【正文】 of two ways. Some bee more defensive and try to differentiate their products—a strategy that works only if they can meet a stringent set of conditions, which I describe later. Others take the offensive by launching lowcost businesses of their own. This socalled dual strategy succeeds only if panies can generate synergies between the existing businesses and the new ventures. If they cannot, panies are better off trying to transform themselves into solution providers or, difficult though it is, into lowcost players. Before I analyze the various strategy options, however, I must dispel some myths about lowcost businesses. The Sustainability of LowCost Businesses Be it in the classroom or the boardroom, executives invariably ask me the same question: Are lowcost businesses a permanent, enduring threat? Most managers believe they aren’t。s price change or another potential entry into the market 出處： Harvard Business Review,Sept 01,2020 (二） 標(biāo)題： Strategies to Fight LowCost Rivals 原文： It’s easier to fight the enemy you know than one you don’t. With galeforce winds of petition lashing every industry, panies must invest a lot of money, people, and time to fight archrivals. They find it tough, challenging, and yet strangely reassuring to take on familiar opponents, whose ambitions, strategies, weaknesses, and even strengths resemble their own. CEOs can easily pare their game plans and prowess with their doppelg228。 prices, offer everyday low pricing, or reveal your cost advantage Compete on quality Increase product differentiation by adding features to a product, or build awareness of existing features and their benefits. Emphasize the performance risks in lowpriced options. Coopt contributors Form strategic partnerships by offering cooperative or exclusive deals with suppliers, resellers, or providers of related services Price Responses Use plex price actions Offer bundled prices, twopart pricing, quantity discounts, price promotions, or loyalty programs for products Introduce new products Introduce flanking brands that pete in customer segments that are being challenged by petitors Deploy simple price actions Adjust the product39。 petitor issues, such as a rival’s cost structures, capabilities, and strategic positioning。 it would have suffered debilitating losses. Fortunately, a few phone calls revealed that its adversary was attempting to drive the supplier out of the local market by underpricing its products locally but maintaining high prices elsewhere. The supplier correctly diagnosed the pricing move as predatory and elected to do two things. First, the manager called customers in the petitor’s home market to let them know that the pricecutter was offering special deals in another market. Second, he called local customers and asked them for their support, pointing out that if the smaller supplier was driven off the market, its customers would be facing a monopolist. The shortterm price cuts would turn into longterm price hikes. The supplier identified solutions that eschewed further price cuts and thus averted a price war. Intelligent analysis that leads to accurate diagnosis is more than half the cure. The process emphasizes understanding the opportunities for pricing actions based on current market trends and responding to petitors’ actions based on the players and their resources. Not only is it necessary to understand why a price war is occurring or may occur, it also is critical to recognize where to look for the resources to do battle. Good diagnoses involve analyzing four key areas in the theater of operations. They are customer issues such as price sensitivity and the customer segments that may emerge if prices change。 T’s stock dropped % the day of the announcement. MCI’s stock price dropped %。 短學(xué)期課程報(bào)告 外 文 翻 譯 題 目 價(jià)格戰(zhàn)的研究綜述 學(xué) 院 商學(xué)院 專 業(yè) 市場營銷 班 級(jí) 學(xué) 號(hào) 學(xué)生姓名 指導(dǎo)教師 審核意見： 指導(dǎo)教師（簽名） 年 月 日 一、外文原文 （一）標(biāo)題： How to Fight a Price War 原文： In the battle to capture the customer, panies use a wide range of tactics to ward off petitors. Increasingly, price is the weapon of choice – and frequently the skirmishing degenerates into a price war. Creating low price appeal is often the goal, but the result of one retaliatory price slashing after another is often a precipitous decline in industry profits. Look at the airline price wars of 1992. When American Airlines, Northwest Airlines, and other . carriers went toetotoe in matching and exceeding one another’s reduced fares, the result was record volumes of air traveland record losses. Some estimates suggest that the overall losses suffered by the industry that year exceed the bined profits for the entire industry from its inception. Price wars can create economically devastating and psychologically debilitating situations that take an extraordinary toll on an individual, a pany, and industry profitability. No matter who wins, the batants all seem to end up worse off than before they joined the battle. And yet, price wars are being increasingly mon and unmonly fierce. Consider the following two examples: ? In July 1999, Sprint announced a nighttime longdistance rate of 5 cents per minute. In August 1999, MCI matched Sprint’s offpeak rate. Later that month, AT amp。 T acknowledged that revenue from its consumer longdistance business was falling, and the pany cut its longdistance rates to 7 cents per minute all day, everyday, for a monthly fee of $ . AT amp。 Sprint’s fell %. ? ETrade and