阿姆斯特朗《市場營銷學(xué)（第13版）》 課件 第 9 章 定價：理解并獲取顧客價值

Marketing:AnIntroductionThirteenthEditionChapter9Pricing:UnderstandingandCapturingCustomerValueCopyright?2017,2015,2013PearsonEducation,Inc.AllRightsReservedLearningObjectives(1of4)9-1.Identifythethreemajorpricingstrategiesanddiscusstheimportanceofunderstandingcustomervalueperceptions,companycosts,andcompetitorstrategieswhensettingprices.9-2.Identifyanddefinetheotherimportantexternalandinternalfactorsaffectingafirm’spricingdecisions.9-3.Describethemajorstrategiesforpricingnewproducts.LearningObjectives(2of4)9-4.Explainhowcompaniesfindasetofpricesthatmaximizestheprofitsfromthetotalproductmix.9-5.Discusshowcompaniesadjusttheirpricestotakeintoaccountdifferenttypesofcustomersandsituations.9-6.Discussthekeyissuesrelatedtoinitiatingandrespondingtopricechanges.FirstStop:AmazonVersusWalmartAPriceWarforOnlineSupremacyAchievingonlinesupremacywilltakemorethanwinninganonlinepricewar.LearningObjective9-1Identifythethreemajorpricingstrategiesanddiscusstheimportanceofunderstandingcustomervalueperceptions,companycosts,andcompetitorstrategieswhensettingprices.PriceAmountofmoneychargedforaproductorserviceDeterminesafirm’smarketshareandprofitabilityProducesrevenueFigure9.1-ConsiderationsinSettingPriceCustomerValue-BasedPricingBasedonbuyers’perceptionsofvalueratherthanontheseller’scostPriceisconsideredbeforethemarketingprogramisset.Typesofvalue-basedpricing:Good-valuepricingValue-addedpricingValue-AddedPricingAMC’sCinemaSuitesareaddingamenitiesandchargingmore.Figure9.2-Value-BasedPricingversusCost-BasedPricingCost-BasedPricingBasedonthecostsofproducing,distributing,andsellingtheproductplusafairrateofreturnforeffortandriskTypesofcosts:Fixedcosts(overhead)VariablecostsTotalcostsTypesofCost-BasedPricingCost-pluspricing(markuppricing)AddingastandardmarkuptothecostoftheproductBreak-evenpricing(targetreturnpricing)Settingpricetobreakevenonthecostsofmakingandmarketingaproduct,orsettingpricetomakeatargetreturnFigure9.3-Break-EvenChartforDeterminingTargetReturnPriceandBreak-EvenVolumeCompetition-BasedPricing(1of2)Settingpricesbasedoncompetitors’strategies,costs,prices,andmarketofferingsCompanyshouldaskseveralquestionstoassesscompetitors’pricingstrategies:Howdoesthecompany’smarketofferingcompareintermsofcustomervalue?Howstrongarecurrentcompetitors?Whataretheircurrentpricingstrategies?Competition-BasedPricing(2of2)Caterpillardominatestheheavyequipmentindustrydespitechargingpremiumprices.LearningObjective9-1SummaryThethreemajorpricingstrategiesincludeCustomervalue-basedpricingCost-basedpricingCompetition-basedpricingCustomervalueperceptions,companycostsandcompetitorstrategiesareimportantconsiderationswhensettingprices.LearningObjective9-2Identifyanddefinetheotherimportantexternalandinternalfactorsaffectingafirm’spricingdecisions.ConsiderationsAffectingPricingDecisionsInternalfactorsOverallmarketingstrategy,objectives,andmixOrganizationalconsiderationsExternalfactorsMarketanddemandEconomyImpactonotherpartiesinitsenvironmentOverallMarketingStrategy,Objectives,andMixPricingdecisionsmustcoordinatewithpackaging,promotion,anddistributiondecisions.Positioningmaybebasedonprice.Targetcostingstartswithanidealsellingprice,thentargetscoststhatensurethepriceismet.Nonpricepositionscanbecreatedtodifferentiatethemarketingoffer.OrganizationalConsiderationsManagementdecideswhoshouldsetprices.VariesdependingonthesizeandtypeofcompanySmallcompanies-TopmanagementLargecompanies-DivisionalorproductmanagersIndustrieswithpriceasthekeyfactor-PricingdepartmentsPricinginDifferentTypesofMarketsPurecompetitionMonopolisticcompetitionOligopolisticcompetitionPuremonopolyPricinginOligopolisticMarketsPriceisanimportantcompetitivetoolforDirecTVandothercableproviders.Figure9.4-DemandCurvePriceElasticityofDemandMeasureofthesensitivityofdemandtochangesinpriceInelasticdemand:Demandhardlychangeswithasmallchangeinprice.Elasticdemand:Demandchangesgreatlywithasmallchangeinprice.EconomyFactorsimpactingpricingstrategiesBoomorrecessionInflationInterestratesResponsestothefrugalityofpostrecessionconsumersCutpricesandofferdiscountsDevelopmoreaffordableitemsRedefinevaluepropositionsOtherExternalFactorsCompanymustconsiderseveralotherfactorsinitsexternalenvironmentwhensettingprices.ResellersGovernmentSocialconcernsLearningObjective9-2SummaryFactorsaffectingafirm’spricingdecisions:Internal–marketingstrategy,objectives,marketingmix,andorganizationalconsiderationsExternal–natureofmarket,demand,economy,resellerneeds,andgovernmentactionsLearningObjective9-3Describethemajorstrategiesforpricingnewproducts.NewProductPricingStrategies(1of2)Market-skimmingpricing(priceskimming)SettingahighpricetoskimmaximumrevenuesfromthesegmentswillingtopaythehighpriceCompanymakesfewerbutmoreprofitablesalesMarket-penetrationpricingSettingalowpricetoattractalargenumberofbuyersandalargemarketshareNewProductPricingStrategies(2of2)Samsunghasusedlowinitialpricesinemergingmobiledevicemarkets.LearningObjective9-3SummaryStrategiesforpricingnewproductsincludeMarket-skimmingpricingMarket-penetratingpricingLearningObjective9-4Explainhowcompaniesfindasetofpricesthatmaximizestheprofitsfromthetotalproductmix.ProductMixPricingStrategiesProductlinepricingOptional-productpricingCaptive-productpricingBy-productpricingProductbundlepricingProductMixPricingNearly77percentofKeurig’ssalescomefromitsK-Cupportionpacks.LearningObjective9-4SummaryThefirmusesthefollowingpricingstrategiestomaximizetheprofitsfromthetotalmix:ProductlinepricingOptionalproductsCaptiveproductsBy-productsProductbundlesLearningObjective9-5Discusshowcompaniesadjusttheirpricestotakeintoaccountdifferenttypesofcustomersandsituations.PriceAdjustmentStrategiesDiscountandallowancepricingSegmentedpricingPsychologicalpricingPromotionalpricingGeographicalpricingDynamicpricingInternationalpricingDiscountandAllowancePricingDiscount-astraightreductioninpriceonpurchasesduringastatedperiodoftimeoroflargerquantitiesCash,quantity,functional,andseasonaldiscountsAllowance-promotionalmoneypaidtoretailersforanagreementtofeaturethemanufacturer’sproductsinsomewayTrade-inandpromotionalallowancesSegmentedPricingSellingaproductorserviceattwoormoreprices,wherethedifferenceinpricesisnotbasedondifferencesincostsFormsofsegmentedpricing:Customer-segmentpricingProductformpricingLocation-basedpricingTime-basedpricingPsychologicalPricingConsidersthepsychologyofpricesandnotsimplytheeconomicsThepricesayssomethingabouttheproduct.Referenceprices:PricesthatbuyerscarryintheirmindsandrefertowhenlookingatagivenproductPromotionalPricingTemporarilypricingproductsbelowthelistpricetoincreaseshort-runsalesFormsofpromotionalpricing:Discountsandspecial-eventpricingLimited-timeoffersandcashrebatesLow-interestfinancingandlongerwarrantiesFreemaintenanceGeographicalPricingFOB-originpricingUniform-deliveredpricingZonepricingBasing-pointpricingFreight-absorptionpricingDynamicandOnlinePricing(1of2)Dynamicpricing:AdjustingpricescontinuallytomeetthecharacteristicsandneedsofindividualcustomersandsituationsPrevalentonlinewheretheInternetintroducesanewageoffluidpricingDynamicandOnlinePricing(2of2)WithAmazon’sPriceCheck,consumerscangetinstantproductandpricecomparisons.InternationalPricingPricedecisionsofinternationalcompaniesSetauniformworldwidepriceAdjustpricestoreflectlocalmarketconditionsandcostconsiderationsPriceschargeddependonmanyfactorsEconomicconditionsCompetitivesituationsLawsandregulationsNatureofthewholesalingandretailingsystemConsumerperceptionsandpreferencesCompany’smarketingobjectivesCostsofsellinginanothercountryLearningObjective9-5SummaryCompaniesapplyavarietyofpriceadjustmentstrategies:DiscountandallowancepricingSegmentedpricingPsychologicalpricingPromotionalpricingGeographicalpricingDynamicpricingInternationalpricingLearningObjective9-6Discussthekeyissuesrelatedtoinitiatingandrespondingtopricechanges.InitiatingPriceChangesReasonsforpricecuts:ExcesscapacityFallingdemandAttempttodominatethemarketReasonsforpriceincreases:CostinflationOver-demandReactionstoPriceChangesBuyer’sperspectivePriceincrease:Productismoreexclusiveorbettermade.Companyisbeinggreedy.Pricecut:Brandwantstogetabetterdealonanexclusiveproduct.Product’squalityhasbeenreduced.Company’simagehastarnished.Competitor’sperspectivePricecut:Companyistryingtograbalargermarketshare.Companyisdoingpoorlyandtryingtoboostitssales.Companywantsthewholeindustrytocutpricestoincreasetotaldemand.Figure9.5-RespondingtoCompetitorPriceChangesFigure9.6-PublicPolicyIssuesinPricingLea