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Opportunity Management Discuss How Pareto's Research Paper

The combination of these four tools can also serve as the foundation for frameworks to define the future direction of product strategies as well. Once the extent of causality is established between products, price and interpolated for markets using the State Gap and Trend Analysis, more effective pricing models can be created that provide more granular feedback on pricing elasticity (Bryan, Rosen, Marland, 1980). Using these techniques a company can then define product lifecycle-based strategies for managing pricing over the long-term, optimizing profitability in the process (McCue, 1993). Combining these four analytical tools together can also quantify the overall size of market windows with much greater accuracy and precision than any of them acting in isolation can. Companies in very high churn business models including disk drives and other commodity-driven components can only partially be effective in the strategies without using these four tools in conjunction with each other. Using the Life Cycle Model to define the market window of opportunity following by Inflection Point Analysis to define price points that measure elasticity need to also be followed by Unit Price/Unit Cost analysis to adjust pricing profitably over time. All of these elements need to be combined to provide a foundation of effective insights. What emerges in industries that have very rapid inventory turns is a model of market demand to pricing behavior over time. All of these factors need to be included in the State Gap and Trend Analysis to ensure consistency over time (Bryan, Rosen, Marland, 1980).

Conclusion

Business...

Combining all four can produce insights that can guide pricing, product management and services decisions over the long-term. The need for having effective Life Cycle Model analysis combined with Inflection Point Analysis and Unit/Price Analysis is critical. All of these can be combined within the framework of State Gap and Trend Analysis to provide insights and intelligence not possible from using just one of these tools on their own.
References

Bryan, N.S., Rosen, J.J., & Marland, N.T. (1980). A new life-cycle cost model: Flexible, interactive, and conversational. Defense Management Journal, 16(3), 2-2.

Griffin, M. (2002). Extreme programming: An alternative life cycle model part 2. Information Executive, 6(6), 8-8.

Meade, N., & Islam, T. (1998). Technological forecasting -- model selection, model stability, and combining models. Management Science, 44(8), 1115-1130.

Metcalfe, D. (2000). Rethinking pareto-efficiency and joint feasibility. Negotiation Journal, 16(1), 29-33.

McCue, G. (1993). Life-cycle engineering. Management Services, 37(2), 20-20. Retrieved from http://library3.webster.edu/docview/234301364?accountid=14944

Sanders, R. (1987). The pareto principle: Its use and abuse. The Journal of Consumer Marketing, 4(1), 47-47.

Stevenson, W.J. (2000). Supercharging your pareto analysis. Quality Progress, 33(10), 51-55.

Sources used in this document:
References

Bryan, N.S., Rosen, J.J., & Marland, N.T. (1980). A new life-cycle cost model: Flexible, interactive, and conversational. Defense Management Journal, 16(3), 2-2.

Griffin, M. (2002). Extreme programming: An alternative life cycle model part 2. Information Executive, 6(6), 8-8.

Meade, N., & Islam, T. (1998). Technological forecasting -- model selection, model stability, and combining models. Management Science, 44(8), 1115-1130.

Metcalfe, D. (2000). Rethinking pareto-efficiency and joint feasibility. Negotiation Journal, 16(1), 29-33.
McCue, G. (1993). Life-cycle engineering. Management Services, 37(2), 20-20. Retrieved from http://library3.webster.edu/docview/234301364?accountid=14944
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