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Chapter Topics
Understanding how customers value pricing is the essence of the pricing process. Chapter topics include:
1.
CUSTOMER VALUE
In B2B marketing, customer value is a cornerstone The unifying goal of marketers is to be better than your very best competitor in providing value
You get what you pay for is what many provide A better approach: You get more than what
Benefits
Sacrifice = Value
If relationships are more valuable to customers than price and costs, then marketers need to emphasize unique add-on benefits around:
1. 2.
3.
4. 5.
Building trust Demonstrating commitment Being flexible Initiating joint ventures Working on developing deeper relationships
Research suggests that most companies offer similar services, however, the following seem to be more prominent. 1. Service support 2. Personal interactions 3. Supplier know-how 4. Ability to improve customers time to market
Moderate differentiating factors include: 1. Product quality 2. Delivery 3. Acquisition and operation costs
This is one of the most difficult issues that face companies: What is the right price to charge? There is no easy solution or formula for proper pricing.
4.
Fig. 12.1
Determine Costs and their Relationship to Volume Examine Competitors Prices and Strategies Set the Price Level
Price Objectives
Pricing decision must be based on marketing and overall corporate objectives. Marketer starts with principal objectives and adds collateral pricing goals:
Usage and importance of the product/service by various segments Price Sensitivity (elasticity of demand)
3.
Assessing Value: Competitive Value comparisons Assume same product by 2 different competitors Assume: (A charges $24 ; B charges $20);
ASSESSING VALUE
Economic Value: Represents cost saving and/or revenue gains when purchasing a product (instead of next best alternative) Commodity Value: Value customers assign to features that resembles competitive offerings Differentiation Value: Represents the value of features that are unique and different from competitors
Fig 12.3
I.
a.
Example: Machine can process more widgets/hr. with less electricity and labor costs
b.
1.
II.
a.
III.
a. b. c.
IV.
Understand how customer uses the product and how much value will s/he realize
Set the price & develop a responsive marketing strategy
V.
Elasticity of Demand
Elastic Demand
Consumers buy more or less of a product when the price changes An increase or decrease in price will not significantly affect demand
Inelastic Demand
Unitary Elasticity
Elasticity of Demand
Elastic Demand Curve D Inelastic Demand Curve D Price Price D
D Quantity Quantity
Elasticity of Demand
Price Goes... Down Down Up Up Up or Down Revenue Goes... Up Down Up Down Stays the Same Demand is... Elastic Inelastic Inelastic Elastic Unitary Elasticity
Satisfied
customers are less price sensitive therefore one strategy is to make our customers very satisfied so price isnt as much of a determinant.
costs is a consideration depending upon products. The more sophisticated and unique the product is, and the more vested interest (costs) in it is, the more apt for the customer to not switch.
Switching
End
Use: How important is the product as in input into the total cost of the end product?
If cost is insignificant, then demand is inelastic.
End-Market
Focus: Since demand for many industrial products is derived from the demand for the product of which they are a part, STRONG end user focus is needed.
Derived Demand
By understanding trends such as up or down
markets, up or down sectors, and knowing that not all segments go up or down at one time, if one is able to plan for a two-tiered market focus, which takes advantage of the market variability
This strategy increases the chances for success.
Value-Based Segmentation
Some industrial product may serve different purposes for different markets. Each segment may value the product differently. By identifying applications where the firm has a clear advantage, and by understanding the value of it to each segment, marketer may be able to administer price differentiation in each segment.
Many companies base price off of costs Problem: Method is internally driven, not market driven
A
1. 2.
It starts by examining and segmenting the market Determine what type, quality and attributes each segment wants at a pre-determined target price 3. Understand the perception of value to the target selling price 4. Then calculate costs considering margins
Direct Traceable or Attributable Costs: All costs, fixed or variable, that are solely incurred for a particular product, territory, or customer (e.g., raw materials) Indirect Traceable Costs: All costs, fixed or variable, that can be traced to a particular product, customer or territory (e.g., general plant overhead) General Costs: Costs that support a number of activities not directly related to a particular product (e.g., administrative overhead, R&D)
Target pricing forces marketers to understand what buyers want and are willing to pay. Target costing forces companies to understand their cost structure by direct/indirect costs, fixed/variable costs, and their contribution margins. Combining target pricing and target costing says that instead of using cost-control techniques, a better approach is to compute the total costs that must not be exceeded, allowing for acceptable margins.
When adding or deleting a line, successful marketers know exactly what price points can weaken or break the competition. What proportion of cost is raw material or component parts? At different levels of product, how does cost vary? At what production levels can economies of scale be expected? Does our firm enjoy cost advantages over competition? How does the experience effect impact our cost
COMPETITION
HYPER-COMPETITIVE SITUATIONS
In some industries rivals are fairly stable and the competitive strategy is dont rock the boat. Other industries, especially high-tech or high profit industries, the competitive environment is wrought with short-term and temporary advantages. These are hypercompetitive environments with strong rivalries. The strategy to succeed is to create a temporary advantage and destroy rival advantages by constantly disrupting market equilibrium with new products, lower prices, and strategic relationships.
In analyzing competitors responses to any strategic move, a good idea is to consider direct competitors and substitute their actions from a cost perspective.
For example, one idea is to view competition as Followers vs. Pioneers. More often, pioneers face higher entry costs than followers for various reasons.
By failing to recognize potential cost advantages of late entrants, the business marketer can dramatically overstate costs differences between earlier and later entrants.
What might be the result of this mistake?
Pricing Strategies
3
1. Follow 2. Price
Skimming
3. Penetration
Pricing
Price Skimming
Price Skimming is charging a high initial price Price Skimming:
Appropriate for distinctly new products Provides the firm with opportunity to profitably reach
market segments not sensitive to high initial price Enables marketer to capture early profits Enables innovator to recover high R&D costs more quickly
Strategy: As the product goes through its product life cycle,
the strategy is to lower the price in line with production and demand capacity.
Price Discrimination
The Robinson-Patman Act of 1936: holds that it is unlawful to discriminate in price between different purchasers of commodities of like grade and qualitywhere the effect of such discrimination may be substantially to lessen competition or tend to create a monopoly, or to injure, destroy or prevent competition..
EVALUATING
COMPETITIVE THREAT
Should you:
Lower your price? Ignore it? Raise it?
Accommodate or Ignore
No
Is your position in other markets at risk? Yes Does the value of the markets at risk justify the cost of response? Yes
No
Is there a response Yes that would cost less than the preventable sales lost?
No Respond
No
Yes No Will the multiple responses required to match a competitions cost less than the preventable sales loss? Yes
Respond
Respond
Source: Figure from How to Manage an Aggressive Competitor by George E. Cressman, Jr. and Thomas T. Nagle from BUSINESS HORIZONS 45 (March-April 2002): p. 25. Reprinted with permission from Elsevier.
1.
a.
b.
c.
Matching a price cut is ineffective if the competitor will merely lower the price again. Therefore, try to understand what the competitor is trying to do.
1.Do they want % share of market? 2.Do they just want to clear inventory? 3.Do they just want to recoup some of their investment quickly?
One consideration is the industry. In high-capital and labor-intensive industries, it is better to cut the prices only to the point of variable cost levels. The objective is to try to capture some contribution margin, if possible. Strategy: Build into your products high switching costs.
Competitive Bidding
Certain groups do bidding
1. Governments 2. Large companies (using preferred suppliers) bid for:
TYPES OF BIDDING
Closed bidding: Suppliers submit a written bid on a specific contract and all bids are opened simultaneously and often job goes to lowest bidder On-line sealed bids: on-line auctions
Open bidding: more informal. When it is hard rigidly define requirements Prices may be negotiated. Prices may be negotiated
Simultaneous bids often used. All participants see the bids. Goal: push price down. Can damage supplier-customer relationships
Remember that the low bidder may be able to secure much more business that is profitable over the longer term How likely will follow-on business occur???
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