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  • ಬೇಡಿಕೆ ಮತ್ತು ಪೂರೈಕೆಯ ಚರ್ಚೆ – ೫

    ಬೇಡಿಕೆ ಮತ್ತು ಪೂರೈಕೆಯ ಈ ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ, ಪೂರೈಕೆಯು ತಟಸ್ಥ ಮಟ್ಟದಲ್ಲಿದ್ದು, ಬೇಡಿಕೆಯು ಕಮ್ಮಿಯಾದರೆ ಸಮಾನಾಂತರ ಬೆಲೆಯು ತಗ್ಗುವುದೆಂದು ತಿಳಿದುಕೊಂಡೆವು. ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ, ಮುಂದುವರೆದು ಇನ್ನೊಂದು ಹೊಸ ನಿಯಮವನ್ನು ತಿಳಿದುಕೊಳ್ಳೋಣ.

    ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ ಉದಾಹರಣೆಯಾಗಿ ತೆಗೆದುಕೊಂಡಂತೆ ಈ ಬಾರಿಯೂ ನಿಂಬೇಹಣ್ಣನ್ನು ತೆಗೆದು ಕೊಳ್ಳೋಣ. ವರ್ತಕನು ತನ್ನ ಹಿಂದಿನ ಅನುಭವವನ್ನು ನೆನೆಪಿಟ್ಟು, ಈ ಬಾರಿ ಹೊಸದೊಂದು ತಂತ್ರವನ್ನು ಉಪಯೋಗಿಸಿದನು. ಪ್ರತೀ ಎರಡು ಘಂಟೆಗೊಮ್ಮೆ ೫೦ ನಿಂಬೆಗಳ ಒಂದು ಚೀಲವನ್ನು ತಂದುಕೊಡುವಂತೆ ತನ್ನ ಕಾರ್ಮಿಕರಿಗೆ ನಿರ್ದೇಶಿಸಿದ್ದನು. ದಿನದ ಘಂಟೆಗಳು ಜರುಗಿದಂತೆ, ಘಂಟೆಗೆ ಸುಮಾರು ೨೦ ಜನರು ಬರುತಿದ್ದುದನ್ನು ಗಮನಿಸಿದ್ದನು. ಸುಮಾರು ೩ ಘಂಟೆ ಸಂಜೆಯ ವೇಳೆಗೆ, ಕಡೆಯ ನಿಂಬೇಹಣ್ಣಿನ ಮೂಟೆ ಬಂದದನ್ನು ಗಮನಿಸಿದ. ಎಲ್ಲೆವನ್ನೂ ಮಾರುವ ನಿಶ್ಚಯ ಮಾಡಿದ್ದ ಆತನು ತನ್ನ ಎಲ್ಲ ನಿಂಬೆಹಣ್ಣುಗಳ್ಳನ್ನು ಮಾರಲೆಂದು ಪ್ರತೀ ನಿಂಬೇಹಣ್ಣಿನ ಬೆಲೆಯನ್ನು ಕಡಿಮೆಗೊಳಿಸಿದ. ಕಡಿಮೆ ಬೆಲೆಯಾದಾಗ ಹೆಚ್ಚು ಪದಾರ್ಥಗಳನ್ನು ಕೊಳ್ಳಬಹುದೆಂಬ ನಿಯಮವನ್ನು ಈಗಾಗಲೆ ತಿಳಿದುಕೊಂಡಿದ್ದೇವೆ.

    ಈ ಮೇಲಿನ ಉದಾಹರಣೆಯನ್ನು ಅಧ್ಯಾಯನ ಮಾಡಿದಾಗ, ಬೇಡಿಕೆ ಮತ್ತು ಪೂರೈಕೆಯ ಹೊಸದೊಂದು ನಿಯಮ ನಮ್ಮ ಅರಿವಿಗೆ ಬರುತ್ತದೆ – ಬೇಡಿಕೆ ತಟಸ್ಥವಾಗಿದ್ದು, ಪೂರೈಕೆಯು ಹೆಚ್ಚುತ್ತಾಹೋದಲ್ಲಿ, ಇದರ ಸಮಾನಾಂತರ ಬೆಲೆಯು ಕುಸಿಯುವುದು.

  • Supply and Demand Discussion – 5

    Proceeding from the earlier blog where we showed that – if demand decreases with the supply remaining unchanged, then a lower equilibrium price is reached. We continue our analysis in this blog again with the use of lemons.
    Again for simplicity, we would take the same market example but tweak the assumptions as follows – The Vendor from the earlier experience of not having many customers for his lemons he decides to use a different strategy – get the lemon supply multiple times a day (each delivery is of 50 lemons), but would not to take stock back home. Market Closed at 5 pm.
    The lemon vendor began working through the day and had realized that customers moved in at a constant rate of around 20 people per hour. At around 2:30pm, he realized that 3pm he would have no lemons left, so he went ahead and got some more lemons and added it – expecting the demand to continue. But the delivery is always of 50 lemons, so there would be an excess of 10, he didn’t want to take these extra lemons home and hence as the time approached 4:30 pm he found 15 of them remaining. Since he didn’t want to carry it back home, he decided to reduce the price from Rs 3/- to Rs 2/- and expected that all lemons would be sold out!
    Analyzing the above situation, we realize that the demand was always constant – At the rate of 20 customers walking in per hour. What really changes was the supply – given the time frame, the vendor ordered a higher supply than needed – so to complete the sale, he had to sell off all the lemons at a lower price. This could be nicely summarized in the following rule – “If demand remains unchanged, and supply increases, it leads to a lower equilibrium price”

  • ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ಇಂದ ಬೆಳೆದಿರುವ ವ್ಯವಹಾರದೆಡೆಗೆ

    ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ಶಿಪ್ಪಿನ ಯಾತ್ರೆಯು ಕಲ್ಪನೆಯುಂದ ಶುರುವಾಗಿ, ಬೆಳೆಯುತ್ತಾ ಮುಂದುವರೆದು ಸಫಲ ವ್ಯವಹಾರವಾಗಿ ಸ್ಥಾಪಿತವಾಗುತ್ತದೆ. ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ, ಈ ಯಾತ್ರೆಯಲ್ಲಿ ಕಂಡುಬರುವ ವಿಶೇಷಗಳು ಮತ್ತು ವ್ಯತ್ಯಾಸಗಳನ್ನು ತಿಳಿಯಪಡಿಸಲು ಇಚ್ಛಿಸುತ್ತಿದ್ದೇನೆ. ಈ ಯಾತ್ರೆಯನ್ನು ಮೂರು ಭಾಗಗಳನ್ನಾಗಿ ವಿಭಾಗಿಸಬಹುದು.
    ೧. ಪ್ರಾರಂಭ
    ೨. ಚಿಗುರು ವ್ಯವಹಾರ
    ೩. ಬೆಳೆದ ವ್ಯವಹಾರ

    ಪ್ರಾರಂಭ: ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ಶಿಪ್ಪಿನ ಪ್ರಾರಂಭದಲ್ಲಿ ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ಒಂದು ಕನಸಿನೊಂದಿಗಾಗುತ್ತದೆ. ಆತನಿಗೆ ಮಾರ್ಗದರ್ಶನ ನೀಡಲು ಯಾರೂ ಇರಲಾರರು, ಪದ್ಧತಿಗಳಿರುವುದಿಲ್ಲ. ಒಂದೇ ಸಮಯದಲ್ಲಿ ಹಲವಾರು ಕಾರ್ಯಗಳನ್ನು ಮಾಡುತ್ತಿರುತ್ತಾನೆ. ವ್ಯವಹಾರವು ಅತ್ಯಂತ ಮೃದುವಾಗಿದ್ದು, ಅದನ್ನು ಬೇಕಾದ ಹಾಗೆ ರೂಪಿಸಬಹುದು – ಕೇವಲ ಹೊಸ ಪದ್ಧತಿಗಳ ಮೂಲಕ ಮಾತ್ರವಲ್ಲ, ಸಾಧಿಸಬೇಕೆಂಬ ಧ್ಯೇಯ ಕೂಡ ಪರಿವರ್ತನೆಗೊಳಾಗಾಗಬಹುದು. ಹೆಚ್ಚಾಗಿ ಈ ಸ್ಥಿತಿಯಲ್ಲಿ ಇದೆಲ್ಲವೂ ಒಂದೇ ಮನುಷ್ಯನ ಕಾರ್ಯವಾಗಿರುತ್ತದೆ.

    ಚಿಗುರು ವ್ಯವಹಾರ: ಈ ಸ್ಥಿತಿಯಲ್ಲಿ ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ನ ಒಟ್ಟಿಗೆ ಆತನ ತಂಡವು ಇರುತ್ತದೆ. ಆತನ ಧ್ಯೇಯವು ಮುಂದುವರೆದು ಆತನ ತಂಡದ ಸದಸ್ಯರಿಗೆಲ್ಲಾ ತಿಳಿಸುತ್ತಾನೆ. ಒಬ್ಬನೇ ಎಲ್ಲಾಕಾರ್ಯಗಳನ್ನು ಮಾಡುವುದನ್ನು ಕಡಿಮೆ ಮಾಡಿ ತನ್ನ ತಂಡದ ಸದಸ್ಯರಿಗೆಲ್ಲ ಕಾರ್ಯವಿಂಗಡನೆಯಿಂದ ಸಾಧಿಸುವ ಪ್ರಯತ್ನ ನಡೆಯುತ್ತದೆ. ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ಒಟ್ಟಿಗೆ ಸಂಪರ್ಕ ಹೆಚ್ಚಿರುತ್ತದೆ. ಕಾರ್ಯದ ಧ್ಯೇಯ ನಿರ್ಧರಿತವಾಗಿದ್ದರೂ ಅದನ್ನು ಸಾಧಿಸಲು ಬೇಕಾಗುವ ಪದ್ಧತಿಯು ಪರಿವರ್ತನೆಯಾಗುತ್ತಲೇ ಇರುತ್ತದೆ. ಧ್ಯೇಯ ದೃಢವಾಗಿದ್ದು, ಪದ್ಧತಿಗಳು ಅದರ ಸುತ್ತ ಬೆಳೆಯುತ್ತವೆ. ಕಾರ್ಯಕರ್ಮಿಗಳಲ್ಲಿ ರಾಜಕೀಯ ಮನೋಭಾವ ನಿಧಾನವಾಗಿ ಬೇರೂರ ತೊಡಗುತ್ತದೆ.

    ಬೆಳೆದ ವ್ಯವಹಾರ: ವ್ಯವಹಾರ ಬೆಳೆದಿರಲು, ವ್ಯವಹಾರಕ್ಕೆ ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ನ ಅವಶ್ಯಕತೆ ಕಡಿಮೆಯಾಗುತ್ತದೆ. ತಂಡವು ಅದರಷ್ಟಕ್ಕೆ ಬೆಳೆಯುತ್ತಾ ಹೋಗುವುದು. ತನ್ನದೆಯಾದ ಪದ್ಧತಿಗಳು, ನಿಯಮಗಳು, ರೂಪರೇಷೆಗಳನ್ನೆಲ್ಲಾ ಸೃಷ್ಟಿಸಿ ತನ್ನ ಧ್ಯೇಯದೆಡೆಗೆ ಒಯ್ಯುವರು. ಸರಳತೆಯು ಕಳೆದು ಅದರ ಬದಲಿಗೆ ಹೆಚ್ಚು ಕಠಿನ ಕ್ರಮಗಳು ಹೆಚ್ಚುತ್ತವೆ. ಕಾರ್ಯಕರ್ಮಿಗಳಲ್ಲಿ ರಾಜಕೀಯ ಮನೋಭಾವ ಹೆಚ್ಚಾಗುತ್ತದೆ.

    ಇಂತಹ ವಿಷಯಗಳನ್ನು ಅಧ್ಯಯನ ಮಾಡುವ ಪ್ರಬಂಧವನ್ನು – ಆರ್ಗನೈಶನ್ ಡೆವಲೆಪ್ಮೆಂಟ್ ಎನ್ನುತ್ತಾರೆ.

  • From Entrepreneurship to a Established Business

    A journey from entrepreneurship (the very first inspiration of starting off) to an established company involves a lot of transitions. I intend to summarize these differences in the blog. Put on a spectrum of growth stage, I could identify three distinct stages in this progression:
    • The pure start-up stage
    • The small group growth stage
    • The Established stage
    The Start-up Stage: I might not be aligning to the text books definition, but for the sake of distinction, I highlight this aspect separately. As Entrepreneurs begin setting up their ventures, the whole idea begins to manifest itself in his mind; he starts off on his journey. There is not process, to guide, no one to monitor. There is a lot of multi-tasking by the entrepreneur; he attempts all possible tact to attract business for himself. Though highly flexible on the ideas and their stratergization front, there is a limited flexibility in the number of operations that could be taken up. There is absolutely no scope for politics since there is only a single person in the show.
    The Growth Stage: As this single entrepreneur progresses with building a team, the locus of business shifts from the entrepreneur to this group, his first team members. The idea is communicated to this team, and delegation increases. Processes and Strategies for a smooth communication amongst the group begin to take shape. It is the group in motion and not the entrepreneur alone. The entrepreneur having delegated some of his task might begin focusing on the activity him /her finds most best done by him. The team is bound by a personal touch – the founder communicates with his team directly. As the team grew, it granted the organization higher operational flexibility and the strategies to achieve the ideas are discussed with group and hence flexible. Politics – the power battle begins to creep in, but there is no scope for explicit expression of such a feeling.
    Established company Stage: The venture creates a name for itself, the team size grows. The entrepreneur’s ideas are now in the product form in the market. Structure and systems have evolved based on the policies that were set up and evolved through the growth stage – hierarchies, communication processes, are all predefined. The top management would deal with the decision making and it’s through the process of communication that efficiencies are attempted. The founder would move away from the new recruits as various layers are added. As the size of the company increased the flexibility which was hall mark of the earlier two stages takes a beating and in fact is lost completely. Politics begin to play a heavier role.
    Management Study groups these growth related challenged into a study stream called- Organization Development

  • What if I fail?

    The concept of starting off excites people. An ideator gets excited with a thought and meets one of his friends, or a professional contact or a family member and shares the idea. In some cases both realize they can get something off the ground and move ahead quickly. It is the idea that occupies the mind of the founders, they don’t think too much ahead, they feel the idea is the most important thing in their life and get into action mode.

    They begin working on the idea; get into the design stage and then the development stage – the concept to their offering. They then begin looking out for people to buy this offering. They realize that there is something not right, the people are not paying for the offering.

    Very soon they realize that cash is not flowing in – one of the founders feels (s)he has wasted time with this venture and could have gotten a much higher deal with the work in the company (s)he had quit. There is a difference of opinion amongst the founders – they begin to have altercations. One of them quits and gets back to the normal life and the other tries continuing this idea further but soon looses steam and give up!

    Where did the idea go wrong?

    Was it the team, was it the cash flow, was it the expectation, was it not listening to the market, was it the opportunity cost, was it the greediness? – I shall deal with many such issues as we progress.

    Well at least some of these if not all are an answer to the reason why such a venture would have flopped! Well don’t worry, it but natural – remember not every seed sown grows into a plant or a tree. Some do some don’t. You at least have attempted to get the seed (the idea) into a plant (to an offering). It is important to have attempted and failed than to have not attempted at all. Keep the fires of entrepreneurship glowing. You need to try a bit before you are equipped for success.

    Go ahead – there is nothing perfect in this world, still attempt it.

  • Which cash is good Cash?

    We have heard a lot of people say “Cash is King”. The term Cash refers to funds that are available at hand and as liquid as possible. One could also argue if that cash is the result of operational success/failure; but it is also essential for sustenance, this is critical parameter for your enterprise to function. People look for this source from – savings, family, friends, partners, angels, VC, banks and borrowings.

    All these are sources are sources of income, but the issue is of which one of this is the best source. Of these mentioned above which one is an indication of a successful business?

    While all of these borrowing are an indication that you have been able to sell your concept to the lender in return or without a favor, the unexplained part is, has it been enough to claim the success of your company.

    My take on this is – not yet! The only positive sign that any startup could celebrate would be when its customers pay for the product. That money is really the cash that every start up needs to work towards. It is that cash that gets everything in confidence. It is the certificate the market gives for the product and its utility. When one goes to an investor like the angel or VC with something sold their confidence soars in the venture. Look to get to this cash in the earliest possible stage.

    While the initial cash from savings or family or friends are critical to start up, if we don’t get to what sells in the market – you are in the red. Work perpetually towards getting this “good cash” – the cash that has been earned form the product. Listen to your costumers they are broadcasting all that they want all the time.

  • Key Takeaways from the entrepreneurial journey

    Entrepreneurship is a long journey, some journeys get quick successes and others need to wait. Having worked with quite a few start ups and intending entrepreneurs, reading a bit about entrepreneurship; it is very clear that behind the success of any venture are numerous learning that come along the way. I was trying to read some blogs and posts etc that would back my thought process and I found one on the HBR site.

    Here is the list of learning beautifully put together by a social entrepreneur:

    • You never know what the future is going to bring. So stop predicting your own failure. Your job is to take the next indicated step in front of you. Shorten your horizon. One day at a time. Don’t think beyond these eight hours, unless you have to for logistical purposes. On your worst days, get through it one hour at a time.
    • Don’t force your will on every situation. Don’t think that you have to drive every pitch and every product to success. It could well be that the investor who says no was going to be your worst nightmare. And it could be that the obstacle that kept you from launching the product you were obsessed with gave rise to a better idea and transformed your business. A larger intelligence than your own may be at work: Let it do some of the heavy lifting. Its imagination may be infinitely more creative than your own. Steve Jobs didn’t invent the iPod. Someone brought it to him.
    • Don’t let your feelings interfere with your commitment. You may not “feel” like going out and making another pitch. You may feel too depressed to draft the next iteration of the business plan. But what difference do your feelings make? Do what you have to do regardless of how you feel about
    • Lean on your partners. Don’t be afraid to tell them when you’re having a bad day, or when you feel like giving up, or feel like a loser, or are in a state of total despair. Feelings are temporary. They’re unstable. They pass. And they pass much more quickly when they’re shared.

    Thanks Dan for those valuable wording clearly encapsulate what an entrepreneurs focus has to be.

  • ಮಾನವ ಸಂಪನ್ಮೂಲ: “ಇಗೊ” ಅಹಂಕಾರ

    ಮಾನವ ಸಂಪನ್ಮೂಲದ ಈ ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ, ಅದರ ಮಹತ್ವ ಮತ್ತು ಕಂಪನಿಗಳು ಅದನ್ನು ತಮ್ಮ ಬ್ರಹ್ಮಾಸ್ತ್ರವನ್ನಾಗಿ ಉಪಯೋಗಿಸಬಹುದೆಂದು ತಿಳಿದುಕೊಂಡೆವು. ಮನೋವಿಜ್ಞಾನವು ಮಾನವ ಸಂಪನ್ಮೂಲದ ಬಹು ಮುಖ್ಯ ಆಧಾರ ಸ್ತಂಭಗಳಲ್ಲಿ ಒಂದು. ನಾನು ಎನ್ನುವುದನ್ನು ಮಾನವ ಸಂಪನ್ಮೂಲ, “ಇಗೊ”ಎನ್ನುವುದನ್ನು ಪದವನ್ನು ಸರ್ ಸಿಗ್ಮಂಡ್ ಫ್ರೊಯ್ಡ್ ಮೊಟ್ಟಮೋದಲ ಬಾರಿಗೆ ಪ್ರಸ್ತಾಪಿಸಿದರು. ಮನೋವಿಜ್ಞಾನದ ಈ ಅರ್ಥವನ್ನು ಬೇರೆ ಅಂಕಣದಲ್ಲಿ ತಿಳಿದುಕೊಳ್ಳೋಣ.

    ಈ ಅಂಕಣಕ್ಕೆ ಬೇಕಾದ “ಇಗೊ” (ಅಹಂಕಾರ) ಅರ್ಥವು – ನಮ್ಮ ಬಗ್ಗೆ ನಾವೇ ಸೃಷ್ಟಿಸಿಕೊಂಡಿರುವ ಕಲ್ಪನಾತ್ಮಕ ಪ್ರತಿಬಿಂಬ. ನಮ್ಮ ಸಾಧನೆಗಳಿಂದ ಈ ಬಿಂಬವು ಹೆಚ್ಚು ಗಾಢವಾಗುತ್ತದೆ. ಈ ಪ್ರಕ್ರಿಯೆಯು ಮುಂದುವರೆದಂತೆ, ಮಾನವನಾದವನು ತನ್ನದೇಯಾದ ಕಲ್ಪನಾತ್ಮಕ ವಲಯವನ್ನು ಬೆಳೆಸತೊಡಗುತ್ತಾನೆ; ಕಾಲಕ್ರಮೇಣ ಈ ವಲಯವು ನನ್ನದೇ, ಆರಲ್ಲಿ ನಾನೇ ಸಾರ್ವಭೌಮನೆಂದುಕೊಳ್ಳುತ್ತನೆ. ಆತನು ತನ್ನದೇಯಾದ ಲೋಕದಲ್ಲಿರುತ್ತನೆ, ಅವನು ಕೆಲವೇ ಸ್ನೆಹಿತರ, ಸಂಬಂಧಿಗಳೊಡನೆ ಸಂಪರ್ಕವನ್ನು ಸೀಮಿತಗೊಳಿಸುತ್ತಾನೆ. ಆತನಲ್ಲಿದ್ದ ವಿಶಾಲ ಮನೋಭಾವವು ಸಂಕುಚಿತವಾಗತೊಡಗುತ್ತದೆ. ಈ ಪರಿವರ್ತನೆಯೇ ಕಂಪನಿಗಳಲ್ಲಿ ಕಾಣುವ ಹಲವಾರು ಕಿತ್ತಾಟಕ್ಕೆ ಕಾರಣವಾಗಿದೆ.

    ಮಾನವರ ಸರ್ವೆಸಾಮನ್ಯವಾದ ಈ “ಇಗೊ”ವನ್ನು ಸರಿಯಾಗಿ ಅರ್ಥೈಸಿಕೊಂಡಲ್ಲಿ, ಮಾನವ ಸಂಪನ್ಮೂಲವನ್ನು ಕಂಪನಿಯ ಏಳಿಕೆಗೆ ಪ್ರೊತ್ಸಹಿಸುವುದು ಸುಲಭವಾಗುತ್ತದೆ.

  • HRM – Understanding “I”

    In the earlier blog on HRM, we understood the relevance and briefly touched on how it could be used at securing a competitive advantage for the company. One of the foundation stones of HRM is the area of Psychology. In this science of the mind, we have a concept of Ego. Ego as a concept is psychology was introduced by Sir Sigmund Freud. We would keep dealing with the theory he proposed for a later date.

    Ego, in its Latin origins, means “I”. Simply, it is the image we have about our-self – this image is built by our notions about our self & our achievements. This in many ways forms the beginning of all HR issues and hence attracts a lot of interest from the Managerial community. All humans work with a commitment to realizing their dream – how ever big or small; and to realize this (s) he would create her/his own path towards achieving it. In this journey one achieves a phenomenal number of achievements minor or major and begins associating with his personal image.

    Over a period of time, the individual moves in the reverse, begins assigning too much weight to past successes and creates a small imaginary sphere around oneself to protect the territory that is so personal. Entry for anyone into this territory is based on the proximity of the individual to the person. People begin clashing with other people when they try to protect this boundary. This is one of the major issues that the HR department faces while dealing with people and their aspirations.

    Understanding this “I” that people possess is a great secret for effective management of the human capital.

    Read in Kannada: http://somanagement.blogspot.com/2011/03/blog-post_9081.html

  • ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿ – ಫ್ರೀಮಿಯಂ

    ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿಯ ಚರ್ಚೆಯಲ್ಲಿ “ಡೈರೆಕ್ಟ್ ಸೇಲ್ಸ್” ನಿಂದ ಮುಂದುವರೆದು, ಇಂದು ಫ್ರೀಮಿಯಂ ಪ್ರತಿಕೃತಿಯ ಬಗ್ಗೆ ಚರ್ಚೆ ಮಾಡೋಣ. ಸಾಫ್ಟ್ ವೆರ್ ಜಗತ್ತಿನಲ್ಲಿ ಅತ್ಯಂತ ಪ್ರಚಲಿತ ಪ್ರತಿಕೃತಿ ಇದು.

    ಹೆಸರೇ ಸೂಚಿಸುವಂತೆ, ಫ್ರೀಮಿಯಂ – “ಫ್ರೀ” ಮತ್ತು “ಪ್ರಿಮಿಯಂ” ಎನ್ನುವ ಪದಗಳ ಜೋಡಣೆ ಇಂದ ಬಂದಿದೆ. ಇದರಂತೆ, ನಿಮ್ಮ ಮಾರಾಟದ ವಸ್ತುವಿನ ಒಂದು ಭಾಗವನ್ನು ಫ್ರೀಯಾಗಿ ನೀಡಿ, ಇನ್ನುಳಿದ ಭಾಗಕ್ಕೆ ಖರೀದಿಯ ಮೂಲಕ ವ್ಯವಹಾರಗಳು ತಮ್ಮ ಶ್ರಮಕ್ಕೆ ಅನುಗುಣವಾಗಿ ಆದಾಯವನ್ನು ಪಡೆಯುತ್ತರೆ.

    ಇಂದಿನ ಗಣಕಯಂತ್ರ ಯುಗದಲ್ಲಿ ಸರ್ವೇಸಾಮಾನ್ಯವಾಗಿ ಕೇಳಿಬರುವ “ಆಂಟಿ-ವೈರಸ್” ಅನ್ನು ಇದೇ ಪ್ರತಿಕೃತಿಯ ಮೂಲಕ ಮಾರುವುದನ್ನು ಕಾಣುತ್ತೇವೆ. ಇದರಂತೆ, ಆಂಟಿ-ವೈರಸ್ ಕಂಪನಿಗಳು – ಕೆಲವು ಸಂದರ್ಭಗಳಲ್ಲಿ ೪೫ ದಿನಗಳ ಉಚಿತ ಉಪಯೋಗಕ್ಕೆಂದು ಕೊಟ್ಟು ನಂತರ ಉಪಯೋಗಿಸ ಬೇಕೆಂದರೆ ಖರಿದಿಸಿ ಉಪಯೋಗಿಸುವಂತೆ ನೋಡಿಕೊಳ್ಳುತ್ತಾರೆ. ಇನ್ನೊಂದು ವಿಧಾನದಲ್ಲಿ, ಕೆಲವೇ “ಫೀಚರ್ಸ್”(ಗುಣ-ಲಕ್ಷಣ) ಗಳನ್ನು ಉಚಿತವಾಗಿ ನೀಡಿ, ಪೂರ್ತಿಯಾದ ಗುಣ-ಲಕ್ಷಣಗಳ ಪ್ರಯೋಗ ಮಾಡಬೇಕಾದಲ್ಲಿ ಖರೀದಿಸ ಬೇಕಾಗುತ್ತದೆ.

    ಈ ಪ್ರತಿಕೃತಿಯ ಮೂಲಕ, ಸಂಭಾವಿ ಗಿರಾಕಿಗಳು ತಾವು ಖರೀದಿಸಲೆಂದು ಆಲೋಚಿಸುತ್ತಿರುವ ವಸ್ತುವು ಭರವಸೆಗೆ ಯೋಗ್ಯವಿರುವುದೋ ಇಲ್ಲವೋ, ಅದರ ಗುಣಮಟ್ಟವನ್ನು ಪರೀಕ್ಷಿಸಿ ಮತ್ತೆ ಖರೀದಿಸ ಬಹುದು. ಖರೀದಿಸಲೆಂದಿರುವ ವಸ್ತುವಿನ ಮಾರಾಟಗಾರಿಕೆಯಲ್ಲೂ ಈ ಪ್ರತಿಕೃತಿಯು ಬಹು ಸಹಾಯಕಾರಿಯಾಗಿದೆ. ಗಾಹಕರ ಅನುಭವದಿಂದ ಅವರಲ್ಲಿ ಬೆಳೆಯುವ ನಂಬಿಕೆಯೇ ಈ ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿಯ ಸಫಲತೆಯ ರಹಸ್ಯ.