Originally posted by monochrome SG&A is not fixed.
SG&A is not fixed for fixed for the most of it, and that precisely why it is not accounted as cost of units sold but deducted from the gross margin. The most variable part of SG&A expenses is due to the variable compensation of the sales personnel.
Originally posted by monochrome The alternative business model (First-year MBA textbook stuff) is low volume, high-value, high-margin. Sound familiar?
lol, yes sounds familiar, I got my MBA from the MIT Sloan School of Manager and now back in business since 15 years, so after the MBA I continued to learn a lot in the industry (beyond books, BTW, books are often written by people with little practical experience, so the best is is to know the theory and the practice). And, MBA accounting text books define SG&A not as sold unit related expenses, in other words in theory fixed cost :-) Curiously, I can't find the same definition of SG&A as yours:
"Selling General & Administrative Expenses (SG&A)
Definition:
Here is another place where language can be confusing. For many companies, operating expenses and SG&A are the same thing.
SG&A stands for Selling, General, and Administrative expenses and includes the day to day expenses NOT directly related to manufacturing the product or selling the service. Some companies refer to operating expenses as SG&A, or just G&A, while others treat G&A as one subcategory and give sales and marketing (and possibly other specific categories of expenses) its own line, all under the heading of operating expenses. Often a company will make this distinction based on the relative size of each."
Originally posted by monochrome To gather market share against two dominant, entrenched competitors who have successfully fragmented the product market with multiple variations of a basic product is a classic marketing case study.
I NEVER considered this in my suggestions that Ricoh would trying to gain market share from Canikon, if you read correctly, I wrote the opposite. And obviously, making multiple variations of a (not necessarily basic) product is a classic marketing "case study". The point is that to generate more money, you have different options:
1) - acquire new customers (e.g such as via compelling entry level offerings), + avoid to lose more customers than the acquisition rate.
2) - acquire new customers from competitor + avoid to lose more customers than the acquisition rate.
3)- Or, keep you existing customer as much as possible and sell them in depth, i.e sell more products to the same customer
A company can select #1 or #2 or #3 , or a mix.
Back to the point that I insist on: Making two spins of a common full frame camera platform is a valid approach for option #3, which neither is an attempt to compete with Canikon; nor require high volumes and does not increase SG&A. In the camera industry, gross margins are roughly. 40%, SG&A expenses 20%, R&D 10%, 10% EBIT, so there are different ways to reach an average 40% gross margin. For a full frame product line, Ricoh can decide to do it with one product or more then one product. You made it a fixed idea that Ricoh can't make it with more than one full frame product.
Originally posted by monochrome Dude. Published Corporate Research from an Investment Bank is public domain. The Investment Banker(s) may very well have been in the room as consultants and heard - or even said - the very words. Spring, 2012, referring to "Digicams," during the Ricoh global retrenchment.
Our PR department say anything to investors, the goal is not to tell the truth, the goal is to manage stock prices and sources of finance, banks and investor are suppliers of money.
What you write is not stupid and is logical, but in management there is no single absolute right way. Different strategic paths can succeed, and also a lot of strategic paths are doomed to fail.
Originally posted by monochrome Far being from benighted old men, Ricoh are very smart, very good businessmen.
Sure. I agree.
Originally posted by monochrome But whatever. I defer to your superior intellect and depart the field.
Not the goal. I acknowledge your point of doing high margin low volume ff camera (like the 645D+Z) is a valid approach, as the APSC multiple product approach was also valid, and now the full frame could be high margin low volume for the pro segment, and higher volume lower margin for the enthusiast amateur full frame segment.