In reply to an earlier question....
I would frame the problem this way. The positioning of the 2 SKUs are:
(i) Premium gamer (wants HD and other goodies)
(ii) Pure gamer (Just gaming on SD)
Then find the price for these 2 SKUs so that we make enough e.g., to jumpstart the online services, and the 2 SKUs won't cannibalize each other + PSTwo.
If viewed from this framework, I don't want to sacrifice (ii) because it is addressing a different segment altogether.
As for whether and when they will reduce the price, it depends on their strategic business model. After that the tactical stuff we talk about comes into play (i.e., sales volume, compensating for competitors, natural cost reduction, ...)
Strategically if they believe the "Network is the future" (like MS), then the quicker PS3 expands the user base without losing money, the better. There are indications that MS will drop their price to grab as large a user base as possible. Then reap the benefit (turn it into a cash cow via different revenue stream). This is also the traditional "Market share is king" model. The risk here is that one may not be able to capitalize on the user base (like so many dot.com companies).
Sony seems to have the same idea, but their latest pricing is inconsistent with that vision. Perhaps their data showed them that the first to online market may not win the war and are taking their time to skim the high-def and game market. The downside is: With so many baggages, they may have diluted their own effort (PS2 legacy, High-def war, online war, next-gen game play). The next few months will be critical for Sony to demonstrate its sex appeal (since we didn't get to see it this E3). It seems to be losing its identity.
I don't think Sony is losing control over cost (e.g., the Hard Disk component). But I do think that their people are getting lost in the details "out there" because they are too many things they want to do at once and there are many loose ends.
I would frame the problem this way. The positioning of the 2 SKUs are:
(i) Premium gamer (wants HD and other goodies)
(ii) Pure gamer (Just gaming on SD)
Then find the price for these 2 SKUs so that we make enough e.g., to jumpstart the online services, and the 2 SKUs won't cannibalize each other + PSTwo.
If viewed from this framework, I don't want to sacrifice (ii) because it is addressing a different segment altogether.
As for whether and when they will reduce the price, it depends on their strategic business model. After that the tactical stuff we talk about comes into play (i.e., sales volume, compensating for competitors, natural cost reduction, ...)
Strategically if they believe the "Network is the future" (like MS), then the quicker PS3 expands the user base without losing money, the better. There are indications that MS will drop their price to grab as large a user base as possible. Then reap the benefit (turn it into a cash cow via different revenue stream). This is also the traditional "Market share is king" model. The risk here is that one may not be able to capitalize on the user base (like so many dot.com companies).
Sony seems to have the same idea, but their latest pricing is inconsistent with that vision. Perhaps their data showed them that the first to online market may not win the war and are taking their time to skim the high-def and game market. The downside is: With so many baggages, they may have diluted their own effort (PS2 legacy, High-def war, online war, next-gen game play). The next few months will be critical for Sony to demonstrate its sex appeal (since we didn't get to see it this E3). It seems to be losing its identity.
I don't think Sony is losing control over cost (e.g., the Hard Disk component). But I do think that their people are getting lost in the details "out there" because they are too many things they want to do at once and there are many loose ends.