Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/217801 
Year of Publication: 
1982
Citation: 
[Journal:] South African Journal of Business Management [ISSN:] 2078-5976 [Volume:] 13 [Issue:] 3 [Publisher:] African Online Scientific Information Systems (AOSIS) [Place:] Cape Town [Year:] 1982 [Pages:] 101-112
Publisher: 
African Online Scientific Information Systems (AOSIS), Cape Town
Abstract: 
In this article, the first of a series of two articles, the Boston Consulting Group's use of the experience curve as a strategic planning tool is explained. The experience effect is described and differences between learning curves, experience curves and economies of scale are highlighted. The effect of experience on product costs is described: costs don't just decline, they must be managed. The effects of experience on costs and prices are quantified, and sources of the experience effect amenable to strategic management are given. Strategic implications for competitive interaction using company experience are considered. (The second article, to be published, will explode some myths associated with the idyll. Perrhic victories in the quest for market share will be described and practical problems in applying the experience effect will be highlighted).
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

Files in This Item:
File
Size





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.