Subject category:
Marketing
Published by:
Stanford Business School
Version: 7 February 2008
Length: 6 pages
Data source: Field research
Abstract
In late June 1987, Mr Asad Ali, Proprietor of Regal Electrogas, was confronted with an important decision regarding the pricing of his company''s desert coolers. The market price for this product had risen by approximately 5% in the wake of new taxes introduced in India''s national budget, which was announced two weeks earlier. However, the taxes had recently been rescinded in response to public pressure following the announcement. Given this backlash, Asad wondered whether he should reduce his prices immediately. This case focuses on: (1) pricing options; (2) price leadership and price followers; (3) entrepreneurship; (4) advantages of market share and brand leadership; and (5) challenges for a small business.
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Abstract
In late June 1987, Mr Asad Ali, Proprietor of Regal Electrogas, was confronted with an important decision regarding the pricing of his company''s desert coolers. The market price for this product had risen by approximately 5% in the wake of new taxes introduced in India''s national budget, which was announced two weeks earlier. However, the taxes had recently been rescinded in response to public pressure following the announcement. Given this backlash, Asad wondered whether he should reduce his prices immediately. This case focuses on: (1) pricing options; (2) price leadership and price followers; (3) entrepreneurship; (4) advantages of market share and brand leadership; and (5) challenges for a small business.
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