需求曲线供给曲线.ppt

Chapter 7 Developing Price Strategies and ProgramsPower Point byPower Point byCheng-Chiang Cheng-Chiang(Johnnie)Chen(Johnnie)ChenDa-Yeh UniversityChapter Objectives In this chapter,we focus on three questions:How should a price be set on a product or How should a price be set on a product or service for the first time?service for the first time?How should the price be adapted to meet How should the price be adapted to meet varying circumstances and opportunities?varying circumstances and opportunities?When should the company initiate a price When should the company initiate a price change,and how should it respond to a change,and how should it respond to a competitors price change?competitors price change?均衡點均衡點數量5040302010100 200 300 400 500 600 價格60需求曲線供給曲線均衡點損益兩平分析損益兩平分析損益兩平點總成本總收益固定成本損益平衡數量數量損益平衡價格收益成本$Q差別訂價差別訂價依顧客區隔而差別訂價依顧客區隔而差別訂價依產品形式而差別訂價依產品形式而差別訂價依形象而差別訂價依形象而差別訂價依地點而差別訂價依地點而差別訂價依時間而差別訂價依時間而差別訂價差別訂價的實施之必要條件差別訂價的實施之必要條件 市場必須可以區隔。市場必須可以區隔。市場必須可以區隔。市場必須可以區隔。低價市場區隔不能將針對該區隔的低價產品，轉移或再低價市場區隔不能將針對該區隔的低價產品，轉移或再低價市場區隔不能將針對該區隔的低價產品，轉移或再低價市場區隔不能將針對該區隔的低價產品，轉移或再售給高價的市場區隔。售給高價的市場區隔。售給高價的市場區隔。售給高價的市場區隔。競爭者不會在高價的市場區隔內，低價銷售或進行競爭。競爭者不會在高價的市場區隔內，低價銷售或進行競爭。競爭者不會在高價的市場區隔內，低價銷售或進行競爭。競爭者不會在高價的市場區隔內，低價銷售或進行競爭。進行區隔及維持差別訂價的成本，必須低於進行差別訂進行區隔及維持差別訂價的成本，必須低於進行差別訂進行區隔及維持差別訂價的成本，必須低於進行差別訂進行區隔及維持差別訂價的成本，必須低於進行差別訂價所得之利益。價所得之利益。價所得之利益。價所得之利益。差別訂價不會帶來顧客反感與抵制。差別訂價不會帶來顧客反感與抵制。差別訂價不會帶來顧客反感與抵制。差別訂價不會帶來顧客反感與抵制。差別訂價必須合法。差別訂價必須合法。差別訂價必須合法。差別訂價必須合法。訂價目標訂價目標利潤導向的訂價目標銷售額導向的訂價目標維持現況導向的訂價目標短期求生導向的訂價目標非經濟性導向的訂價目標其他非經濟性目標品質宣示導向現金流量目標生存的目標跟隨價格領袖銷售極大化市場占有率利潤極大化滿意的利潤目標投資報酬率訂價目標刮脂訂價法下的價格刮脂訂價法下的價格調整調整第二次刮脂價格最後刮脂價格價格初始刮脂價格數量刮脂訂價的條件刮脂訂價的條件 有相當多的顧客對該產品有高度需求。有相當多的顧客對該產品有高度需求。有相當多的顧客對該產品有高度需求。有相當多的顧客對該產品有高度需求。存在著一些進入障礙，使高價格不致於存在著一些進入障礙，使高價格不致於存在著一些進入障礙，使高價格不致於存在著一些進入障礙，使高價格不致於吸引更多競爭者。吸引更多競爭者。吸引更多競爭者。吸引更多競爭者。高價格可塑造高品質的產品形象。高價格可塑造高品質的產品形象。高價格可塑造高品質的產品形象。高價格可塑造高品質的產品形象。滲透訂價法下的價格滲透訂價法下的價格滲透價格價格數量滲透訂價的條件滲透訂價的條件目標顧客對訂價相當敏感，需求彈性很大。目標顧客對訂價相當敏感，需求彈性很大。目標顧客對訂價相當敏感，需求彈性很大。目標顧客對訂價相當敏感，需求彈性很大。公司的成本相較於競爭者為低。公司的成本相較於競爭者為低。公司的成本相較於競爭者為低。公司的成本相較於競爭者為低。每單位的生產與配銷成本可能隨著產量的增每單位的生產與配銷成本可能隨著產量的增每單位的生產與配銷成本可能隨著產量的增每單位的生產與配銷成本可能隨著產量的增加而降低。加而降低。加而降低。加而降低。低價可以降低潛在競爭者進入市場的意願。低價可以降低潛在競爭者進入市場的意願。低價可以降低潛在競爭者進入市場的意願。低價可以降低潛在競爭者進入市場的意願。訂價政策的類型訂價政策的類型刮脂訂價滲透訂價單單一一價價格格單一刮脂單一刮脂單一滲透單一滲透彈彈性性價價格格彈性刮脂彈性刮脂彈性滲透彈性滲透訂價方法的決定訂價方法的決定成本導向的訂價方法成本導向的訂價方法競爭導向的訂價方法競爭導向的訂價方法顧客導向的競爭方法顧客導向的競爭方法訂價方法訂價方法需求回溯訂價法訂價方法成本導向的訂價方法競爭導向的訂價方法顧客導向的訂價方法成本加成訂價法目標報酬訂價法價格底線訂價法流行訂價法封籤訂價法談判訂價法認知價值訂價法習慣訂價法價值訂價法心理訂價法需求回溯訂價法Nine Price-Quality StrategiesPrice Should Align with ValueSetting Pricing PolicySetting the Price Step 1:Selecting the pricing objective SurvivalSurvival Maximize current profitsMaximize current profits Maximize their market shareMaximize their market shareMarket-penetration pricingMarket-penetration pricing Best when:Best when:Market is highly price-sensitive,and a low price Market is highly price-sensitive,and a low price stimulates market growth,stimulates market growth,Production and distribution costs fall within Production and distribution costs fall within accumulated production experience,andaccumulated production experience,and Low price discourages actual and potential Low price discourages actual and potential competitioncompetitionMaytags homepage presents its Maytags homepage presents its“corporate family of brands”“corporate family of brands”Inelastic and Elastic DemandSetting the Price Step 2:Determining DemandPrice sensitivityPrice sensitivityTotal Cost of Ownership(TCO)Total Cost of Ownership(TCO)Setting the Price Tom Nagle offers this list of factors associated Tom Nagle offers this list of factors associated with lower price sensitivitywith lower price sensitivity The product is more distinctiveThe product is more distinctive Buyers are less aware of substitutesBuyers are less aware of substitutes Buyers cannot easily compare the quality of substitutesBuyers cannot easily compare the quality of substitutes The expenditure is a smaller part of the buyers total incomeThe expenditure is a smaller part of the buyers total income The expenditure is small compared to the total cost of the end The expenditure is small compared to the total cost of the end productproduct Part of the cost is borne by another partyPart of the cost is borne by another party The product is used in conjunction with assets previously boughtThe product is used in conjunction with assets previously bought The product is assumed to have more quality,prestige,or The product is assumed to have more quality,prestige,or exclusivenessexclusiveness Buyers cannot store the productBuyers cannot store the productCost per Unit at Different Levels of Production per PeriodSetting the Price Estimating Demand CurvesEstimating Demand CurvesPrice Elasticity of DemandPrice Elasticity of Demand InelasticInelastic ElasticElastic Price indifference bandPrice indifference bandSetting the Price Step 3:Estimating CostTypes of Cost and Levels of ProductionTypes of Cost and Levels of Production Fixed costs(overhead)Fixed costs(overhead)Variable costVariable cost Total costTotal cost Average costAverage costAccumulated ProductionAccumulated Production Experience curve(Learning curve)Experience curve(Learning curve)Cost per Unit as a Function of Accumulated Production:The Experience CurveThe Three Cs Model for Price SettingSetting the Price Differentiated Marketing OffersDifferentiated Marketing Offers Activity-based cost(ABC)accountingActivity-based cost(ABC)accountingTarget costingTarget costingStep 4:Analyzing Competitors Cost,Prices,and OffersSetting the Price Step 5:Selecting a Pricing MethodStep 5:Selecting a Pricing Method Markup PricingMarkup PricingUnit Cost=Unit Cost=variable cost+(fixed cost/unit sales)variable cost+(fixed cost/unit sales)Markup price Markup price Markup price=Markup price=unit cost/(1 desired return on sales)unit cost/(1 desired return on sales)Target-Return PricingTarget-Return PricingTarget-return price=Target-return price=unit cost+(desired return X investment capital)/unit salesunit cost+(desired return X investment capital)/unit salesBreak-even volumeBreak-even volume=fixed cost/(price variable cost)Break-even volume=fixed cost/(price variable cost)Perceived-Value PricingPerceived-Value Pricing Perceived valuePerceived value Price buyersPrice buyers Value buyersValue buyers Loyal buyersLoyal buyers Value-in-use priceValue-in-use priceSetting the Price Break-Even Chart for Determining Target-Return Price and Break-Even VolumeSetting the Price Value PricingValue Pricing Everyday low pricing(EDLP)Everyday low pricing(EDLP)High-low pricingHigh-low pricingGoing-Rate PricingGoing-Rate PricingAuction-Type PricingAuction-Type Pricing English auctions(ascending bids)English auctions(ascending bids)Dutch auctions(descending bids)Dutch auctions(descending bids)Sealed-bid auctionsSealed-bid auctionsGroup PricingGroup PricingEffect of Different Bids on Expected ProfitCompanysCompanysBidBidCompanysCompanysProfitProfitProbability Probability of Gettingof GettingAward with Award with This BidThis Bid(Assumed)(Assumed)ExpectedExpectedProfitProfit$9,500$9,500$100$1000.810.81$81$8110,00010,0006006000.360.3621621610,50010,5001,1001,1000.090.09999911,00011,0001,6001,6000.010.011616Setting the Price Step 6:Selecting the Final PricePsychological PricingPsychological Pricing Reference priceReference priceGain-and-Risk-Sharing PricingGain-and-Risk-Sharing PricingInfluence of the Other Marketing ElementsInfluence of the Other Marketing Elements Brands with average relative quality but high relative Brands with average relative quality but high relative advertising budgets charged premium pricesadvertising budgets charged premium prices Brands with high relative quality and high relative Brands with high relative quality and high relative advertising budgets obtained the highest pricesadvertising budgets obtained the highest prices The positive relationship between high advertising The positive relationship between high advertising budgets and high prices held most strongly in the later budgets and high prices held most strongly in the later stages of the product life cycle for market leadersstages of the product life cycle for market leadersSetting the Price Brands with average relative quality but high relative Brands with average relative quality but high relative advertising budgets charged premium pricesadvertising budgets charged premium prices Brands with high relative quality and high relative Brands with high relative quality and high relative advertising budgets obtained the highest pricesadvertising budgets obtained the highest prices The positive relationship between high advertising The positive relationship between high advertising budgets and high prices held most strongly in the later budgets and high prices held most strongly in the later stages of the product life cycle for market leadersstages of the product life cycle for market leadersCompany Pricing PoliciesCompany Pricing PoliciesImpact of Price on Other PartiesImpact of Price on Other PartiesAdapting the Price Geographical Pricing(Cash,Countertrade,Barter)CountertradeCountertrade BarterBarter Compensation dealCompensation deal Buyback arrangementBuyback arrangement OffsetOffsetPrice Discounts and AllowancesPrice Discounts and AllowancesAdapting the Price Promotional PricingLoss-leader pricingLoss-leader pricingSpecial-event pricingSpecial-event pricingCash rebatesCash rebatesLow-interest financingLow-interest financingLonger payment termsLonger payment termsWarranties and service contractsWarranties and service contractsPsychological discountingPsychological discountingAdapting the Price Discriminatory PricingCustomer segment pricingCustomer segment pricingProduct-form pricingProduct-form pricingImage pricingImage pricingChannel pricingChannel pricingLocation pricingLocation pricingTime pricingTime pricing Yield pricingYield pricingAdapting the Price Product-mix pricingProduct-Line PricingProduct-Line PricingOptional-Feature PricingOptional-Feature PricingCaptive-Product PricingCaptive-Product Pricing Captive productsCaptive productsTwo-Part PricingTwo-Part PricingBy-Product PricingBy-Product PricingProduct-Bundling PricingProduct-Bundling Pricing Pure bundlingPure bundling Mixed bundlingMixed provides software that helps provides software that helps Web merchants find target customersWeb merchants find target customersInitiating and Responding to Price Changes Initiating Price CutsDrive to dominate the market Drive to dominate the market through lower coststhrough lower costsLow quality trapLow quality trapFragile-market-share trapFragile-market-share trapShallow-pockets trapShallow-pockets trapInitiating and Responding to Price Changes Initiating Price IncreasesCost inflationCost inflationAnticipatory pricingAnticipatory pricingOverdemandOverdemandDelayed quotation pricingDelayed quotation pricingEscalator clausesEscalator clausesUnbundlingUnbundlingReduction of discountsReduction of discountsInitiating and Responding to Price Changes Possible responses to higher costs or overhead without Possible responses to higher costs or overhead without raising prices include:raising prices include:Shrinking the amount of product instead of raising the priceShrinking the amount of product instead of raising the price Substituting less expensive materials or ingredientsSubstituting less expensive materials or ingredients Reducing or removing product featuresReducing or removing product features Removing or reducing product services,such as installation Removing or reducing product services,such as installation or free deliveryor free delivery Using less expensive packaging material or larger package Using less expensive packaging material or larger package sizessizes Reducing the number of sizes and models offeredReducing the number of sizes and models offered Creating new economy brandsCreating new economy brandsInitiating and Responding to Price Changes Reactions to Price ChangesCustomer ReactionsCustomer ReactionsCompetitor ReactionsCompetitor ReactionsResponding to Competitors Price Changes Maintain priceMaintain price Maintain price and add valueMaintain price and add value Reduce priceReduce price Increase price and improve qualityIncrease price and improve quality Launch a low-price fighter lineLaunch a low-price fighter linePrice-Reaction Program for Meeting a Competitors Price Cut