Transcript PRICING: Arriving at the Final Price

CHAPTER
FIFTEEN
PRICE: ARRIVING AT THE
FINAL PRICE
Irwin/McGraw-Hill
MARKETING, 6/e
BERKOWITZ
KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
AFTER READING THIS CHAPTER YOU
SHOULD BE ABLE TO:
• Understand how to establish the initial
“approximate price level” using demandoriented, cost-oriented, profit-oriented,
and competition-oriented approaches.
• Identify the major factors considered in
deriving a final list or quoted price from
the approximate price level.
MARKETING, 6/e
BERKOWITZ
KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
AFTER READING THIS CHAPTER YOU
SHOULD BE ABLE TO:
• Describe adjustments made to the
approximate price level based on
geography, discounts and allowances.
• Prepare basic financial analyses useful in
evaluating alternative prices and
arriving at the final sales price.
• Describe the principal laws and
regulations affecting pricing practices.
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HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15-1 Steps in Setting Price
Identify
pricing
constraints
and objectives
Estimate
demand
and
revenue
MARKETING, 6/e
Estimate
cost, volume,
and profit
relationships
BERKOWITZ
KERIN
Select an
approximate
price level
-Demandoriented
approaches
-Cost-Oriented
approaches
-Profit-oriented
approaches
-Competitionoriented
approaches
HARTLEY
RUDELIUS
Set list or
quoted price
-One price or
flexible prices
-Company,
customer, and
competitive
effects
-Incremental
costs and
revenues
Make special
adjustments to
list or quoted
price
-Discounts
-Allowances
-Geographical
adjustments
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© The McGraw-Hill Companies, Inc., 2000
PP15-AA The Gillette Mach 3 Shaving System
Gillette’s world leading market share:
71% in North American and Europe
91% in Latin American
69% in India
New Mach 3 shaving system is priced 35% above their
highly successful Sensor Excel model, as marketing
research indicated that men would be willing to pay
45% more than they were paying for Sensor given the
additional benefits of the Mach 3.
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KERIN
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RUDELIUS
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© The McGraw-Hill Companies, Inc., 2000
PP15–2 Four approaches for selecting an approximate price level
Selecting an
approximate
price level
Demand-based
approaches
skimming
penetration
prestige
price lining
odd-even
target
bundle
yield management
Cost-based approaches
standard markup
cost-plus
experience curve
Profit-based approaches
target profit
target return on sales
target return on
investment
Competition-based
approaches
customary
above, at, or below
market
loss leader
© 1994, Richard D. Irwin, Inc. To accompany MARKETING, 4/E by Berkowitz, Kerin, Hartley, and Rudelius.
MARKETING, 6/e
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KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15-BB Demand-Oriented Pricing Approaches
Demand-Oriented Approaches include:
• skimming pricing
• penetration pricing
• prestige pricing
• price lining
• odd-even pricing
• target pricing
• bundle pricing
• yield management pricing
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HARTLEY
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Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15–3 Demand curves for two types of demand-based methods
B
Prestige pricing
A
Price lining
PQ
Price
Price
A
B
P1
P2
P3
C
Quantity
Quantity
MARKETING, 6/e
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KERIN
HARTLEY
RUDELIUS
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© The McGraw-Hill Companies, Inc., 2000
PP15-CC Concept Check
1.
What are the circumstances in pricing
a new product that might support
skimming or penetration pricing?
2.
What is odd-even pricing?
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HARTLEY
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© The McGraw-Hill Companies, Inc., 2000
PP15-DD Cost-Oriented Pricing Approaches
Cost-Oriented Approaches include:
• standard markup pricing
• cost-plus pricing
• experience curve pricing
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HARTLEY
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© The McGraw-Hill Companies, Inc., 2000
PP15–A Mark-ups for a manufacturer, wholesaler and retailer on
a home appliance sold to the consumer for $100
Retailer
selling price = $ 100
$100
Wholesaler
selling price = $ 71.43
Price
80
60
Manufacturer
selling price = $ 59.93
Wholesaler mark-up
= $ 11.90 = 20%
Manufacturer mark-up
= $ 7.76 = 15%
Retailer mark-up
=$ 28.57 = 40%
Retailer
cost = $ 71.43
40
20
Wholesaler
cost = $ 59.53
Manufacturer
cost = $ 51.77
10
0
Manufacturer
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Wholesaler
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Retailer
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© The McGraw-Hill Companies, Inc., 2000
PP15–B Cellular phone unit sales, average cost and average price:
evidence of the experience effect
3,500
3,000
2,500
The Average Cost to
Produce Decreases . . .
2,500
As Cellular Phone
Volume Increases . . .
Cellular Phone
in Service
2,000
2,000
1,500
1,500
1,000
Average cost
of Least-Expensive
Models
1,000
500
0
’83’84’85’86’87 ’88’89’90’91’92’93’94’95
Dollars
3,000
Followed by Price
Decreases
500
0
’83’84’85’86’87 ’88’89’90’91’92’93’94’95
Dollars
Average Price of
Least-Expensive
Models
2,500
2,000
1,500
1,000
500
Dollars
MARKETING, 6/e
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0
’83’84’85’86’87 ’88’89’90’91’92’93’94’95
KERIN
HARTLEY
RUDELIUS
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© The McGraw-Hill Companies, Inc., 2000
PP15-EE Profit-Oriented Pricing Approaches
Profit-Oriented Approaches include:
• target profit pricing
• target return-on-sales pricing
• target return-on-investment pricing
MARKETING, 6/e
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HARTLEY
RUDELIUS
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PP15-4 Results of computer spreadsheet simulation to select price
to achieve a target return on investment
Assumptions
or Results
Financial Element
Assumptions
Price per unit (P)
Year
A
$50
$54
$54
$58
$58
1.000
Change in Unit Variable Cost (UVC)
0%
Unit variable cost
$22.00
Total expenses
$8,000
Owner’s salary
$18,000
Investment
$20,000
State and federal taxes
50%
Net Sales (P x Q)
$50,000
Less: COGS
22,000
(Q x UVC)
Gross Margin
$28,000
Less: total expenses
8,000
Less: owner’s salary
18,000
Net profit before taxes
$ 2,000
Less: taxes
1,000
Net profit after taxes
$ 1,000
Investment
$20,000
1,200
+10%
$24.20
Same
Same
Same
Same
$ 64,800
29,040
1,100
+10%
$24.20
Same
Same
Same
Same
$59,400
26,620
1,100
+20%
$26.40
Same
Same
Same
Same
$63,800
29,040
1,000
+20%
$26.40
Same
Same
Same
Same
$58,000
26,400
$ 35,760
8,000
18,000
$ 9,760
4,880
$ 4,880
$20,000
32,780
8,000
18,000
$6,780
3,390
3,390
$ 20,000
$ 34,760
8,000
18,000
$8,760
4,380
4,380
$20,000
$31,600
8,000
18,000
$5,600
2,800
2,800
$20,000
24.4%
17.0%
21.9%
14.0%
Units Sold (Q)
Spreadsheet
simulation
results
SIMULATION
B
C
Return on Investment
MARKETING, 6/e
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5%
KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
D
© The McGraw-Hill Companies, Inc., 2000
PP15-FF Competition-Oriented Pricing Approaches
Competition-Oriented Approaches
include:
• customary pricing
• above-, at-, or belowmarket pricing
• loss leader pricing
MARKETING, 6/e
BERKOWITZ
KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15-GG Concept Check
1.
What is standard markup pricing?
2.
What profit-based pricing approach
should a manager use if he or she wants to
reflect the percentage of the firm’s
resources used in obtaining the profit?
3.
What is the purpose of loss-leader pricing
when used by a retail firm?
MARKETING, 6/e
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KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15-HH One-Price versus Flexible-price Policies
• One-Price Policy: setting the same price for similar
customers who buy the same product and quantities
under the same circumstances. An example would be
Saturn’s “no hassle-one price” policy for new and
used cars.
• Flexible-Price Policy: offering the same product and
quantities to similar customers but at different
prices. Car dealers have traditionally (and still do)
used flexible pricing in getting to the final sale price.
MARKETING, 6/e
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HARTLEY
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Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15-5 The Power of Marginal Analysis in real-world decisions
Suppose the owner of a picture framing store is considering buying a series of
magazine ads to reach her up-scale market. The cost of the ads is $1,000, the average
price of a framed picture is $50, and the unit variable cost(materials plus labor) is $30.
This is a direct application of marginal analysis that an astute manager uses to
estimate the incremental revenue or incremental number of units that must be
obtained to at least cover the incremental cost. In this example, the number of extra
picture frames that must be sold is obtained as follows:
Extra fixed cost
Incremental number of frames =
Price - Unit variable cost
$1,000 of advertising
=
=
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$50 - $30
50 frames
HARTLEY
RUDELIUS
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© The McGraw-Hill Companies, Inc., 2000
PP15-6 Three special adjustments to list or quoted price
Special adjustments
to list or quoted price
Discounts
Quantity
cumulative
non-cumulative
Trade (functional)
Cash
MARKETING, 6/e
Allowances
Trade-in
Promotional
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Geographical
adjustments
FOB origin pricing
Delivered pricing
Single zone pricing
Multiple zone pricing
FOB with freightallowed pricing
Basing-point pricing
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15–7 The Structure of Trade Discounts
Manufacturer’s
suggested
(minus)
list Price
($ 30.00)
$100.00
Retailer’s cost
or wholesaler
sales price
Wholesaler cost
Jobber cost or
or jobber
manufacturer’s
(minus)
(minus)
sales price
sale price
($ 7.00)
$ 70.00
($ 3.15)
$ 63.00
$ 59.15
Retail discount:
Wholesaler’s discount:
Jobber discount:
30% of manufacturer’s
suggested price
10% of wholesaler’s
sales price
5% of jobber sales price
MARKETING, 6/e
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KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15–C Example of basing-point pricing
Seattle
customer
pays $130
Chicago customer
pays $110
Los Angeles
customer
pays $120
MARKETING, 6/e
St. Louis plant is
“basing-point”
$100 base price
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KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15–8 Pricing practices affected by legal restrictions
Consumer Goods
Pricing Act
Sherman
Act
Horizontal
price fixing
Federal Trade
Commission Act
Predatory
pricing
Vertical
price fixing
MARKETING, 6/e
Robinson-Patman
Act
Geographical
pricing
Price
discrimination
Deceptive
pricing
BERKOWITZ
KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
PP15-II Concept Check
1.
2.
3.
Why would a seller choose a flexible-price
policy over a one-price policy?
If a firm wished to encourage repeat
purchases by a buyer throughout the
year, would a cumulative or
non-cumulative quantity discount be a
better strategy.
What pricing practices are covered by
Sherman Act?
MARKETING, 6/e
BERKOWITZ
KERIN
HARTLEY
RUDELIUS
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000