When Apple first introduced the iPhone some consumers were willing to pay the premium $599 price tag what pricing strategy was Apple using?
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Companies today face a fierce and fast-changing pricing environment. Value-seeking customers have put increased pricing pressure on many companies. Thanks to economic woes in recent years, the pricing power of the Internet, and value-driven retailers such as Walmart, today’s more frugal consumers are pursuing spend-less strategies. In response, it seems that almost every company has been looking for ways to cut prices. Yet, cutting prices is often not the best answer. Reducing prices unnecessarily can lead to lost profits and damaging price wars. It can cheapen a brand by signaling to customers that price is more important than the customer value a brand delivers. Instead, in both good economic times and bad, companies should sell value, not price. In some cases, that means selling lesser products at rock-bottom prices. But in most cases, it means persuading customers that paying a higher price for the company’s brand is justified by the greater value they gain. Discussion Question Show
Students often confuse value with low price. You might want to bring up a product that some of them will value even at a high price. You can bring up the latest iPhone product or a luxury car. Some students will feel that the price for these products is too high, however, others will see the value these products offer to the consumer. Customer Value-Based Pricing Existing brands are being redesigned to offer more quality for a given price or the same quality for less price. In many cases good-value pricing includes less expensive items. Good-Value Pricing The Great Recession of 2008 to 2009 caused a fundamental and lasting shift in consumer attitudes toward price and quality. In response, many companies have changed their pricing approaches to bring them in line with changing economic conditions and consumer price perceptions. More and more, marketers have adopted good-value pricing strategies—offering the right combination of quality and good service at a fair price. In many cases, this has involved introducing less-expensive versions of established, brand-name products. For example, fast-food restaurants such as Taco Bell and McDonald’s offer value menu and dollar menu items. Every car company now offers small, inexpensive models better suited to tighter consumer budgets and thriftier spending habits. P&G has introduced “Basic” versions of its Bounty and Charmin brands that sell for less and recently launched bargain-priced Gain dish soap, its first new dish soap in almost 40 years. The company has also reduced the size of some Tide laundry detergent packages from 100 ounces to 75 ounces and sells the smaller size packages for 20 percent less at Walmart and other discount stores. “Today, when you ask the consumer, ‘What is value?’ the No. 1 answer is ‘brand names for less,’” says a pricing expert. In other cases, good-value pricing has involved redesigning existing brands to offer more quality for a given price or the same quality for less. Some companies even succeed by offering less value but at very low prices. For example, passengers flying low-cost European airline Ryanair won’t get much in the way of free amenities, but they’ll like the airline’s unbelievably low prices See Christine Birkner, “Marketing in 2012: The End of the Middle?” Marketing News, January 31, 2012, pp. 22-23. An important type of good-value pricing at the retail level is everyday low pricing (EDLP). EDLP involves charging a constant, everyday low price with few or no temporary price discounts. Retailers such as Costco and Lumber Liquidators practice EDLP. However, the king of EDLP is Walmart, which practically defined the concept. Except for a few sale items every month, Walmart promises everyday low prices on everything it sells. Value-based pricing doesn’t mean simply charging what customers want to pay or setting low prices to meet competition. Instead, many companies adopt value-added pricing strategies. Rather than cutting prices to match competitors, they attach value-added features and services to differentiate their offers and thus support their higher prices. For example, even as recession-era consumer spending habits linger, some movie theater chains are adding amenities and charging more rather than cutting services to maintain lower admission prices. Some companies, such as Walmart or Southwest Airlines, work to become the low-cost producers in their industries. Companies with lower costs can set lower prices that result in smaller margins but greater sales and profits. However, other companies—such as Apple, BMW, and Steinway—intentionally pay higher costs so that they can add value and claim higher prices and margins. The company must watch its costs carefully. If it costs the company more than its competitors to produce and sell a similar product, the company will need to charge a higher price or make less profit, putting it at a competitive disadvantage. The simplest pricing method is cost-plus pricing (or markup pricing)—adding a standard markup to the cost of the product. Construction companies, for example, submit job bids by estimating the total project cost and adding a standard markup for profit. Lawyers, accountants, and other professionals typically price by adding a standard markup to their costs. Some sellers tell their customers they will charge cost plus a specified markup; for example, aerospace companies often price this way to the government. To illustrate markup pricing, suppose a toaster manufacturer had the following costs and expected sales: Variable cost $10 Fixed costs $300,000 Expected unit sales 50,000 Then the manufacturer’s cost per toaster is given by the following: Now suppose the manufacturer wants to earn a 20 percent markup on sales. The manufacturer’s markup price is given by the following: The manufacturer would charge dealers $20 per toaster and make a profit of $4 per unit. The dealers, in turn, will mark up the toaster. If dealers want to earn 50 percent on the sales price, they will mark up the toaster to $40 ($20 + 50% of $40). This number is equivalent to a markup on cost of 100 percent ($20/$20). Does using standard markups to set prices make sense? Generally, no. Any pricing method that ignores demand and competitor prices is not likely to lead to the best price. Still, markup pricing remains popular for many reasons. First, sellers are more certain about costs than about demand. By tying the price to cost, sellers simplify pricing; they do not need to make frequent adjustments as demand changes. Second, when all firms in the industry use this pricing method, prices tend to be similar, so price competition is minimized. Third, many people feel that cost-plus pricing is fairer to both buyers and sellers. Sellers earn a fair return on their investment but do not take advantage of buyers when buyers’ demand becomes great. The arithmetic of markups and margins is discussed in Appendix 2, Marketing by the Numbers. Another cost-oriented pricing approach is break-even pricing (or a variation called target return pricing). The firm tries to determine the price at which it will break even or make the target return it is seeking. Target return pricing uses the concept of a break-even chart, which shows the total cost and total revenue expected at different sales volume levels. Figure 10.5 shows a break-even chart for the toaster manufacturer discussed here. Fixed costs are $300,000 regardless of sales volume. Variable costs are added to fixed costs to form total costs, which rise with volume. The total revenue curve starts at zero and rises with each unit sold. The slope of the total revenue curve reflects the price of $20 per unit. The total revenue and total cost curves cross at 30,000 units. This is the break-even volume. At $20, the company must sell at least 30,000 units to break even, that is, for total revenue to cover total cost. Break-even volume can be calculated using the following formula: If the company wants to make a profit, it must sell more than 30,000 units at $20 each. Suppose the toaster manufacturer has invested $1,000,000 in the business and wants to set a price to earn a 20 percent return, or $200,000. In that case, it must sell at least 50,000 units at $20 each. If the company charges a higher price, it will not need to sell as many toasters to achieve its target return. But the market may not buy even this lower volume at the higher price. Much depends on price elasticity and competitors’ prices. The manufacturer should consider different prices and estimate break-even volumes, probable demand, and profits for each. This is done in Table 10.1. The table shows that as price increases, the break-even volume drops (column 2). But as price increases, the demand for toasters also decreases (column 3). At the $14 price, because the manufacturer clears only $4 per toaster ($14 less $10 in variable costs), it must sell a very high volume to break even. Even though the low price attracts many buyers, demand still falls below the high break-even point, and the manufacturer loses money. At the other extreme, with a $22 price, the manufacturer clears $12 per toaster and must sell only 25,000 units to break even. But at this high price, consumers buy too few toasters, and profits are negative. The table shows that a price of $18 yields the highest profits. Note that none of the prices produce the manufacturer’s target return of $200,000. To achieve this return, the manufacturer will have to search for ways to lower the fixed or variable costs, thus lowering the break-even volume. Competition-based pricing involves setting prices based on competitors’ strategies, costs, prices, and market offerings. Consumers will base their judgments of a product’s value on the prices that competitors charge for similar products. In assessing competitors’ pricing strategies, the company should ask several questions. First, how does the company’s market offering compare with competitors’ offerings in terms of customer value? If consumers perceive that the company’s product or service provides greater value, the company can charge a higher price. If consumers perceive less value relative to competing products, the company must either charge a lower price or change customer perceptions to justify a higher price. Next, how strong are current competitors and what are their current pricing strategies? If the company faces a host of smaller competitors charging high prices relative to the value they deliver, it might charge lower prices to drive weaker competitors from the market. If the market is dominated by larger, lower-price competitors, the company may decide to target unserved market niches with value-added products at higher prices. Market-Skimming Pricing Many companies that invent new products set high initial prices to skim revenues layer by layer from the market. Apple frequently uses this strategy, called market-skimming pricing (or price skimming). When Apple first introduced the iPhone, its initial price was as much as $599 per phone. The phones were purchased only by customers who really wanted the sleek new gadget and could afford to pay a high price for it. Six months later, Apple dropped the price to $399 for an 8GB model and $499 for the 16GB model to attract new buyers. Within a year, it dropped prices again to $199 and $299, respectively, and you can now buy a basic 8GB model for $49. In this way, Apple has skimmed the maximum amount of revenue from the various segments of the market. Market skimming makes sense only under certain conditions. First, the product’s quality and image must support its higher price, and enough buyers must want the product at that price. Second, the costs of producing a smaller volume cannot be so high that they cancel the advantage of charging more. Finally, competitors should not be able to enter the market easily and undercut the high price. Rather than setting a high initial price to skim off small but profitable market segments, some companies use market-penetration pricing. Companies set a low initial price to penetrate the market quickly and deeply—to attract a large number of buyers quickly and win a large market share. The high sales volume results in falling costs, allowing companies to cut their prices even further. Example of IKEA in China: When IKEA first opened stores in China in 2002, people crowded to take advantage of the freebies—air conditioning, clean toilets, and even decorating ideas. Chinese consumers are famously frugal. When it came time to actually buy, they shopped instead at local stores just down the street that offered knockoffs of IKEA’s designs at a fraction of the price. So IKEA slashed its prices in China to the lowest in the world. The penetration pricing strategy worked. IKEA now captures a 43 percent market share of China’s fast-growing home wares market. Several conditions must be met for this low-price strategy to work. First, the market must be highly price sensitive so that a low price produces more market growth. Second, production and distribution costs must decrease as sales volume increases. Finally, the low price must help keep out the competition, and the penetration pricer must maintain its low-price position. Otherwise, the price advantage may be only temporary. Companies usually develop product lines rather than single products. For example, Rossignol offers seven different collections of alpine skis of all designs and sizes, at prices that range from $150 for its junior skis, such as Fun Girl, to more than $1,100 for a pair from its Radical racing collection. It also offers lines of Nordic and backcountry skis, snowboards, and ski-related apparel. In product line pricing, management must determine the price steps to set between the various products in a line. The price steps should take into account cost differences between products in the line. More importantly, they should account for differences in customer perceptions of the value of different features. Optional Product Pricing Many companies use optional product pricing—offering to sell optional or accessory products along with the main product. For example, a car buyer may choose to order a navigation system and premium entertainment system. Refrigerators come with optional ice makers. And when you order a new computer, you can select from a bewildering array of processors, hard drives, docking systems, software options, and service plans. Pricing these options is a sticky problem. Companies must decide which items to include in the base price and which to offer as options. Captive Product Pricing Discussion Question: Students will quickly realize this is what their cell phone bill might be. Ask them how they feel about this pricing. Companies that make products that must be used along with a main product are using captive product pricing. Examples of captive products are razor blade cartridges, videogames, printer cartridges, and e-books. Producers of the main products (razors, videogame consoles, printers, and tablet computers) often price them low and set high markups on the supplies. For example, Amazon introduced its Kindle Fire tablet for as low as $199, a loss of an estimated $10 per machine. It hoped to more than make up for the loss through sales of digital books, music, and movies to be viewed on the devices. However, companies that use captive product pricing must be careful. Finding the right balance between the main product and captive product prices can be tricky. Even more, consumers trapped into buying expensive captive products may come to resent the brand that ensnared them. Just ask about any customer how he feels after buying a Gillette Fusion ProGlide razor at a giveaway price only to learn later how expensive the replacements cartridge are. The cartridges are so pricy that they’ve become a high-value target for professional thieves for black-market resale. Moreover, Gillette’s captive pricing strategy has invited direct price challenges from competitors such as Schick and the Dollar Shave Club. Recent Schick ads proclaimed that the Schick Hydro 5 is “Preferred over Fusion ProGlide at a better price.” And the direct-response Dollar Shave Club asks, “Do you like spending $20 a month on brand-name razors?” As an alternative, it offers twin-blade razors for $1a month ($3, including shipping and handling), and four- and six-blade models for $6 to $9, shipping and handling included. In the case of services, captive product pricing is called two-part pricing. The price of the service is broken into a fixed fee plus a variable usage rate. Thus, at Six Flags and other amusement parks, you pay a daily ticket or season pass charge plus additional fees for food and other in-park features. By-Product Pricing Using product bundle pricing, sellers often combine several products and offer the bundle at a reduced price. For example, fast-food restaurants bundle a burger, fries, and a soft drink at a “combo” price. Bath & Body Works offers “three-fer” deals on its soaps and lotions (such as three antibacterial soaps for $10). And Comcast, Time Warner, Verizon, and other telecommunications companies bundle TV service, phone service, and high-speed Internet connections at a low combined price. Price bundling can promote the sales of products consumers might not otherwise buy, but the combined price must be low enough to get them to buy the bundle. Companies usually adjust their basic prices to account for various customer differences and changing situations. Here we examine the seven price adjustment strategies summarized in Table 11.2: discount and allowance pricing, segmented pricing, psychological pricing, promotional pricing, geographical pricing, dynamic pricing, and international pricing. Discounts are either cash discount for paying promptly, quantity discount for buying in large volume, or functional (trade) discount for selling, storing, distribution, and record keeping. Allowances include trade-in allowance for turning in an old item when buying a new one and promotional allowance to reward dealers for participating in advertising or sales support programs. One form of discount is a cash discount, a price reduction to buyers who pay their bills promptly. A typical example is “2/10, net 30,” which means that although payment is due within 30 days, the buyer can deduct 2 percent if the bill is paid within 10 days. A quantity discount is a price reduction to buyers who buy large volumes. A seller offers a functional discount (also called a trade discount) to trade-channel members who perform certain functions, such as selling, storing, and record keeping. A seasonal discount is a price reduction to buyers who buy merchandise or services out of season. Allowances are another type of reduction from the list price. For example, trade-in allowances are price reductions given for turning in an old item when buying a new one. Trade-in allowances are most common in the automobile industry but are also given for other durable goods. Promotional allowances are payments or price reductions that reward dealers for participating in advertising and sales support programs. Companies will often adjust their basic prices to allow for differences in customers, products, and locations. In segmented pricing, the company sells a product or service at two or more prices, even though the difference in prices is not based on differences in costs. Segmented pricing takes several forms. Under customer-segment pricing, different customers pay different prices for the same product or service. Museums and movie theaters, for example, may charge a lower admission for students and senior citizens. Under product-form pricing, different versions of the product are priced differently but not according to differences in their costs. For instance, a round trip economy seat on a flight from New York to London might cost
$1,000, whereas a business class seat on the same flight might cost $4,500 or more. Although business class customers receive roomier, more comfortable seats and higher quality food and service, the differences in costs to the airlines are much less than the additional prices to passengers. However, to passengers who can afford it, the additional comfort and services are worth the extra charge.
Discussion Question For segmented pricing to be an effective strategy, certain conditions must exist. The market must be segmentable, and segments must show different degrees of demand. The costs of segmenting and reaching the market cannot exceed the extra revenue obtained from the price difference. Of course, the segmented
pricing must also be legal. Discussion Question With promotional pricing, companies will temporarily price their products below list price—and sometimes even below cost—to create buying excitement and urgency. Promotional pricing takes several forms. A seller may simply offer discounts from normal prices to increase sales and reduce inventories. Sellers also use special-event pricing in certain seasons to draw more customers. Thus, TVs and other consumer electronics are promotionally priced in November and December to attract holiday shoppers into the stores. Limited-time offers, such as online flash sales, can create buying urgency and make buyers feel lucky to have gotten in on the deal. Manufacturers sometimes offer cash rebates to consumers who buy the product from dealers within a specified time; the manufacturer sends the rebate directly to the customer. Rebates have been popular with automakers and producers of mobile phones and small appliances, but they are also used with consumer packaged goods. Some manufacturers offer low-interest financing, longer warranties, or free maintenance to reduce the consumer’s “price.” This practice has become another favorite of the auto industry. Marketers sometimes become addicted to promotional pricing, especially in difficult economic times. They use price promotions as a quick fix instead of sweating through the difficult process of developing effective longer-term strategies for building their brands. For example, as we learned in JC Penney story at the beginning of Chapter 10, before announcing its turnaround pricing strategy, Penney’s developed an unhealthy reliance on coupons, markdowns, and nonstop sales, which accounted for the vast majority of its revenues. But companies must be careful to balance short-term sales incentives against long-term brand building. Some promotional pricing can be an effective means of generating sales in certain circumstances. But as JC Penney learned, a steady diet of promotional pricing can be destructive to a brand’s image and profitability. Throughout most of history, prices were set by negotiation between buyers and sellers. Fixed price policies—setting one price for all buyers—is a relatively modern idea that arose with the development of large-scale retailing at the end of the nineteenth century. Today, most prices are set this way. However, some companies are now reversing the fixed pricing trend. They are using dynamic pricing—adjusting prices continually to meet the characteristics and needs of individual customers and situations. Dynamic pricing is especially prevalent online, where the Internet seems to be taking us back to a new age of fluid pricing. Such pricing offers many advantages for marketers. For example, Internet sellers such as L.L.Bean, Amazon.com, or Dell can mine their databases to gauge a specific shopper’s desires, measure his or her means, instantaneously tailor offers to fit that shopper’s behavior, and price products accordingly. Services ranging from airlines and hotels to sports teams change prices on the fly according to changes in demand or costs, adjusting what they charge for specific items on a day-by-day or even hour-by-hour basis. And many direct marketers monitor inventories, costs, and demand at any given moment and adjust prices instantly. In the extreme, some companies customize their offers and prices based on the specific characteristics and behaviors of individual customers, mined from online browsing and purchasing histories. These days, online offers and prices might well be based on what specific customers search for and buy, how much they pay for other purchases, and whether they might be willing and able to spend more. Consider this example: Gazing online at that BMW might end up costing you. If, for example, you’ve recently completed online customization of a new BMW, searched for and purchased first class airfare to Paris, surfed for a new Bose Wave Radio, or visited Tiffany & Co.’s website, you could later get a somewhat pricier quote for a new sofa. By comparison, your cousin Ralph, who doesn’t have a similar upscale online search and purchase history, might get a fire-sale quote when he goes after the same sofa. Or if he considers splurging on that Bose radio, the audio giant might induce him with an offer of five percent off and free shipping. Although such dynamic pricing practices seem legally questionable, they’re not. Dynamic pricing is legal as long as companies do not discriminate based on age, sex, location, or other similar characteristics. Dynamic pricing makes sense in many contexts—it adjusts prices according to market forces and consumer preferences. But marketers need to be careful not to use dynamic pricing to take advantage of certain customer groups, thereby damaging important customer relationships. The practice of online pricing, however, goes both ways, and consumers often benefit from the online and dynamic pricing. Thanks to the Internet, the centuries-old art of haggling is suddenly back in vogue. For example, consumers can negotiate prices at online auction sites and exchanges. Want to sell that antique pickle jar that’s been collecting dust for generations? Post it on eBay or Craigslist. Want to name your own price for a hotel room or rental car? Visit Priceline.com or another reverse auction site. Want to bid on a ticket to a Katy Perry concert? Check out Ticketmaster.com, which offers an online auction service for concert tickets. Also thanks to the Internet, consumers can get instant product and price comparisons from thousands of vendors at price comparison sites such as Yahoo! Shopping, Epinions.com, PriceGrabber.com, and PriceScan.com, or using mobile apps such as TheFind, eBay’s RedLaser, Google’s Barcode Scanner, or Amazon.com’s PriceCheck. For example, the RedLaser mobile app lets customers scan barcodes or QR codes (or search by voice or image) while shopping in
stores. It then searches online and at nearby stores to provide thousands of reviews and comparison prices, and even offers buying links for immediate online purchasing. Armed with this information, consumers can often negotiate better in-store prices. Companies that market their products internationally must decide what prices to charge in different countries. In some cases, a company can set a uniform worldwide price. For example, Boeing sells its jetliners at about the same price everywhere, whether the buyer is in the United States, Europe, or a third-world country. However, most companies adjust their prices to reflect local market conditions and cost considerations. The price that a company should charge in a specific country depends on many factors, including economic conditions, competitive situations, laws and regulations, and the nature of the wholesaling and retailing system. Consumer perceptions and preferences also may vary from country to country, calling for different prices. Or the company may have different marketing objectives in various world markets, which require changes in pricing strategy. For example, Nokia might introduce sophisticated, feature-rich mobile phones into carefully segmented mature markets in highly developed countries—this would call for a market-skimming pricing strategy. By contrast, it might enter sizable but less affluent markets in developing countries with more basic phones, supported by a penetration-pricing strategy. Costs play an important role in setting international prices. Travelers abroad are often surprised to find that goods that are relatively inexpensive at home may carry outrageously higher price tags in other countries. A pair of Levi’s selling for $30 in the United States might go for $63 in Tokyo and $88 in Paris. A McDonald’s Big Mac selling for a modest $3.79 in the United States might cost $6.80 in Switzerland, and an Oral-B toothbrush selling for $2.49 at home may cost $10 in China. Conversely, a Gucci handbag going for only $140 in Milan, Italy, might fetch $240 in the United States. In some cases, such price escalation may result from differences in selling strategies or market conditions. In most instances, however, it is simply a result of the higher costs of selling in another country—the additional costs of operations, product modifications, shipping and insurance, import tariffs and taxes, exchange-rate fluctuations, and physical distribution. Price has become a key element in the international marketing strategies of companies attempting to enter emerging markets. Typically, entering such markets has meant targeting the exploding middle classes in developing countries such as China, India, Russia, and Brazil, whose economies have been growing by double-digits annually. More recently, however, as the weakened global economy has slowed growth in both domestic and emerging markets, many companies are shifting their sights to include a new target—the so-called “bottom of the pyramid,” the vast untapped market consisting of the world’s poorest consumers. In this market, price is a major consideration. Consider Unilever’s pricing strategy for developing countries: There used to be one way to sell a product in developing markets, if you bothered to sell there at all: Slap on a local label and market at premium prices to the elite. Unilever—the maker of such brands as Dove, Lipton, and Vaseline—changed that. Instead, it built a following among the world’s poorest consumers by shrinking packages to set a price that even consumers living on $2 a day could afford. The strategy was forged when Unilever’s Indian subsidiary found its products out of reach for millions of Indians. To lower the price while making a profit, Unilever developed single-use packages of its shampoo, laundry detergent, and other products and sold them for just pennies a pack. The small, affordable packages put the company’s premier brands within reach of the world’s poor. As a result, today, more than 50 percent of Unilever’s revenues come from emerging economies. Although this strategy has been successful for Unilever, most companies are learning that selling profitably to the bottom of the pyramid requires more than just repackaging or stripping down existing products and selling them at low prices. Just like more well-to-do consumers, low-income consumers want products that are both functional and aspirational. Thus, companies today are innovating to create products that not only sell at very low prices but also give bottom-of-the-pyramid consumers more for their money, not less Several situations may lead a firm to consider cutting its price. One such circumstance is excess capacity. Another is falling demand in the face of strong price competition or a weakened economy. In such cases, the firm may aggressively cut prices to boost sales and market share. But as the airline, fast-food, automobile, and other industries have learned in recent years, cutting prices in an industry loaded with excess capacity may lead to price wars as competitors try to hold onto market share. A company may also cut prices in a drive to dominate the market through lower costs. Either the company starts with lower costs than its competitors, or it cuts prices in the hope of gaining market share that will further cut costs through larger volume. For example, Lenovo uses an aggressive low-cost, low-price strategy to increase its share of the PC market in developing countries. Initiating Price Increases A successful price increase can greatly improve profits. For example, if the company’s profit margin is 3 percent of sales, a 1 percent price increase will boost profits by 33 percent if sales volume is unaffected. A major factor in price increases is cost inflation. Rising costs squeeze profit margins and lead companies to pass cost increases along to customers. Another factor leading to price increases is overdemand: When a company cannot supply all that its customers need, it may raise its prices, ration products to customers, or both. Consider today’s worldwide oil and gas industry. When raising prices, the company must avoid being perceived as a price gouger. For example, when gasoline prices rise rapidly, angry customers often accuse the major oil companies of enriching themselves at the expense of consumers. Customers have long memories, and they will eventually turn away from companies or even whole industries that they perceive as charging excessive prices. In the extreme, claims of price gouging may even bring about increased government regulation. There are some techniques for avoiding these problems. One is to maintain a sense of fairness surrounding any price increase. Price increases should be supported by company communications telling customers why prices are being raised. Wherever possible, the company should consider ways to meet higher costs or demand without raising prices. For example, it might consider more cost-effective ways to produce or distribute its products. It can shrink the product or substitute less-expensive ingredients instead of raising the price, as ConAgra did in an effort to hold its Banquet frozen dinner prices at $1. Or it can “unbundle” its market offering, removing features, packaging, or services and separately pricing elements that were formerly part of the offer. Customers do not always interpret price changes in a straightforward way. A price increase, which would normally lower sales, may have some positive meanings for buyers. For example, what would you think if Rolex raised the price of its latest watch model? On the one hand, you might think that the watch is even more exclusive or better made. On the other hand, you might think that Rolex is simply being greedy by charging what the traffic will bear. Similarly, consumers may view a price cut in several ways. For example, what would you think if Rolex were to suddenly cut its prices? You might think that you are getting a better deal on an exclusive product. More likely, however, you’d think that quality had been reduced, and the brand’s luxury image might be tarnished. A brand’s price and image are often closely linked. A price change, especially a drop in price, can adversely affect how consumers view the brand. Here we reverse the question and ask how a firm should respond to a price change by a competitor. The firm needs to consider several issues: Why did the competitor change the price? Is the price change temporary or permanent? What will happen to the company’s market share and profits if it does not respond? Are other competitors going to respond? Besides these issues, the company must also consider its own situation and strategy and possible customer reactions to price changes. Figure 11.1 shows the ways a company might assess and respond to a competitor’s price cut. Suppose the company learns that a competitor has cut its price and decides that this price cut is likely to harm its sales and profits. It might simply decide to hold its current price and profit margin. The company might believe that it will not lose too much market share, or that it would lose too much profit if it reduced its own price. Or it might decide that it should wait and respond when it has more information on the effects of the competitor’s price change. However, waiting too long to act might let the competitor get stronger and more confident as its sales increase. Alternatively, the company might maintain its price but raise the perceived value of its offer. It could improve its communications, stressing the relative value of its product over that of the lower-price competitor. The firm may find it cheaper to maintain price and spend money to improve its perceived value than to cut price and operate at a lower margin. Or, the company might improve quality and increase price, moving its brand into a higher price-value position. The higher quality creates greater customer value, which justifies the higher price. In turn, the higher price preserves the company’s higher margins. Finally, the company might launch a low-price “fighter brand”—adding a lower-price item to the line or creating a separate lower-price brand. This is necessary if the particular market segment being lost is price sensitive and will not respond to arguments of higher quality. The most important pieces of legislation affecting pricing are the Sherman Act, the Clayton Act, and the Robinson-Patman Act, initially adopted to curb the formation of monopolies and regulate business practices that might unfairly restrain trade. Because these federal statutes can be applied only to interstate commerce, some states have adopted similar provisions for companies that operate locally. Figure 11.2 shows the major public policy issues in pricing. These include potentially damaging pricing practices within a given level of the channel (price-fixing and predatory pricing) and across levels of the channel (retail price maintenance, discriminatory pricing, and deceptive pricing). Pricing within Channel Levels Federal legislation on price-fixing states that sellers must set prices without talking to competitors. Otherwise, price collusion is suspected. Price-fixing is illegal per se—that is, the government does not accept any excuses for price-fixing. As such, companies found guilty of these practices can receive heavy fines. Recently, governments at the state and national levels have been aggressively enforcing price-fixing regulations in industries ranging from gasoline, insurance, and concrete to credit cards, CDs, and computer chips. Price-fixing is also prohibited in many international markets. For discussions of these issues, see Dhruv Grewel and Larry D. Compeau, “Pricing and Public Policy: A Research Agenda and Overview of the Special Issue,” Journal of Public Policy and Marketing, Spring 1999, pp. 3–10; Michael V. Marn, Eric V. Roegner, and Craig C. Zawada, The Price Advantage (Hoboken, New Jersey: John Wiley & Sons, 2004), Appendix 2; and Thomas T. Nagle, John E. Hogan, and Joseph Zale, The Strategy and Tactics of Pricing, 5th ed. (Upper Saddle River, NJ: Prentice Hall, 2011). When Apple first introduced the iPhone some consumers were willing to pay the premium $599 price tag what pricing strategy was Apple using multiple choice question?Market-Skimming Pricing
Many companies that invent new products set high initial prices to skim revenues layer by layer from the market. Apple frequently uses this strategy, called market- skimming pricing (or price skimming). When Apple first introduced the iPhone, its initial price was as much as $599 per phone.
When Apple introduced the iPhone it was priced at $599?After months of rumors and speculation, Apple CEO Steve Jobs unveiled the first iPhone on Jan. 9, 2007. The device, which didn't actually go on sale until June, started at $499 for a 4GB model, $599 for the 8GB version (with a two-year contract). It offered a 3.5-in.
Which pricing strategy is characterized by the setting of a low introductory price to help drive consumer awareness and create an incentive for the consumer to buy now?Penetration pricing is a strategy used by businesses to attract customers to a new product or service by offering a lower price initially. The lower price helps a new product or service penetrate the market and attract customers away from competitors.
Which pricing strategy should retailers use to tap into consumer excitement about buying something at a special low?A promotional pricing strategy is one of the best ways to generate quick demand for your products or services. In most cases, promo pricing is confined to a tight time frame, creating a sense of urgency and giving the impression that consumers will be missing out if they don't buy soon.
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