Introduction
Recently being named the CEO of Quasar Computers, decisions have to be made on operational and business strategies in a wide variety of market conditions. The world’s first all optical notebook computer, the “Neutron” sets the pricing strategy, marketing efforts and revenues. These decision making processes of management have been described in different market structures and the use of economic tools making managerial decisions becomes vital throughout the simulation. Quasar’s product lifecycle is reviewed through the phases of Monopoly, Oligopoly, Monopolistic Competition and finally Perfect Competition. Each decision that is made provides instant results and how this directly affects the product.

Monopoly Grant (2010) defines that a monopoly exists when an organization is protected by high barriers to entry whereby it optimizes profits by maximizing its value creation activities to the fullest potential. Quasar has emerged as the only player in the market for the unique all optical notebook, the Quasar. Within this monopolist market structure, maximizing profit tends to occur at the point where marginal cost equals marginal revenue based on the result shown by toggling the demand curve. In the initial scenario, it was presented that Quasar had the patent rights on all-optical technology for three years from the launch year leaving the company faced with the objective of maximizing profit in this monopolistic situation. In order to accomplish this, the price per unit is set at $2,550.00, as this enables Quasar to control the demand for the product while earning a maximum total profit of $1.29 billion. If pricing was increased profits would be forced down because the decrease in demand quantities for the units and increase in average total costs. To increase the awareness of the product among large corporations, it would be appropriate to spend