Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/217811 
Year of Publication: 
1982
Citation: 
[Journal:] South African Journal of Business Management [ISSN:] 2078-5976 [Volume:] 13 [Issue:] 4 [Publisher:] African Online Scientific Information Systems (AOSIS) [Place:] Cape Town [Year:] 1982 [Pages:] 159-168
Publisher: 
African Online Scientific Information Systems (AOSIS), Cape Town
Abstract: 
Strategies based on the experience curve effect require that predatory price cutting leads to enhanced market share and an increasingly competitive cost structure vis-à-vis the competition. The company that rides the experience curve to the bank has cost advantages, pricing discretion and reaps handsome profits. Corporate graveyards are littered with the corpses of companies who have adopted too naive an approach to, and too simplistic an acceptance of, the concepts first pioneered by the Boston Consulting Group. This, the second of two articles on the experience curve, highlights pyrrhic victories in the quest for market share and asks six key questions that need to be answered before adopting an experience-driven strategy. Likewise 12 problem areas in the application of this approach are identified.
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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