Topic: Competing in Tight Oligopolies: Pricing Strategies Required: Please explain the photo attached

ENGR.ECONOMIC ANALYSIS
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Topic: Competing in Tight Oligopolies: Pricing Strategies Required: Please explain the photo attached
4. Durable goods. When firms in monopolies and oligopolies sell long-lived durable
goods like cars and televisions, they have the option to sell to customers at
different times and can attempt to do something similar to first-degree price
87
discrimination by setting the price very high at first. When the subset of
customers who are willing to pay the most have made their purchase, the firms
can drop the price somewhat and attract another tier of customers who are
willing to pay slightly less than the first group. Progressively, the price will be
dropped over time to attract most customers at a price close to the maximum
they would be willing to pay. However, economists have pointed out that
customers may sense this strategy, and if patient, the customer can wait and pay
a much lower price than the perceived value of the item. Even if the firm has little
competition from other firms, a firm may find itself in the interesting situation of
competing with itself in other production periods. In theoretical analyses of
monopolies that sold durable goods, it has been demonstrated that when
durable goods last a long time and customers are patient, even a monopolist can
be driven to price items at marginal cost. One response to the durable goods
dilemma is to sell goods with shorter product lives so that customers will need to
return sooner to make a purchase. U.S. car manufacturers endeavored to
5. do this in the middle of the 20th century but discovered that this opened the door
for new entrants who sold cars that were designed to last longer. Another
response is to rent the use of the durable good rather than sell the good outright.
This turns the good into a service that is sold for a specified period of time rather
than a long-lived asset that is sold once to the customer (for at least a long time)
and allows more standard oligopoly pricing that is applied for consumable goods
and services. This arrangement is common with office equipment like copiers.
Transcribed Image Text:4. Durable goods. When firms in monopolies and oligopolies sell long-lived durable goods like cars and televisions, they have the option to sell to customers at different times and can attempt to do something similar to first-degree price 87 discrimination by setting the price very high at first. When the subset of customers who are willing to pay the most have made their purchase, the firms can drop the price somewhat and attract another tier of customers who are willing to pay slightly less than the first group. Progressively, the price will be dropped over time to attract most customers at a price close to the maximum they would be willing to pay. However, economists have pointed out that customers may sense this strategy, and if patient, the customer can wait and pay a much lower price than the perceived value of the item. Even if the firm has little competition from other firms, a firm may find itself in the interesting situation of competing with itself in other production periods. In theoretical analyses of monopolies that sold durable goods, it has been demonstrated that when durable goods last a long time and customers are patient, even a monopolist can be driven to price items at marginal cost. One response to the durable goods dilemma is to sell goods with shorter product lives so that customers will need to return sooner to make a purchase. U.S. car manufacturers endeavored to 5. do this in the middle of the 20th century but discovered that this opened the door for new entrants who sold cars that were designed to last longer. Another response is to rent the use of the durable good rather than sell the good outright. This turns the good into a service that is sold for a specified period of time rather than a long-lived asset that is sold once to the customer (for at least a long time) and allows more standard oligopoly pricing that is applied for consumable goods and services. This arrangement is common with office equipment like copiers.
1. Deep discounting. One exercise of seller power is to try to drive out existing
competition. Deep discounting attempts to achieve this by setting the firm's price
below cost, or at least below the average cost of a competitor. The intent is to
attract customers from the competitor so that the competitor faces a dilemma of
losses from either lost sales or being forced to follow suit and also set its price
below cost. The firm initiating the deep discounting hopes that the competitor will
decide that the best reaction is to exit the market. In a market with economies of
scale, a large firm can better handle the lower price, and the technique may be
especially effective in driving away a small competitor with a higher average cost.
If and when the competitor is driven out of the market, the initiating firm will
have a greater market share and increased market power that it can exploit in the
form of higher prices and greater profits than before.
2. Limit pricing. A related technique for keeping out new firms is the technique of
limit pricing. Again, the basic idea is to use a low price, but this time to ward off a
new entrant rather than scare away an existing competitor. Existing firms typically
have lower costs than a new entrant will initially, particularly if there are
economies of scale and high volume needed for minimum efficient scale. A limit
price is enough for the existing firm to make a small profit, but a new entrant that
needs to match the price to compete in the market will lose money. Again, when
the new entrant is no longer a threat, the existing firm can reassert its seller
power and raise prices for a sustained period well above average cost. As a game
of strategy, the new entrant may reason that if it is willing to enter anyway and
incur an initial loss, once its presence is in the market is established, the existing
firm will realize their use of limit pricing did not work and decide it would be
better to let prices go higher so that profits will increase, even if that allows the
new entrant to be able to remain in the market.
Transcribed Image Text:1. Deep discounting. One exercise of seller power is to try to drive out existing competition. Deep discounting attempts to achieve this by setting the firm's price below cost, or at least below the average cost of a competitor. The intent is to attract customers from the competitor so that the competitor faces a dilemma of losses from either lost sales or being forced to follow suit and also set its price below cost. The firm initiating the deep discounting hopes that the competitor will decide that the best reaction is to exit the market. In a market with economies of scale, a large firm can better handle the lower price, and the technique may be especially effective in driving away a small competitor with a higher average cost. If and when the competitor is driven out of the market, the initiating firm will have a greater market share and increased market power that it can exploit in the form of higher prices and greater profits than before. 2. Limit pricing. A related technique for keeping out new firms is the technique of limit pricing. Again, the basic idea is to use a low price, but this time to ward off a new entrant rather than scare away an existing competitor. Existing firms typically have lower costs than a new entrant will initially, particularly if there are economies of scale and high volume needed for minimum efficient scale. A limit price is enough for the existing firm to make a small profit, but a new entrant that needs to match the price to compete in the market will lose money. Again, when the new entrant is no longer a threat, the existing firm can reassert its seller power and raise prices for a sustained period well above average cost. As a game of strategy, the new entrant may reason that if it is willing to enter anyway and incur an initial loss, once its presence is in the market is established, the existing firm will realize their use of limit pricing did not work and decide it would be better to let prices go higher so that profits will increase, even if that allows the new entrant to be able to remain in the market.
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