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安德森油锯公司总经理查利·凡斯,打断了大家的相互问候。“先生们,”他说,“我们现在要作出一个严酷的决定。请大家注意,今天早上,我收到一个情报,”凡斯环视了一下会议桌边一张张期待的脸,然后说,“我们的主要竞争对手凡伽尔德公司,把它的‘锋利’牌油锯的批发价又降低了10美元。”会场里发出一阵阵沮丧的呻吟声。“这就是说,”凡斯继续说道,“这种产品在1979年还卖220美元,而现在只卖100美元了。按任何标准来衡量,这种降价的速度都是令人吃惊的。它比我们的‘速易’牌油锯的价格降低了整整28美元。毫无疑问,我们又受到了削价竞争的挑战。对此,我们该怎样应战呢?”“我们只有一种办法可以应战。”面色红润、敢作敢为的市场经理皮特·格
Charlie Vans, the general manager of Anderson Chain Saw, interrupted everyone’s greetings. “Gentlemen,” he said, “we will make a harsh decision now. Please note that this morning, I received an intelligence report.” Vance looked at the face of the conference table waiting for a look. And then said, “Our main rival, Van Gelder, reduced the wholesale price of its ’sharp’ chain saw by another $10.” There was a frustrating buzz in the venue. “That means,” said Vance, “the product was sold for $220 in 1979 and is now sold for only $100. By any measure, this price reduction is surprising.” It is $28 less than the price of our Speedy Chainsaw. No doubt, we are challenged by price competition. How can we fight this?“ ”“We only have one. This method can be applied to the battle.” Peter Ge, a market manager with a ruddy, bold attitude