal performance and generating high revenue.
Atlantic computers
Atlantic Computer is considering various pricing options for its new basic server segment offering called Tronn, which is loaded with its proprietary PESA software. The document analyzes 4 pricing options: 1) Give PESA for free, 2) Price Tronn equivalent to 4 competitor servers, 3) Use a cost-plus approach, 4) Use value-in-use pricing comparing Tronn to 2 competitor servers. It recommends option 4 as it has the highest profitability, lowest break-even time, and considers the true value provided to customers through cost savings.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Atlantic Computers: A Bundle of Pricing Options
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
Smm atlantic computer
The document discusses pricing options for Atlantic Computer's new server bundle. It considers maintaining status quo pricing, competition-based pricing, cost-plus pricing, and value-in-use pricing. It recommends value-in-use pricing to set the price at $3,200 per unit. This option frames the bundle's value in terms of savings versus competitors and shares that value between the supplier and consumer. The price allows Atlantic to recover expenses from developing its software within three years while leveraging direct sales over online sales.
Atlantic computer case analysis
Atlantic Computer manufactures servers and high-tech products. It dominates the traditional server market but seeks to enter the growing basic server market. It developed the Tronn server and PESA software to accelerate Tronn's speed by 4 times. Atlantic must determine pricing for the Tronn-PESA bundle. Four options are analyzed: 1) include PESA for free 2) price competitively against main rival Ontario 3) use cost-plus pricing 4) value-in-use pricing sharing savings. The analysis recommends value-in-use pricing to demonstrate value to customers while allowing for potential profit sharing that benefits both parties.
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Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
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Atlantic Computer is developing the Tronn server with PESA software for the basic server market. The Tronn with PESA is expected to perform 2-4 times better than competitors like Ontario Zink servers. It is targeted at the small and medium enterprise market focusing on web hosting and file sharing. The Tronn is being developed specifically for the US market where demand for basic servers is expected to reach 50,000 units in 2001 growing at 36% annually through 2003. Bundling the Tronn server with the PESA software provides customers benefits of higher performance at lower operating costs compared to cost-based pricing without PESA.
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2. The document discusses that the most important way to ensure profits is through cost reduction. Toyota's Toyota Production System focuses on reducing costs through techniques like just-in-time manufacturing, continuous flow production, and establishing takt time to synchronize manufacturing speed with customer demand.
3. Key principles of just-in-time manufacturing discussed are establishing takt time, continuous flow processing without intermediate inventory build up, and using a pull system where downstream processes pull parts only as needed from upstream processes.
Toyota Production System (Bussiness Case Studies & Plan)
Toyota Production System (Bussiness Case Studies & Plan) for a research subject in Supply Chain Management.
Telecom SaaS Billing Solutions Case Study
The document discusses whether a telecom operator should deploy a Software-as-a-Service (SaaS) billing solution. It notes that telecom services and technologies have increased in complexity, creating challenges for outdated legacy billing systems. Some mid-size and small operators have already adopted SaaS billing solutions to reduce costs and quickly launch new services. The document argues that SaaS billing adoption will likely increase over time for large operators as well, as the solutions provide benefits around flexibility, scalability and total cost of ownership. It concludes that telecom operators should evaluate their existing infrastructure, finances and needs to determine if a transition to SaaS billing is appropriate for their situation.
Why all software teams move towards zero innovation speed - And what to do ab...
1. The document discusses how all software teams eventually move towards zero innovation speed due to increasing maintenance needs and code obsolescence over time.
2. It recommends writing less code, writing better code, and reducing code by using domain specific languages, driving quality culture, and performing model-based legacy transformation.
3. Model-based legacy transformation involves refactoring legacy code with test harnesses, migrating to models, and performing continuous refactoring to reduce code size by 30-40% over multiple years.
B4B: Where Tech is Headed
The document discusses the shifting technology business models and trends driving suppliers to transform from traditional product-focused models to outcome-focused models. It outlines four levels of supplier operating models, with levels 1 and 2 representing traditional product-focused suppliers and levels 3 and 4 representing outcome-focused suppliers. As customer demand shifts to prioritize outcomes over products, suppliers must transform their offers, financial models, sales processes and operations to remain competitive in capturing this new market. Level 3 and 4 suppliers are preparing to discuss customer outcomes rather than just products and features to better meet business needs.
Reliance Communication Sip presentation
This document summarizes a presentation on Reliance Communication's market potential for telecom services in corporate regions of Pune, India. A study was conducted through surveys of 120 corporate customers across various areas of Pune. The findings showed that Vodafone and Airtel were the dominant players for voice, while Reliance, Vodafone and Tata dominated the data market. Recommendations included improving connectivity, resolving billing issues, enhancing after-sales service and focusing on regular corporate activities to understand customer pain points.
Telecom digital strategy impact on organization
The slides try to give a high level analysis of telecom business complexity and how Telecom digitalization strategy will create new Organization transformation needs with the creation of new roles and responsibilities.
Giacomo Squintani, PTC presenation at Spare Parts 2013
"Spare Parts:from undervalued challengeto profit-boosting opportunity" Giacomo O. Squintani, Marketing Manager from PTC presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Econ606 chapter 09 2020
This document discusses the economic costs of production for businesses. It defines economic costs as the opportunity costs of resources used in production, including both explicit monetary costs and implicit costs. The document distinguishes between accounting profit, which only considers explicit costs, and economic profit, which considers total opportunity costs. It then covers the relationships between total, marginal, and average production in the short-run and how costs like total, average, and marginal costs are derived. Finally, it discusses long-run production costs and how economies of scale can result in lower average costs for businesses.
Cost Benefit Analysis
This document analyzes cost savings from using thin clients and CRT monitors over traditional desktops and LCD/TFT monitors for an office IT infrastructure. It estimates that thin clients can reduce IT infrastructure costs by 60% through lower power usage and replacement costs compared to desktop computers. Using CRT monitors rather than LCD/TFT monitors can also reduce costs by 60% while still lasting 5 years if second-hand monitors are used. An embedded computer is recommended for digital signage due to its low cost, maintenance needs, and ability to meet software licensing requirements.
Green sunlight final presentation
This document outlines the business model and simulation model for a proposed digital startup called Green Sunlight. It includes a business model canvas outlining key partners, activities, value propositions, customer relationships, segments, channels, resources, and revenue streams. It then discusses problem articulation, data collection and analysis on targeting demographics and awareness factors. Dynamic hypotheses are formulated and a stock and flow simulation model is created in Vensim, including functions for customer rates, revenue, costs, and tax calculations.
Microsoft Dynamics CRM for Field Service
This webinar presentation provides an overview of Microsoft Dynamics 365 for Field Service. The presentation is approximately 45-60 minutes long, with Peter Thomas as the presenter. Dynamics 365 has undergone improvements and is a leading CRM platform. It offers productivity features for those using Microsoft tools. The webinar will provide insight into recent changes to Dynamics 365 for Field Service, including features like mobile connectivity, service agreements, inventory management, customer experience, scheduling and dispatch, service forecasting, billing, and more. Pricing models are also reviewed.
Presentation
The document provides a recommendation for Southwest Airlines to maintain its competitive advantage while growing internationally. It recommends integrating AirTran's computer booking and rewards systems, establishing AirTran as an international sub-brand by reducing redundant staffing, and introducing an incentive plan tied to productivity measures to boost employee performance and financial results. The recommendations are estimated to generate over $573 million in additional net income over four years by increasing productivity while preserving Southwest's culture.
Spotlight on Technology: Steering Clear of the IT Danger Zones
This document discusses key trends in the IT services market and how vendors can succeed. It finds that companies are increasingly outsourcing IT and migrating to cloud-based services. This favors specialized vendors over generalists. Customers also prefer specialists that can deliver solutions tailored to their industries. To thrive, vendors must focus on differentiated services, improve cloud delivery, and understand customers' business metrics and satisfaction drivers. Those adapting to offer specialized, industry-focused solutions will find the greatest opportunities.
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Toyota production-system-bussiness-case-studies-plan-19345
Toyota production-system-bussiness-case-studies-plan-19345
Toyota Production System (Bussiness Case Studies & Plan)
Toyota Production System (Bussiness Case Studies & Plan)
Why all software teams move towards zero innovation speed - And what to do ab...
Why all software teams move towards zero innovation speed - And what to do ab...
Giacomo Squintani, PTC presenation at Spare Parts 2013
Giacomo Squintani, PTC presenation at Spare Parts 2013
Spotlight on Technology: Steering Clear of the IT Danger Zones
Spotlight on Technology: Steering Clear of the IT Danger Zones
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Consumer Behavior of Bihar and Bengal
This document discusses two subcultures in India - the Bihari subculture from the state of Bihar, and the Bengali subculture from West Bengal. It describes some key aspects of each subculture, including religious practices, festivals, cuisine, arts, and economic activities. For the Bihari subculture, it highlights the Chhath festival, popular foods like litti and thekua, handicrafts like Madhubani painting, and industries like silk production. For the Bengali subculture, it discusses Durga Puja celebrations, fish and rice-based cuisine, film industry, and jute production. The document examines how these subcultures shape consumer behavior in their respective regions through
Universal Banks of UK
Universal Banks of UK analyzes the financial performance of Barclays, Lloyds, HSBC, and RBS based on data from 2012-2013. Key findings include:
- Profits are growing across banks, with HSBC the top performer, though RBS still struggles with financial health
- Cost to income ratios are stable but operating expenses declining, except at RBS
- Regulatory environment poses risks as new guidelines implement, but banks able to meet current targets
- ROE declining across banks except HSBC, while asset quality looks better though RBS lags on loan loss rate
Billie Daniels
Billie Daniels, a district sales representative for Consumer Foods Inc, engaged in an unethical practice of commission sharing with supermarket staff to increase sales. This violated ethical standards and potentially unfair competition laws. As a result, the National Sales Manager, Harper, must decide how to handle the situation. Harper failed to properly communicate the company's ethical policies to subordinates when he took the role. If Billie is not fired, it could undermine the company's credibility and allow unfair practices to continue. The company needs to immediately fire Billie, collaborate with supermarkets to investigate other offenders, and draft a formal ethical policy to prevent future issues.
Eicher Motors
Eicher Motors is analyzing entering the nascent LCV market in India. They have several competitors who entered the market earlier such as Toyota, DCM Toyota, Allwyn Nissan, Swaraj Mazda. Eicher is recovering from a financial crisis and wants to leverage its expertise in tractor distribution to distribute LCVs. The document proposes a two channel design - one channel for LCV sales and another dedicated channel for LCV spare parts sales to reach all areas of the country. It suggests selecting exclusive dealers who were supportive during the downturn in the tractor market and can apply their tractor selling expertise to selling LCVs.
Gillette India Ltd.
Gillette India Ltd is analyzing its channel strategy for shaving blades as it is bleeding sales due to competition. It is considering severing ties with its current distributor Lipton. This presents risks but keeping the current strategy will lead to demise. Gillette needs to select independent wholesalers dealing in complementary products to build a new multi-level nationwide distribution channel. Retailers should be encouraged to display shaving kits to boost sales of Gillette's premium blades.
Kelsey Manufacturing Company
Kelsey Manufacturing is facing declining sales as its product lines have become stagnant and mature. The company still operates like a family business rather than a corporation, and lacks an understanding of its distribution channel problems. It needs to consult channel partners to refine its product lines, select exclusive distributors, promote directly to end customers, rationalize margins, and invest in technology to modernize. Pruning unprofitable products, focusing distribution, and addressing partner concerns could help Kelsey reverse its sales trend.
Mattel Toys India Ltd.
This document analyzes Mattel Toys India's distribution strategy and challenges in the Indian market. It discusses Mattel's previous strategies that led to inventory issues and retailer unhappiness due to margin differences compared to unorganized competitors. Mattel's new strategies brought initial sales growth but also unease among distributors due to reduced margins and the introduction of wholesalers. The document concludes Mattel must properly profile retailers, ensure all channel margins are equitable, only promote competent managers, and rethink its distribution channel strategy.
Crestlight Paper Company
Crestlight Paper Com. is witnessing widespread restructuring initiated by Farrel, including replacing the Divisional Sales Manager Wesley with the greenhorn Andrew. Andrew needs to focus on improving salesforce performance and rationalizing sales territories. Based on objective metrics like profit contribution, sales expenses, call conversion rates, and subjective metrics like experience, Prince and Vereker performed the worst and Andrew should gradually replace Prince and replace Vereker. Territories also need rerationalizing based on accounts rather than pupils.
Cooper Pharmaceuticals Inc.
Cooper Pharmaceuticals abruptly terminated Bob Marsh after 12 years as a drug sales representative in Toledo. Customers are complaining about the decision. Marsh had a history of strong customer relationships but poor record keeping and disorganization. While earlier managers acknowledged his strengths, later ones focused more on weaknesses in performance reviews. The frequent changing of sales managers and lack of career development or enrichment for Marsh contributed to his disengagement. Terminating such a loyal employee with good customer relationships was too harsh a decision without addressing his motivational needs or trying other options.
Eureka Forbes Ltd.
- Eureka Forbes is facing falling sales of its Euroclean vacuum cleaner and CEO Goklaney introduces a new salesforce evaluation and compensation scheme as a pilot to address this issue.
- The current scheme puts high pressure on sales personnel with long work hours, high attrition, and minimal training.
- The new "Bettering the Best" scheme aims to improve sales volume and process through smaller goals, rewards for all activities, and a focus on customer retention and referrals. However, it also faces pitfalls like an overemphasis on recruiting new customers and a lack of training support.
Canada Goose Inc.
Canada Goose is weighing two distribution offers from national retail chains Asmuns and Levine to expand its reach, but risks diluting its luxury brand image. The offers would give Canada Goose access to a wider customer base nationally, but could reduce its exclusivity by making its products more widely available. Canada Goose also risks upsetting its existing independent retailers and losing control over how its products are displayed and marketed. The summary recommends Canada Goose reject both offers to protect its brand identity as a high-end, adventurous luxury brand catering to a niche market.
Ace Brokerage Company
- Ace Brokerage operates in the food retail market in Steel City, Alabama and has a 70% market share through its partnership with Morreaux Sugar.
- Morreaux wants Ace to expand into the institutional business segment, but Ace's president Kline is reluctant due to lack of expertise in that area.
- There is a divergence in goals between the two companies, as Morreaux wants to capture both the retail and institutional markets while Ace is comfortable only in retail.
- For Ace to succeed in the institutional segment, Kline would need to invest in a new salesforce with the proper expertise, which he is reluctant to do.
Krishna Rubber Company
This document summarizes a case analysis for Krishna Rubber Com. (KRC), a major tire manufacturer that has seen declining market share. Regional Sales Manager Ronit was sent to revive sales in the North Zone. He exiled Chandigarh Sales Executive Ramandeep (RD) to Rajasthan. Ronit reexamined the decision in solitude. Key considerations were arresting the drop in market share, expanding the dealer network, reducing days outstanding, salesperson performance reviews, RD's loyalty and career stage, and impact on salesforce morale. Analysis showed RD's sales targets and achievements falling while others improved. It was decided RD failed to adapt to market changes, but the document recommends rethinking the decision due to
Industrial Chemicals Inc.
- Industrial Chemical sells the highly differentiated pigment WP-88, which captures 80% of the market but sales are projected to flatten in 3 years
- The marketing manager advocates for technical application services to augment the product while the R&D and sales managers prefer other approaches
- The document discusses proposals and concerns with following the marketing manager's recommendation to offer technical services versus focusing on new product development or increasing sales
- It ultimately decides that differentiating the product through technical services can help milk the existing product further by moving customers to more experienced specialists versus commoditizing the product
Business Process Management Tools
This document discusses tools for business process management (BPM). It introduces BPM tools as software that can model and store details of business processes. While there are many sophisticated BPM tools available, no single tool is ideal today. Basic business processes can be designed using BPMN (Business Process Model and Notation) or Visio. The document also provides examples of how BPM tools are used for various systems like warehouse management, material management, and helpdesk management. One example depicted is a warehouse management system process that checks availability and funds before dispatching an order.
Payroll Brochure
HAS is a global leader in payroll BPO services with over $3 billion in revenues and 25+ years of experience. It employs 20,000 people serving over 100,000 clients in 48 countries. HAS offers a wide range of HR, payroll, talent management, tax, and benefits administration solutions from a single source to help clients comply with regulatory changes. HAS also provides integrated computing solutions for automotive dealers worldwide.
Windows Azure
Azure is Microsoft's cloud computing platform that allows users to build, deploy, and manage applications and services through Microsoft-managed global datacenters. It provides infrastructure as a service (IaaS) and platform as a service (PaaS) and includes compute, storage, content delivery and other services. Azure targets independent software vendors, small businesses, freelance programmers, and large enterprises seeking non-critical cloud applications and services with benefits like scalability, low upfront costs, and global reach.
Amhurst Computer Inc
Allen loses a chance order from Uptown clinic by bypassing customer liaisons and aggressively pushing an expensive computer that did not meet the customer's needs. The document recommends that Allen should have used the SPIN framework to have a better conversation by asking questions to understand the customer's situation and needs in order to propose a suitable solution. It also suggests how Allen could have had a better sales call by preparing, engaging the liaisons, understanding the customer's accounting problems, and building the case for a solution without being pushy. Allen requires reprimand and retraining to learn effective selling behaviors.
Bangladesh
Bangladesh gained independence in 1971 after a war of liberation against Pakistan that lasted 8 months and 20 days. The country has a population of over 160 million people, most of whom are Muslim and speak Bengali. Key events in Bangladesh's history include the 1952 Language Movement, the 1970 election sparking the liberation struggle led by Sheikh Mujibur Rahman, and the country now commemorates its independence and rich cultural heritage.
Marketing Plan for Ultrasonic Washing Machines
The document provides a marketing plan for launching an ultrasonic clothes washing machine. Key points:
1) The product will be targeted at both consumer and business markets, with 7kg and 35kg models respectively.
2) Competition in the consumer market is dominated by LG, Samsung, Videocon and Whirlpool. The plan aims to gain a 1% market share through differentiating the product based on its new ultrasonic technology.
3) Marketing strategies include an emphasis on technology benefits, price positioning targeting high-income consumers, and a promotion strategy utilizing television, online, and retail partnerships.
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永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Atlantic Computer Inc
- 1. Atlantic Computer Inc Case Analysis BBM, NMP Term III Group 4 Argha Ray - 15 Chakra Dhar Kundu - 22 Khushal Malik - 28 Sanjay Kumar Prasad – 45
- 2. Context • Atlantic Computer is the largest player in the overall Computer Industry. • Competes in following Product segments High Performance Servers Basic Servers • Offers following products Radia (High Performance Servers) Tronn (Basic Servers) • Facing Pricing Dilemma on Tronn servers • Entry into Basic Server Market with Tronn will pit it directly against Ontario’s Zink.
- 3. Jason’s Dilemma: In the context of direct competition with Basic Server market leader Ontario, the following questions are staring at Atlantic’s product pricing team • • • • Bundle or Unbundle Tronn and PESA Maintain Cost Plus pricing Go for Competitive Pricing targeting Zink Shift market paradigm with Value Pricing Additional considerations included • Market Share • Find Resonating Focus with Customers • Recover PESA’s R&D cost
- 4. Market Segmentation: • Demographics Company Size: Small and Medium Business • Operating Variables: Company Technology: Inexperienced Company Capabilities: Small Players • Purchasing Approaches: Purchasing Criteria: Cost and Product Support Based on above segmentation Atlantic must target Tronn in only the Basic Server category which has uses in File Sharing and Web Servers.
- 5. Yardsticks: • Tronn is in the beginning of its Product Life Cycle. • Basic Server Market is an emerging new market, with possibility of Market Development among Inexperienced Generalist’s customers. • Ontario has already achieved economies of scale, hence difficult to compete on price. • Traditional view of Software Tools as freebies with Server.
- 6. Top Line Revenue for 3 Years: Year 1 Year 2 Year 3 Total Market in Units 50000 70000 92000 Market Share in Units 500 700 920 Sale Price per Server 3500 3500 3500 Cost Per Server 1538 1538 1538 Contribution Margin per Unit 1962 1962 1962 Total Contrinution Margin 981000 1373400 1805040 R&D for PESA 2000000 Payback Period 2 Yrs • Atlantic is able to recover PESA R&D cost within two years, as evident from above table. • Initial Acquisition Cost is comparable with Ontario, when One Tronn is compared with Two Zink. • Only 1% market share considered for Price Calculation.
- 7. Distinctive Value Proposition: Tronn + PESA (One Server) Zink (Two Server) Unit Cost 3500 1700 Equivalent Unit Cost 3500 3400 Electricity 250 500 License 750 1500 Unit Administrator Cost 2000 2000 Equivalent Administrator Cost 2000 4000 Total Unit Cost 6500 9400 Savings 2900 • Annual Maintenance Cost is significantly less for Tronn. • Total Cost of Ownership is less than Zink. • This POD can be reason enough to convince SME customers.
- 8. Decision: • Don’t leave money on the table. • Cost Plus pricing doesn't make sense as SME customers will not have enough clout to ask for Cost Audit. • Sell Tronn and PESA as system with adequate after sales support. • Don’t compete on price with Ontario. • To get approval on pricing, specially Matzer, keep products bundled for now. • Engage in Value pricing. • Convince customers using Value Equation.