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23/12/2014 1 Developing Pricing Strategies and Programs Marketing Management, 13 th ed 14 Copyright ゥ 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-2 Chapter Questions How do consumers process and evaluate prices? How should a company set prices initially for products or services? How should a company adapt prices to meet varying circumstances and opportunities? When should a company initiate a price change? How should a company respond to a competitor’s price challenge? Copyright ゥ 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-3 Gillette Commands a Price Premium

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23/12/2014

1

Developing PricingStrategies and Programs

Marketing Management, 13th ed

14

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-2

Chapter Questions

• How do consumers process and evaluateprices?

• How should a company set prices initially forproducts or services?

• How should a company adapt prices to meetvarying circumstances and opportunities?

• When should a company initiate a pricechange?

• How should a company respond to acompetitor’s price challenge?

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-3

Gillette Commands aPrice Premium

23/12/2014

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-4

Synonyms for Price

• Rent• Tuition• Fee• Fare• Rate• Toll• Premium• Honorarium

• Special assessment• Bribe• Dues• Salary• Commission• Wage• Tax

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-5

Common Pricing Mistakes

• Determine costs and take traditional industrymargins

• Failure to revise price to capitalize on marketchanges

• Setting price independently of the rest of themarketing mix

• Failure to vary price by product item, marketsegment, distribution channels, andpurchase occasion

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-6

Consumer Psychologyand Pricing

Reference Prices

Price-quality inferences

Price endings

Price cues

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-7

Table 14.1 Possible ConsumerReference Prices

• “Fair price”• Typical price• Last price paid• Upper-bound price

• Lower-bound price• Competitor prices• Expected future

price• Usual discounted

price

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-8

Table 14.2 Consumer Perceptions vs.Reality for Cars

Overvalued Brands• Land Rover• Kia• Volkswagen• Volvo• Mercedes

Undervalued Brands• Mercury• Infiniti• Buick• Lincoln• Chrysler

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-9

Tiffany’sPrice-Quality Relationship

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-10

Price Cues

• “Left to right” pricing ($299 vs. $300)• Odd number discount perceptions• Even number value perceptions• Ending prices with 0 or 5• “Sale” written next to price

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-11

When to Use Price Cues

• Customerspurchase iteminfrequently

• Customers are new• Product designs

vary over time• Prices vary

seasonally• Quality or sizes vary

across stores

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-12

Steps in Setting Price

Select the price objective

Determine demand

Estimate costs

Analyze competitor price mix

Select pricing method

Select final price

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-13

Step 1: Selecting the Pricing Objective

• Survival• Maximum current

profit• Maximum market

share• Maximum market

skimming• Product-quality

leadership

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-14

Step 2: Determining Demand

Price Sensitivity

EstimatingDemand Curves

Price Elasticityof Demand

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-15

Figure 14.2 Inelasticand Elastic Demand

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-16

Table 14.3 Factors Leading to LessPrice Sensitivity

• The product is more distinctive• Buyers are less aware of substitutes• Buyers cannot easily compare the quality of substitutes• The expenditure is a smaller part of buyer’s total income• The expenditure is small compared to the total cost of

the end product• Part of the cost is paid by another party• The product is used with previously purchased assets• The product is assumed to have high quality and

prestige• Buyers cannot store the product

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-17

Step 3: Estimating Costs

Types of Costs

Target Costing

AccumulatedProduction

Activity-BasedCost Accounting

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-18

Cost Terms and Production

• Fixed costs• Variable costs• Total costs• Average cost• Cost at different

levels ofproduction

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-19

Figure 14.4 Cost per Unit as aFunction of Accumulated Production

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-20

9 Lives Uses Target Costing

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-21

Step 5: Selecting a Pricing Method

• Markup pricing• Target-return pricing• Perceived-value

pricing• Value pricing• Going-rate pricing• Auction-type pricing

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-22

Figure 14.6 Break-Even Chart

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-23

Auction-Type Pricing

English auctions

Dutch auctions

Sealed-bid auctions

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-24

Step 6: Selecting the Final Price

• Impact of othermarketing activities

• Company pricingpolicies

• Gain-and-risk sharingpricing

• Impact of price onother parties

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-25

Price-Adaptation Strategies

Geographical Pricing

Discounts/Allowances

Differentiated Pricing

Promotional Pricing

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-26

Price-Adaptation Strategies

Countertrade• Barter• Compensation deal• Buyback

arrangement• Offset

Discounts/ Allowances• Cash discount• Quantity discount• Functional discount• Seasonal discount• Allowance

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-27

Promotional Pricing Tactics

• Loss-leader pricing• Special-event pricing• Cash rebates• Low-interest financing• Longer payment terms• Warranties and service

contracts• Psychological

discounting

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-28

Differentiated Pricing

• Customer-segmentpricing

• Product-form pricing• Image pricing• Channel pricing• Location pricing• Time pricing• Yield pricing

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-29

Table 14.6 Profits Before and After aPrice Increase

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-30

Increasing Prices

Delayed quotation pricing

Escalator clauses

Unbundling

Reduction of discounts

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-31

Brand Leader Responses toCompetitive Price Cuts

• Maintain price• Maintain price and add value• Reduce price• Increase price and improve quality• Launch a low-price fighter line

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-32

Marketing Debate

Is the right price a fair price?

Take a position:1. Prices should reflect the value thatconsumers are willing to pay.

or

2. Prices should primarily just reflect the costinvolved in making a product.

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 14-33

Marketing Discussion

Think of all the pricing methodsdescribed in the chapter.

As a consumer, which pricing methoddo you personally prefer to deal with?

Why?