the beginning there was IBM. They dominated a market that did not exist there, a hundred percent. "Perpherie" was so "system" immanent, that separation seemed unimaginable. The sudden emergence of the IBM mixer showed that part of their complex services from simple data processing units existed. Stunned, the giant was faced with the daring act of the first mixer. Not the replica confused the IBM, but rather the willingness of customers to accept these duplicates.
4.1 Response
Embittered disappointed and produced all levels of the multinational counter-strategies, first on an emotional basis. Especially against renegade customers desire for revenge were growing. So, for example, within the IBM Germany played seriously with the idea to degrade mixed-hardware-users with users of second class. They should be isolated on the regular training seminars in order to carry the harmful thought any further. But not enough, the excommunication should also meet the daily use. IBM wanted to renounce the support system. The belief in their own superiority, however, prevented the outgrowth of an injured company. The self-esteem was a clever strategy restored.
4.2 Action
Benevolent punishment of mixed hardware and prospective customers through gentle uncertainty was the objective. Confusion the Mix bidder continuous changes in prices, contracts and product range was the other. This fully managed.
With this objective in the case were the VBs in the field.
Their mission: to explain the advantages and disadvantages of mixing by objective standards (which alone was IBM). The damages are ittstellenproblem risk creation and the maintenance of this strategy. Sting, however, was the touching appeal to reason the user to escape from long-term commitment to a mixer to the technological progress. Also attacked that argument, was offered to the IBM's own long-term contract. If no longer was any price cuts were threatened at some point, actually carried out. The
Miex hardware provider tricked at first from themselves by one another staged a relentless campaign. They neglected to observe the IBM strategies and fixed itself in direct competition comparison. The achievable prices fell below the cost. The consequences were severe financial turbulence, which provided the IBM VBs new conversation. The loss was considerable sympathy. IBM nostalgia prevailed.
the vitality of the mix bidder was underdeveloped in order to establish a great idea and into cash. Lack of price discipline, poor organization and lack of conviction against the customers have contributed much more to what has been not satisfactory status than the non-fair but legal counter-attacks of IBM.
covered in greatest need several mixers to court. Defendant: IBM. Indictment: Lack of tolerance against IBM over disability. Rating: wrong market behavior is not liable for damages.
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