--- In [email protected], Vaj <[EMAIL PROTECTED]> wrote: > > > On Nov 17, 2006, at 2:26 AM, curtisdeltablues wrote: > > > I wasn't thinking. My apologies to all of those > > whose daily cheap thrill comes from FFL. :-) > > > > > > And what is so bad about a cheap thrill? > > In TM there is no such thing as a cheap thrill, it's all pricey. I > strongly suspect cheap thrills may therefore be a violation of > natural law. > > If you don't pay a lot for it, you'll never appreciate it fully! If > you can't appreciate it fully how can you ever expect to live life 200%? > > It's your karma dude! ;-) > > -TB Vaj > The view (somewhat) inhernet in comments like yours, and views more manifest in other recent posts, appear a bit stuck some past TMO strategies, and reveals a limited view of the TMO's current organizational objectives and its resulting well considered and appropriate business and pricing strategies to meet those objectives.
Some appear to assume (not you explcity here) that, recasting their views in the language of economics and business strategy disciplines, all organizations should and must follow a profit maximization objective, and that the only appropriate business strategy is to be the low cost producer. And to price accordingly, price must be minimized. That is a wonderful strategy for for some organizations. But hardly the totality of possibilities. Depending on the organizations objectives, and the "competitive" and economic landscape it faces -- there are many other business and pricing strategies that may be appropriate. The TMO has changed its objectives from being a mass market service (60's and 70's), where in that era it priced aggresssively and appropriately for that objective, to currently focusing on a specific much smaller market niche. They have abondoned the mass market, and its sole focus is on the top 1% or so of education, career, income, influence and wealth parameters. This group is quite price inelastic. If they want something, they will obtain it -- and that demand is fairly constant whether priced at $500 or $2500. (Quite distinct from the mass market.) And despite the false assumptions of some, the organizational objectives of the TMO have never been "profit" maximization (which in a "non-profit" org has a somewhat different slant than a for profit business, but still focusses on similar parallel parameters.). In the the earlier days, the TM's organization objectives were somewhat parallel to a for profit's market-share maximization objective. Maximize the number of meditators. And support strucure: teachers, centers, etc. Now the organizational objective is to mazimize the number of YF in peace palaces and domes, and the number of pundits in such regional centers. Quite different objectives from the past. Calling for quite different strategies. You may not care for the current objectives, that though in no way diminishes them as valid objectives. With this objective, the TMO approppriately is purusuing a high "differentiation" business strategy, and pricing quite approriately to fuel the high costs of that differentiation strategy -- and pricing appropriately to the highly inelastic (price insensitive) demand of its target market. As a note of clarification, the above strategy applies to new meditators and YFs via its envisioned best-of-breed, world class peace palace facilities. Filling the domes, right now, is a parallel effort, with its own distinct strategy, based on the "residual" customers from the TMO's "old market". Thus, during its transition of organizational objectives, the TMO is expansively supporting the old market via generous price supports and incentives to participate in the domes.
