The Payoff of Any Decisions that are Made

The Payoff of Any Decisions that are Made
In decision-making, several aspects determine the payoff of any decisions that are made. In the business world, issues are interrelated, and the payoff of any given decision-maker depends on what other decision-makers do within the market or business environment. Many scenarios can be used to demonstrate this concept. When someone decides about an issue, they always expect a payoff from their decision. However, the payoff fails because other related factors are suppressed by other decision-makers. This hinders their success on the issue or area.
One of the hypothetical situations that can be used to demonstrate this is the impact of a price war on the profitability of companies. One of the major hypothetical price wars is between Safaricom and Airtel Kenya, the major telecommunication companies operating in Kenya. Safaricom is deemed to have dominated the Kenyan market, and it usually capitalizes on this huge customer base and its stronger network available across the country. When a decision-maker in Airtel Kenya decides to reduce the price of a call, internet, and SMSs tariffs, their decision hardly payoff because Safaricom has dominated the market and imposed limitations on emerging telecommunication companies. In most instances, Airtel users calling a Safaricom user use fewer fees compared to a Safaricom user calling an Airtel user. This demonstration shows that Safaricom uses its strong network rich and software knowledge to suppress the rising of Airtel as an alternative consumer brand.
The suppression of Airtel through targeted decisions by Safaricom ensures that even when Airtel decision-makers aim to promote the brand, their work is negated. Safaricom's strategy is usually reacting to what others in the market are saying (Carroll & Grosu, 2011). When they understand, ...