And so the first of these that I will focus on the first is the price of competing products.

What was the market size? What share could you take?

And then kind of the third common errors, my price hast to be less than my competitor's price.

And what we'll do in future videos is we'll actually explore situations in which that does happen.

Everybody can get it. That's why we want to do fusion.

Let's say as before that we have four houses whose prices we want to predict, only now we have three competing hypothesis shown here on the right, so if you want to So apply all 3 competing hypotheses to all four of the houses, it turns out you can do that very efficiently using a matrix matrix multiplication so here on the left is my usual matrix, same as from the

We lost out to our rival in price competition.

I will say the price of Related Products because WRlTING we will see that they are not all competing.

On the right hand side it would only be a quarter.

With this price, your product would not be competitive in the Japanese market.

Then auctions like eBay are another example of dynamic pricing.

We must compete with the local stores in price.

And B is expected to make 4 per share.

And frankly, if there was a bunch of lemonade stands, everyone is trying to sell their capacity.

If this thing changes, this is going to move the curve.

And so let's just say Scenario A

Price

Now suppose that after you take your learn parameters, if you test your hypothesis on the new set of houses, suppose you find that this is making huge errors in this prediction of the housing prices.

So if you assume that the price of... actually, I shouldn't say Competing Products,

And you can imagine the other way, if the Kindle's price went down, then that would shift my demand curve to the right.

And I'm doing this just to show you a point

So what will that do to our price quantity demanded relationship ?

I'd like to discuss pricing with you.

They want to encourage high volume purchases, and so they have stepped pricing that is oriented to create volume.

So it has a Price to Earnings of 50.

So we have to be careful.

For any given price, it's going to lower the quantity demanded.

Let's say a guy invents a better light bulb.

The price of admission.

Par value

Redemption

Present value

Present values

Future value

Dr. Price?

Wenneck, Price, Garner.

Key Conflict

Shortcut conflict

Petroleum priced coal out of the energy market in Japan.

I could actually price on specific customer segments or on features I know they need.

How could you have prices that kind of move?

You would be correct that Company B was cheaper.

Alright?

That is Scenario E.

It turns out we made this pretty easy.