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The mass hysteria between today’s society and the Salem witch hunt. ... It has brought
about a lot of chaos in both Salem as well as the present society. ...
Salem Witch Trials. Deep inside a town in ... lived during the colonials times.
The practice of capturing witches didn’t start at Salem. ...
Salem Witch Trial. ... There are an numerous number of explanations for the
hysteria that over took the puritan population of Salem. ...
Salem Witch Trials. In 1692, Salem, Massachusetts was stricken with witch
fever. ... The Salem Witch Trials are mix of different scenarios. ...
Salem Possessed: The Social Origins of Witchcraft. Salem ... At bottom, geography
and history divided Salem Village and Salem Town. Situated ...
Submitted by makbasket on September 7, 2006
Category: Business
Words: 2264 | Pages: 10
Views: 322
Popularity Rank: 27,247
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Low Prices = More Customers? Not Always
5/1/2006
Wal-Mart, Southwest Airlines, and Dell Computer are famous for their low prices. But before you follow their lead, consider the downside of cutting prices. An excerpt from the new book Manage for Profit, Not for Market Share.
by Hermann Simon, Frank F. Bilstein, and Frank Luby
By arguing against price cuts as a form of competitive reaction when you perceive a competitive threat, we hope to convince you to plan your responses more carefully and consciously by thinking through the consequences first. In some situations, your competitor may force you to make this decision, because it has cut prices itself or entered your market at a much lower price point.
But in other situations, companies decide to cut prices voluntarily, with no prompting from competitors and—as we show in this section—hardly any prompting from customers either. They decide to cut their prices out of sheer devotion to the idea that lower prices will revive their customers' wavering devotion and ultimately make the company better off. To defend the cuts, they cite changes in the competitive landscape, the convictions of upper management, a willingness to share cost savings and productivity improvements with customers, and the passage in their Economics 101 textbook that said lower prices result in higher volumes. Because price cuts seem to offer the easiest way to lavish special treatment on customers, companies find the temptation hard to resist.
But resist they should. Proactive price cuts don't make you different, nor do they make you better off. They make you poorer, unless you have the evidence, the data, and the math to prove otherwise.
You run a company, not a charity.
This holds true regardless of how you cut prices. You can cut them through outright price reductions, by offering coupons or cash-back incentives, and by heaping services upon your...
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