“How to Fight a Price War” by Rao et al Essay (Critical Writing)

Exclusively available on Available only on IvyPanda® Made by Human No AI

Summary

The article “How to Fight a Price War” by Rao et al (2000), provides business leaders with well-thought out and explicitly discussed strategies on how to deal with the price war without necessarily reducing the prices of products and/or services.

The authors illuminate the fact that the price war is increasingly becoming widespread in organizational settings because leaders tend to view a price shift as an effortless, swift, and reversible endeavor.

However, leaders need to know that they are endowed with an arsenal of options other than price cuts that they may want to consider so as to remain productive and relevant in today’s competitive business environment. The bulk of the article details these options and strategies.

Main Points

In their critical discussion, Rao et al (2000) outline the strategies that managers may want to use to fight the price war as follows:

  1. taking inventory by understanding the causes and characteristics of the price war through undertaking a critical diagnosis of the market scene,
  2. stopping the war before it starts by making sure that competitors not only understand the justification behind your pricing policies, but also the potential consequences of lowering prices,
  3. responding with non-price actions such as customer price sensitivities, quality interventions, highlighting of negative consequences related to price reductions, and help-seeking behaviors,
  4. using selective pricing actions such as multiple-part pricing, quantity discounts, loyalty programs, time-of-use pricing and bundling,
  5. fighting it out with competitors through direct, retaliatory price cuts,
  6. retreating by ceding some market share to competitors.

Critique

The article is a must read for price leaders and other organizational managers engaged in ensuring that their respective organizations remain competitive in the face of extensive and sometimes back-biting price wars.

The authors not only undertake a critical analysis of the various strategies that could be used to quell price disruptions from competitors, but they also provide industry specific, practical case examples of organizations that have used these interventions with a fair share of success.

From the reading, however, it appears that some interventions are more successful in selected industry-specific organizations than in others. The strategy of retreating by ceding some market share, for instance, seems to work well with technology-oriented firms (e.g., computer manufacturing companies), but fails in service-oriented firms (e.g., fast food firms and hotels).

Equally, organizations within the carrier industry seem to benefit from some interventions, but certainly not from all the interventions highlighted (Rao et al, 2000). It would have been more plausible if the authors had explicitly stated which interventions are relevant to particular industries.

There are two strategies that catch they eyes of the reader due to their intense practicability – responding with non-price actions and using selective price actions (Rao et al., 2000). In the former strategy, it can be argued that most global organizations doing business today are emphasizing quality aspects rather than price, with results demonstrated in positive image and reputation.

However, the authors could have taken more time to explicate the dynamics of complex market scenarios, where neither non-price actions nor selective price actions seems to work. A case in point is the Chinese market, where players seem not to care much about quality issues and government mandarins heavily subsidize local industries to protect them from stiff competition.

Conclusion

The article introduces some fundamental concepts than could be used by organizations to fight the price war without necessarily triggering retaliatory price slashing, which could be costly to their competitive as well as operational efficiencies.

Reference

Rao, A.R., Bergen, M.E., & Davis, S. (2000). How to fight a price war. Harvard Business Review, 107-116. Reprint R00208

More related papers Related Essay Examples
Cite This paper
You're welcome to use this sample in your assignment. Be sure to cite it correctly

Reference

IvyPanda. (2019, June 19). “How to Fight a Price War” by Rao et al. https://ivypanda.com/essays/how-to-fight-a-price-war-by-rao-et-al/

Work Cited

"“How to Fight a Price War” by Rao et al." IvyPanda, 19 June 2019, ivypanda.com/essays/how-to-fight-a-price-war-by-rao-et-al/.

References

IvyPanda. (2019) '“How to Fight a Price War” by Rao et al'. 19 June.

References

IvyPanda. 2019. "“How to Fight a Price War” by Rao et al." June 19, 2019. https://ivypanda.com/essays/how-to-fight-a-price-war-by-rao-et-al/.

1. IvyPanda. "“How to Fight a Price War” by Rao et al." June 19, 2019. https://ivypanda.com/essays/how-to-fight-a-price-war-by-rao-et-al/.


Bibliography


IvyPanda. "“How to Fight a Price War” by Rao et al." June 19, 2019. https://ivypanda.com/essays/how-to-fight-a-price-war-by-rao-et-al/.

If, for any reason, you believe that this content should not be published on our website, please request its removal.
Updated:
This academic paper example has been carefully picked, checked and refined by our editorial team.
No AI was involved: only quilified experts contributed.
You are free to use it for the following purposes:
  • To find inspiration for your paper and overcome writer’s block
  • As a source of information (ensure proper referencing)
  • As a template for you assignment
Privacy Settings

IvyPanda uses cookies and similar technologies to enhance your experience, enabling functionalities such as:

  • Basic site functions
  • Ensuring secure, safe transactions
  • Secure account login
  • Remembering account, browser, and regional preferences
  • Remembering privacy and security settings
  • Analyzing site traffic and usage
  • Personalized search, content, and recommendations
  • Displaying relevant, targeted ads on and off IvyPanda

Please refer to IvyPanda's Cookies Policy and Privacy Policy for detailed information.

Required Cookies & Technologies
Always active

Certain technologies we use are essential for critical functions such as security and site integrity, account authentication, security and privacy preferences, internal site usage and maintenance data, and ensuring the site operates correctly for browsing and transactions.

Site Customization

Cookies and similar technologies are used to enhance your experience by:

  • Remembering general and regional preferences
  • Personalizing content, search, recommendations, and offers

Some functions, such as personalized recommendations, account preferences, or localization, may not work correctly without these technologies. For more details, please refer to IvyPanda's Cookies Policy.

Personalized Advertising

To enable personalized advertising (such as interest-based ads), we may share your data with our marketing and advertising partners using cookies and other technologies. These partners may have their own information collected about you. Turning off the personalized advertising setting won't stop you from seeing IvyPanda ads, but it may make the ads you see less relevant or more repetitive.

Personalized advertising may be considered a "sale" or "sharing" of the information under California and other state privacy laws, and you may have the right to opt out. Turning off personalized advertising allows you to exercise your right to opt out. Learn more in IvyPanda's Cookies Policy and Privacy Policy.

1 / 1