These figures evaluate a different strategy to both companies in the market penetrated Remington sought success in the full range of office equipment. A homogeneous distribution organization was thus not possible. This led to considerable friction.
The structured sales organization Watson was the competitor that diversification in product range leads to frustration in the profit sector. The concentration led to the explosion that changed the market landscape for decades in favor of IBM.
In this situation, in which frittered away the only competitor, IBM was able to cultivate a Stratgie that tied her to her customers completely. Punch-card machines were then rented exclusively. This was the constant Connection ensures the customer. This ratio was even deepened by the user to the group forced to use only IBM punch cards. This justification has been advanced that sounded plausible but it was not. The VBs argued, as now, when it comes to mixed hardware goes, "Our extensive demands on the punch card will be determined by the machine, it is feared that enough punch cards that are beyond our quality control, not the performance characteristics of our products this could be.. malfunctions cause for which we can of course take no responsibility. "
1936 forbade the Supreme Court of the United States, this Koppelei and ordered the first unbundling. Consequences: zero. For fleichzeitig IBM was raised to the punch-card MOT: you certain only the quality of the cards could be run with those on their products.
The dominance in the punch-card business remained unaffected. She was then also the prerequisite for success with computers, and the competitors looked back into the tube.
The structured sales organization Watson was the competitor that diversification in product range leads to frustration in the profit sector. The concentration led to the explosion that changed the market landscape for decades in favor of IBM.
In this situation, in which frittered away the only competitor, IBM was able to cultivate a Stratgie that tied her to her customers completely. Punch-card machines were then rented exclusively. This was the constant Connection ensures the customer. This ratio was even deepened by the user to the group forced to use only IBM punch cards. This justification has been advanced that sounded plausible but it was not. The VBs argued, as now, when it comes to mixed hardware goes, "Our extensive demands on the punch card will be determined by the machine, it is feared that enough punch cards that are beyond our quality control, not the performance characteristics of our products this could be.. malfunctions cause for which we can of course take no responsibility. "
1936 forbade the Supreme Court of the United States, this Koppelei and ordered the first unbundling. Consequences: zero. For fleichzeitig IBM was raised to the punch-card MOT: you certain only the quality of the cards could be run with those on their products.
The dominance in the punch-card business remained unaffected. She was then also the prerequisite for success with computers, and the competitors looked back into the tube.
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