Discusses the various strategies for mass merchandizing
technologically complex products and services. Considers fear of
technology, high‐tech aficionados, and lifestyle differences as factors
in marketing high‐tech goods. Concludes that separate strategies for
aficionados and non‐aficionados should be developed, and also that more
customer‐oriented strategies should take into account that the
aficionados themselves can be segmented by interests.
Inquiries into the relationship between market share and profitability have provided valuable generalizations and insights about business strategy. A case has been made for both high and low market share strategies in the pursuit of superior profitability. However, what these studies mean for business strategists in medium share companies looking to improve sub‐par profitability is not so clear. What strategy should they implement? Should they, for instance, chase additional share or selectively concede share and focus their efforts on profitable segments and niches? The answers formulated to this question will have long‐term strategic consequences. A number of studies have considered the statistical relationship between market share and profitability. The issue has also been looked at from the perspective of high share and low share firms. This article deals with market share/profitability in terms of strategic options for top management in medium share companies.
Soaring health‐care costs, increasing government regulation, and
intensifying competition have combined to force hospitals into stricter
cost‐containment controls. This quest for efficiency is especially
pertinent to the most expensive diagnostic and treatment equipment.
Doctors and hospitals historically have placed patients′ welfare above
cost‐benefit considerations. Now, with cost‐containment ever in mind,
hospitals are focussing more on the business side of the equation.
Discusses how the balance of power between health‐care professionals and
business administrators has evolved in hospitals, specifically regarding
high‐technology equipment, as cost‐containment pressures have come to
the fore. Considers to what extent hospital purchasing is influenced
today by various product and service attributes offered by vendors.
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