This chapter is new to the 4th edition. It contains
an assortment of topics that can be used as a stand alone chapter or to supplement
coverage in other chapters. The first part of the chapter begins with limit pricing. It
is stressed that this strategy is not a panacea because some form of asymmetry
(such as commitment mechanisms, learning curve effects, incomplete information,
or reputation effects) must be present. Furthermore, dynamic considerations
must be evaluated. Predatory pricing is identified as a potential tool for reducing
the number of existing competitors. However, predatory pricing is typically
more costly for the predator than the prey, and that the predator must have
"deeper pockets" or some other advantage in order for this strategy
to work. Competition can also be lessened through strategies that raise rivals'
fixed or marginal costs. Unfortunately, all of these strategies involve economic
tradeoffs. Before implementing them, a manager must determine whether the potential
benefits of the strategies exceed the associated costs. The second part of this chapter focuses on first- and second-mover
advantages, and explains when it is profitable to change the business environment
by altering the timing or sequence of decisions. We conclude by pointing out
that first-mover advantages are typically strong in network industries (such
as telecommunications, airlines, and the Internet). Penetration pricing is a
strategy entrants can use to potentially overcome these obstacles. |