Detailed Review of Pricing and R&D Strategy of X5, X6, X7 Research Paper

Detailed Review of Pricing and R&D Strategy of X5, X6, X7 - Research Paper Example In a recent survey, ChangeWave found that out of 3,043 survey respondents from North America, 14% gave positive response to purchase a mobile tablet in the next 3 months (Epstein, 2011). This rise in the consumer adoption of new technology determines the extent of future changes in the pricing and budget allocation for Research and Development (R&D) of its products. Tablet Development is focused on providing high quality and custom designed applications for tablets manufacturers and operating system providers. Its core products are X5, X6 and X7 that have been in the market for the last 6 years. However, there are major drawbacks in the existing price and R&D budget allocation strategies that have undermined the new product development cycle in the organization. 1.1 Aim: The aim of this report is to highlight the drawbacks of the existing pricing and R&D budget allocation strategy on a period of 6 years for the core products of Tablet Development and to recommend an alternative strat egy that should have been adopted to achieve the organizational goals. 1.2 Objectives: To critically review the strategy of pricing and R&D budget allocation for each core product, namely: X5, X6 and X7. ... The customer base also experienced 61% new customers, 94% repeat sales and 103% profitability. However, the R&D costs deteriorated by -33%. In 2011-12, the product X5 experienced 21% increase in its sales and revenue. The customer base experienced only 15% new customers, 72% repeat sales and 12% profit.ability However, the R&D costs remained stable with 0% change from the previous year. In 2012-13, the product X5 observed a severe decline as its sales dropped with a 23% change from the previous year. The customer base also declined by 36% of new customers. The losses increased to 17%. In 2013-14, the sales declined by another 51%, new customers by 81% and profitability by 88%. In 2014-15, the sales declined by 26%, new customers by 100% and profitability by 500%. In the entire life cycle, the product X5 remained at same price of $265 and R&D cost of USD 7,20,000 with nil change. As a result, the product market saturation declined from 84% in 2010 to 3% in 2015. The repeat sales also declined from 94% in 2010 to only 3% in 2015. 2.2 Product X6: In the period 2010-11, the product X6 the price was $420 and experienced a growth of 126% in its overall sales and revenue. The customer base also experienced 124% new customers and 81% profitability. However, the R&D costs deteriorated by -33%. In 2011-12, the product X6 experienced 60% increase in its sales and revenue and 53% increase in total costs. The customer base experienced only 56% new customers and 14% profitability. However, the R&D costs remained stable with 0% change from the previous year. In 2012-13, the product X6 observed a severe low increase as its sales dropped to 3% increase

Power and Politics at Work Literature review Example | Topics and Well Written Essays - 1250 words

Power and Politics at Work - Literature review Example As the paper outlines, employee motivation is indeed one of the major aspects of modern business. But this could be vitiated by several aspects like harassment and rough treatment in the work place. In their article entitled Human Resource Development Review- Towards a theoretical model of performance inhibiting work place dynamics, Brian A. Altman and Mesut Akbere argue and analyze that many situations could arise that could best be termed as â€Å"performance inhibiting work place dynamics.† Therefore it becomes very important that employees need to be positive minded and not cynical or caustic about the work or any other related matter. In the second article, its authors, James B. Avey, Tara S. Wernsing and Fred Luthans argue that while negative minded situations do present itself in business enterprises, at the end of the day it is the positive mindedness attitude of the employees that could help overcome difficult situations and bring about beneficial â€Å"organizationa l change.† (Avey., Wernsing & Luthans, second article). For instance, many may think in terms of downsizing in a negative sense but it could also increase efficiencies and streamline operations in a positive way. In the next article, its authors argue about the pros and cons of the merit payment schemes in the context of nonprofit organizations. The authors argue that under conventional methods, entitlements to incentives were taken for granted and not directly related to performance, but the new concept is that even in organizations requiring workforce to consider altruistic motives while performing, it is often the better performers who gain more merit payments rather than the poorer performers. However, the fairness of the schemes often determines its effectiveness and negative performance rating could serve to lower productivity and performance since if the â€Å" the organization does not reward their performance, but instead responds unfavorably to it by appraising perf ormance unfairly, an employee will perceive inequity.† (Cirka., & Deckop, Third article). That being said, now the argument moves from individual-based performance and motivational strategies to group based ones. In the next  article, the authors argue that team efficacy sometimes becomes more important than self-efficacy and thus while providing a greater degree of flexibility and leeway to operations, especially customer servicing, service teams are able to deliver better results, although they may be constrained about the optimum performance of each team constituent member. Thus â€Å"self-managing teams† are indeed very crucial in the overall organization performance index and are greatly valued, despite the argument that gaining optimum levels of performance from all members may be difficult propositions. (Royter., Wetzels., & Jong, Fourth article)