Abstract
Most firms are multi-product companies faced with the decision whether to sell products (goods and/or services) separately at individually determined prices or whether combinations of products should be marketed in the form of “bundles” for which a “bundle price” is asked. Bundling plays an increasingly important role in many industries and some companies even build their business strategies on bundling. A renowned case is Microsoft. By smartly combining its application software into the “Office” bundle, Microsoft extended the quasi-monopoly of Word to Excel, Access and PowerPoint. Microsoft increased the market share of PowerPoint and Access when it bundled these two less attractive components with the attractive components Excel and Winword. The so-called “Office” bundle and its software components represent the standard in the application software market and have a share over 80 percent (see Wuebker, 1998, 189). In a similar way, Microsoft is trying to monopolize the Web-browser market. In mid-1996, its Web-browser Internet Explorer had a market share of 7 percent, while Netscape’s Navigator had a quasi-monopoly (over 80 percent market share). By bundling the Explorer with its operating system Windows, Microsoft’s share rose to 38 percent and Netscape’s lead in the browser market dropped to 58 percent by early 1997. Many software experts believe that Microsoft will soon get the leadership in the Web-browser market.
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Simon, H., Wuebker, G. (1999). Bundling — A Powerful Method to Better Exploit Profit Potential. In: Fuerderer, R., Herrmann, A., Wuebker, G. (eds) Optimal Bundling. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-09119-7_2
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DOI: https://doi.org/10.1007/978-3-662-09119-7_2
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