experience curve

Generally the production of any good or service shows the experience curve effect.

How might knowledge of the experience curve be used strategically?

The experience curve effect can on occasion come to an abrupt stop.

This was due not only to economies of scale but also to what came to be known as the experience curve.

It is also worth bearing in mind that the experience curve does not apply only to single products.

He also sets out clearly the conditions under which the experience curve can be the basis of effective strategy.

The experience curve illustrates that the more often a task is performed the lower will be the cost of doing it.

For example, in some environments the experience curve effect can be used to develop a cost advantage over competitors.

Company 2 has a much more rapidly declining experience curve and is increasing its margins.

"The strategic implications of the experience curve came closer to shattering earth."

The upgrade will mean the old experience curve will be replaced by a new one.

Company 1 does have lower costs but has a flatter experience curve than the declining price schedule.

The experience curve for transcendent jobs is significantly higher.

The experience curve reflects the mix of all these forms of learning.

"Semiconductors provided the evidence on which to build the experience curve concept itself.

Economies of scale and scope, and experience curve effects on costs.

This form, in which unit cost is plotted against total production, is sometimes called an experience curve.

He named this particular version the experience curve.

The point is just that some basic concepts relating to the experience curve may still be valuable if used with intelligence and discretion.

The Experience Curve is a managerial tool primarily used to predict cost behavior.

But design changes can be a key determinant of the experience curve for a generic group of products.

The well travelled road effect may lead people to overestimate the effect of the experience curve.

Cost-leadership policies do not, therefore, depend for their success upon some crude belief in the experience curve.

The main proactive reason for expanding internationally is perceived economies of scale and positioning on an experience curve.

Experience curve effects, regularly observed reduction in costs of manufacturing and delivery with increased experience.