Kotler pom13e instructor_10
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The document discusses factors to consider when setting prices, including customer perceptions of value, company and product costs, and other internal and external considerations. It explains that price is determined by balancing how much value customers see in a product and the costs associated with producing it. Pricing strategies discussed include value-based pricing, cost-based pricing, everyday low pricing, and competitor-based pricing. The document emphasizes understanding customer demand and considering factors like price elasticity, competition, and organizational influences when determining price.
Kotler pom13e instructor_10
- 1. Chapter Ten Pricing: Understanding and Capturing Customer Value
- 2. Pricing: Understanding and Capturing Customer Value What Is a Price? Customer Perceptions of Value Company and Product Costs Other Internal and External Considerations Affecting Price Decisions Topic Outline
- 3. Price is the amount of money charged for a product or service. It is the sum of all the values that consumers give up in order to gain the benefits of having or using a product or service. What Is a Price?
- 4. Price is the only element in the marketing mix that produces revenue; all other elements represent costs What Is a Price?
- 5. Factors to Consider When Setting Prices Understanding how much value consumers place on the benefits they receive from the product and setting a price that captures that value Customer Perceptions of Value
- 6. Factors to Consider When Setting Prices Customer Perceptions of Value
- 7. Factors to Consider When Setting Prices Value-based pricing uses the buyers’ perceptions of value, not the sellers cost, as the key to pricing. Price is considered before the marketing program is set. Value-based pricing is customer driven Cost-based pricing is product driven Customer Perceptions of Value
- 8. Factors to Consider When Setting Prices Customer Perceptions of Value
- 9. Factors to Consider When Setting Prices Customer Perceptions of Value
- 10. Factors to Consider When Setting Prices Good-value pricing offers the right combination of quality and good service to fair price Existing brands are being redesigned to offer more quality for a given price or the same quality for less price Customer Perceptions of Value
- 11. Factors to Consider When Setting Prices Everyday low pricing (EDLP) involves charging a constant everyday low price with few or no temporary price discounts High-low pricing involves charging higher prices on an everyday basis but running frequent promotions to lower prices temporarily on selected items Customer Perceptions of Value
- 12. Factors to Consider When Setting Prices Value-added pricing attaches value-added features and services to differentiate offers, support higher prices, and build pricing power Pricing power is the ability to escape price competition and to justify higher prices and margins without losing market share Customer Perceptions of Value
- 13. Factors to Consider When Setting Prices Cost-based pricing involves setting prices based on the costs for producing, distributing, and selling the product plus a fair rate of return for its effort and risk Company and Product Costs
- 14. Factors to Consider When Setting Prices Cost-based pricing adds a standard markup to the cost of the product Company and Product Costs
- 15. Factors to Consider When Setting Prices Company and Product Costs Types of costs
- 16. Factors to Consider When Setting Prices Fixed costs are the costs that do not vary with production or sales level Rent Heat Interest Executive salaries Company and Product Costs
- 17. Factors to Consider When Setting Prices Variable costs are the costs that vary with the level of production Packaging Raw materials Company and Product Costs
- 18. Factors to Consider When Setting Prices Total costs are the sum of the fixed and variable costs for any given level of production Average cost is the cost associated with a given level of output Company and Product Costs
- 19. Factors to Consider When Setting Prices Costs at Different Levels of Production
- 20. Factors to Consider When Setting Prices Experience or learning curve is when average cost falls as production increases because fixed costs are spread over more units Costs as a Function of Production Experience
- 21. Factors to Consider When Setting Prices Cost-plus pricing adds a standard markup to the cost of the product Benefits Sellers are certain about costs Prices are similar in industry and price competition is minimized Consumers feel it is fair Disadvantages Ignores demand and competitor prices Cost-Plus Pricing
- 22. Factors to Consider When Setting Prices Break-even pricing is the price at which total costs are equal to total revenue and there is no profit Target profit pricing is the price at which the firm will break even or make the profit it’s seeking Break-Even Analysis and Target Profit Pricing
- 23. Factors to Consider When Setting Prices Break-Even Analysis and Target Profit Pricing
- 24. Considerations in Setting Price
- 25. Factors to Consider When Setting Prices Customer perceptions of value set the upper limit for prices, and costs set the lower limit Companies must consider internal and external factors when setting prices Other Internal and External Considerations Affecting Price Decisions
- 26. Factors to Consider When Setting Prices Target costing starts with an ideal selling price based on consumer value considerations and then targets costs that will ensure that the price is met Other Internal and External Considerations Affecting Price Decisions
- 27. Factors to Consider When Setting Prices Organizational considerations include: Who should set the price Who can influence the prices Other Internal and External Considerations Affecting Price Decisions
- 28. Factors to Consider When Setting Prices Before setting prices, the marketer must understand the relationship between price and demand for its products Other Internal and External Considerations Affecting Price Decisions The Market and Demand
- 29. Factors to Consider When Setting Prices Other Internal and External Consideration Affecting Price Decisions Competition
- 30. Factors to Consider When Setting Prices The demand curve shows the number of units the market will buy in a given period at different prices Normally, demand and price are inversely related Higher price = lower demand For prestige (luxury) goods, higher price can equal higher demand when consumers perceive higher prices as higher quality Other Internal and External Considerations Affecting Price Decisions
- 31. Factors to Consider When Setting Prices Other Internal and External Considerations Affecting Price Decisions
- 32. Factors to Consider When Setting Prices Price elasticity of demand illustrates the response of demand to a change in price Inelastic demand occurs when demand hardly changes when there is a small change in price Elastic demand occurs when demand changes greatly for a small change in price Price elasticity of demand = % change in quantity demand % change in price Other Internal and External Considerations Affecting Price Decisions
- 33. Factors to Consider When Setting Prices Comparison of offering in terms of customer value Strength of competitors Competition pricing strategies Customer price sensitivity Other Internal and External Considerations Competitor's Strategies
- 34. Factors to Consider When Setting Prices Other Internal and External Consideration Affecting Price Decisions
- 35. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Editor's Notes
- #4: Note to Instructor Discussion Question How does a company like Starbuck’s price their products? This will lead to a good overview of the chapter as students will most likely focus on customers, costs and competitors.
- #8: Note to Instructor 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.
- #11: Note to Instructor In many cases good-value pricing includes less expensive items. The text gives some examples: Taco Bell and McDonald’s offer “value menus.” Armani offers the less-expensive, more-casual Armani Exchange fashion line. Alberto-Culver’s TreSemmé hair care line promises “Curls you’ll love. A price you’ll adore.” Volkswagen recently reintroduced the Rabbit, an economical car with a base price under $16,000, because “The people want an entry-level price and top-level features.”
- #12: Note to Instructor This link is for Wal-Mart’s homepage. It is interesting to compare this to kohls.com, which does NOT practice EDLP but focuses on special promotions and deals.
- #18: Note to Instructor This link is to steelonthenet.com that shows current prices for the raw materials used to make steel including coal, iron oar, natural gas, steel scrap, and electricity. This site tracks the prices over time so students can see how these change.
- #20: Note to Instructor It is best to use an example like the Texas Instruments (TI) example given in the book: TI has built a plant to produce 1,000 calculators per day. Figure 10.3A shows the typical short‑run average cost curve (SRAC). It shows that the cost per calculator is high if TI’s factory produces only a few per day. But as production moves up to 1,000 calculators per day, average cost falls. This is because fixed costs are spread over more units, with each one bearing a smaller share of the fixed cost. TI can try to produce more than 1,000 calculators per day, but average costs will increase because the plant becomes inefficient. Workers have to wait for machines, the machines break down more often, and workers get in each other’s way. If TI believed it could sell 2,000 calculators a day, it should consider building a larger plant. The plant would use more efficient machinery and work arrangements. Also, the unit cost of producing 2,000 calculators per day would be lower than the unit cost of producing 1,000 units per day, as shown in the long‑run average cost (LRAC) curve (Figure 10.3B). In fact, a 3,000‑capacity plant would even be more efficient, according to Figure 10.3B. But a 4,000-daily production plant would be less efficient because of increasing diseconomies of scale—too many workers to manage, paperwork slowing things down, and so on. Figure 10.3B shows that a 3,000-daily production plant is the best size to build if demand is strong enough to support this level of production.
- #21: Note to Instructor The TI example continues as follows: Suppose TI runs a plant that produces 3,000 calculators per day. As TI gains experience in producing calculators, it learns how to do it better. Workers learn shortcuts and become more familiar with their equipment. With practice, the work becomes better organized, and TI finds better equipment and production processes. With higher volume, TI becomes more efficient and gains economies of scale. As a result, average cost tends to fall with accumulated production experience. This is shown in Figure 10.4. Thus, the average cost of producing the first 100,000 calculators is $10 per calculator. When the company has produced the first 200,000 calculators, the average cost has fallen to $9. After its accumulated production experience doubles again to 400,000, the average cost is $7. Here accumulated production is drawn on a semilog scale so that equal distances represent the same percentage increase in output.
- #30: Note to Instructor Discussion Question How has the Internet has changed pricing competition? This link is to Bestprices.com, one of many Web sites that offers low prices. Ask them if they know of other sites where they can obtain low prices.
- #33: Note to Instructor Factors that affect price elasticity of demand include: Unique product Quality Prestige Substitute products Cost relative to income