In 2000 Boeing corporation mad a decision to pay Hughes Electronics
Corp. 3.75 billion dollars for a satellite operation meant to not only put
Boeing in the satellite business but also boost them into "high-margin,
space based services" including linking airline passengers via the internet
and digitally delivering movies to flyers (Holmes, 2001). The decision was
based on the idea that benefits to the company and employees would increase
as profits increased from new services potentially offered by the satellite
Boeing corporation predicted that the cost to benefit ratio respective
to this investment was positive. They also believed that an increased
output and better services would result from their initial investment.
Though Boeing was incurring excess variable costs associated with
implementing a new technology and service to customers, the potential
increased financial gains expected from customer interest in the product
Variable costs incurred by Boeing included the need to hire more
people to operate and maintain the satellites production and market the new
services to the public. Fixed costs included regular operations and
maintenance of Boeings jets with or without the satellite services. A new
fixed cost introduced would be monthly payment to operate the satellite
system. Other variable costs would include the number of digital services
Boeing would eventually decide to offer clients.
The reason behind the strategic decision was in part the notion that
profits would increase as more clients sought out Boeing's technologically
advanced services. Thus the additional cost load could be justified based
on the assumption that productivity and financial gain would increase. The
reality of the decision however was that economically it was a poor one for
The law of diminishing marginal productivity states
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