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Case study
Publication date: 26 May 2014

Diptiranjan Mahapatra and Ravindra H. Dholakia

Pricing of natural gas in India suffers from asymmetry because of the presence of limited suppliers having byzantine contracts. The oligopolistic market combined with price…

Abstract

Pricing of natural gas in India suffers from asymmetry because of the presence of limited suppliers having byzantine contracts. The oligopolistic market combined with price regulation results in welfare losses, and market failure. We argue that for the sake of long-term development of natural gas sector in fast developing economies like India, the long-run marginal cost (LRMC) seems to be the most suitable pricing policy. In the case analysis, we present a theoretical framework of calculating LRMC while acknowledging that the conditions necessary for a ‘first-best world’ rarely exist. We conclude that it is very much possible to gradually move from the existing ad-hoc pricing mechanism to a more robust LRMC regime that takes into account not just the production cost but also a scarcity premium as well as any externalities resulting from the natural-gas fuel cycle. The outcome based on our model compares very well with the one from the Rangarajan Committee's formula that got the government's nod recently for fixing of price of indigenously produced natural gas, to be effective from 01st April 2014.

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Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

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Case study
Publication date: 20 January 2017

Ming-Jer Chen, Alexandre Zimath, Andrea Maat, Fabiano Lopes, William Reynolds, Nivaldo Silva, Charles Vaughters and Aaron Watt

The CEO of Embraer, reflects on his company's dramatic ascent to its position as the world's leading regional aircraft manufacturer. Since becoming a private company, Embraer had…

Abstract

The CEO of Embraer, reflects on his company's dramatic ascent to its position as the world's leading regional aircraft manufacturer. Since becoming a private company, Embraer had successfully introduced seven commercial aircraft models to the market, including its latest, the 118-seat EMBRAER 195. Now, he is concerned because Embraer does not know what to expect from Bombardier, Boeing, and Airbus regarding their competitive response to his company's recent attacks on the commercial aircraft market. How would they respond to Embraer's successful launch of its recent family of jets? Would Bombardier really follow through with its launch of the CSeries? Would Airbus and Boeing perceive the latest attacks by Embraer and Bombardier as attacks on its own family of jets? Most importantly, given Embraer's expectations of rivals' future competitive moves, what should it do next to protect its position and influence its competitors' actions?

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

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