Hicourt Industries Is A Commercial Printing Outfit in A Medium-Size
Hicourt Industries Is A Commercial Printing Outfit in A Medium-Size
Hicourt Industries Is A Commercial Printing Outfit in A Medium-Size
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this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
in the commercial market were able to retain their customer base. Hicourt was the
most successful in keeping its customers. Eighty percent of its customers for any one
month remained customers for the next month. The Printing House, on the other hand,
had only a 70% retention rate. Gandy Printers was in the worst condition. Only 60% of
the customers for any one month remained with the firm. In one month, the market
share had significantly changed. This was very exciting to George Hicourt, president of
Hicourt Industries. This month, Hicourt Industries was able to obtain a 38% market
share. The Printing House, on the other hand, lost market share. This month, it only
had 42% of the market share. Gandy Printers remained the same; it kept its 20% of
the market. Just looking at market share, George concluded that he was able to take
8% per month away from the Printing House. George estimated that in a few short
months, he could basically run the Printing House out of business. His hope was to
capture 80% of the total market, representing his original 30% along with the 50%
share that the Printing House started off with. Will George be able to reach his goal?
What do you think the long-term market shares will be for these three commercial
printing operations? Will Hicourt Industries be able to run the Printing House com‐
pletely out of business?
14-23 John Jones of Bayside Laundry has been providing cleaning and linen ser‐
vice for rental condominiums on the Gulf coast for over 10 years. Currently, John is
servicing 26 condominium developments. John’s two major competitors are Cleanco,
which currently services 15 condominium developments, and Beach Services, which
performs laundry and cleaning services for 11 condominium developments.
Recently, John contacted Bay Bank about a loan to expand his business operations.
To justify the loan, John has kept detailed records of his customers and the customers
that he received from his two major competitors. During the past year, he was able to
keep 18 of his original 26 customers. During the same period, he was able to get 1
new customer from Cleanco and 2 new customers from Beach Services. Unfortunate‐
ly, John lost 6 of his original customers to Cleanco and 2 of his original customers to
Beach Services during the same year. John has also learned that Cleanco has kept
80% of its current customers. He also knows that Beach Services will keep at least
50% of its customers. For John to get the loan from Bay Bank, he needs to show the
loan officer that he will maintain an adequate share of the market. The officers of Bay
Bank are concerned about the recent trends for market share, and they have decided
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not to give John a loan unless he will keep at least 35% of the market share in the long
run. What types of equilibrium market shares can John expect? If you were an officer
of Bay Bank, would you give John a loan?
14-24 Set up both the vector of state probabilities and the matrix of transition
probabilities given the following information:
Store 1 currently has 40% of the market; store 2 currently has 60% of the market.
In each period, store 1 customers have an 80% chance of returning; 20% of switching
to store 2.
In each period, store 2 customers have a 90% chance of returning; 10% of switching to
store 1.
14-26 Find the equilibrium conditions for Problem 14-24. Explain what it means.
14-28 Sandy Sprunger is part owner in one of the largest quick-oil-change oper‐
ations for a medium-sized city in the Midwest. Currently, the firm has 60% of the mar‐
ket. There are a total of 10 quick lubrication shops in the area. After performing some
basic marketing research, Sandy has been able to capture the initial probabilities, or
market shares, along with the matrix of transition, which represents probabilities that
customers will switch from one quick lubrication shop to another. These values are
shown in the table on the next page:
Initial probabilities, or market share, for shops 1 through 10 are 0.6, 0.1, 0.1, 0.1, 0.05,
0.01, 0.01, 0.01, 0.01, and 0.01.
a. Given these data, determine market shares for the next period for each of the
10 shops.
b. What are the equilibrium market shares?
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c. Sandy believes that the original estimates for market shares were wrong. She
believes that shop 1 has 40% of the market, and shop 2 has 30%. All other val‐
ues are the same. If this is the case, what is the impact on market shares for
next-period and equilibrium shares?
d. A marketing consultant believes that shop 1 has tremendous appeal. She be‐
lieves that this shop will retain 99% of its current market share; 1% may switch
to shop 2. If the consultant is correct, will shop 1 have 90% of the market in the
long run?
14-29 During a recent trip to her favorite restaurant, Sandy (owner of shop 1) met
Chris Talley (owner of shop 7) (see Problem 14-28). After an enjoyable lunch, Sandy
and Chris had a heated discussion about market share for the quick-oil-change opera‐
tions in their city. Here is their conversation:
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Chris: You have it completely reversed. In a month, I will have 99% of the market, and
you will only have 1% of the market. In fact, I will treat you to a meal at a restaurant of
your choice if you are right. If I am right, you will treat me to one of those big steaks at
David’s Steak House. Do we have a deal?
Sandy: Yes! Get your checkbook or your credit card. You will have the privilege of pay‐
ing for two very expensive meals at Anthony’s Seafood Restaurant.
a. Assume that Sandy is correct about customers visiting one of her quick-oil-
change shops. Will she win the bet with Chris?
b. Assume that Chris is correct about customers visiting one of his quick-oil-
change shops. Will he win the bet?
c. Describe what would happen if both Sandy and Chris are correct about cus‐
tomers visiting their quick-oil-change operations.
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