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Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
Session 10 gm pricing decision
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Session 10 gm pricing decision

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  • Whether dealing with a single home country market or multiple country markets, marketing managers must develop pricing objectives as well as strategies for achieving those objectives. The overall goal may be to contribute to an internal performance measure such as unit sales, market share, or return on investment. However, a number of pricing issues are unique to global marketing. This chapter will cover many of these issues
  • By setting a deliberately high price, demand is limited to innovators and early adopters who are willing and able to pay the price. When the product enters the growth stage of the life cycle and competition increases, manufacturers start to cut prices. This strategy has been used consistently in the consumer electronics industry; for example, when Sony introduced the first consumer VCRs in the 1970s, the retail price exceeded $1,000. The same was true when compact disc players were launched in the early 1980s. Within a few years, prices for these products dropped well below $500. This pattern was evident in the fall of 1998, when HDTV sets went on sale in the United States with prices starting at about $7,000. This price both maximizes revenue on limited volume and matches demand to available supply.
  • When Sony was developing the Walkman in 1979, initial plans called for a retail price of ¥50,000 ($249) to achieve breakeven. However, it was felt that a price of ¥35,000 ($170) was necessary to attract the all-important youth market segment. After the engineering team conceded that they could trim costs to achieve breakeven volume at a price of ¥40,000, Chairman Akio Morita pushed them further and insisted on a retail price of ¥33,000 ($165) to commemorate Sony’s 33 rd anniversary. At that price, even if the initial production run of 60,000 units sold out, the company would lose $35 per unit. It should be noted that a first-time exporter is unlikely to use penetration pricing. The reason is simple: Penetration pricing often means that the product may be sold at a loss for a certain length of time. Many companies, especially those in the food industry, launch new products that are not innovative enough to qualify for patent protection. When this occurs, penetration pricing is recommended as a means of achieving market saturation before competitors copy the product.
  • The biggest profits in the video industry come from sales of game software; thus, even though prices are dropping for PlayStation 2, Xbox, and GameCube, sales of hit titles are generating substantial revenues and profits. This illustrates the notion of companion products : AOL software is worthless without a personal computer, a modem, and a telephone line; a video game player is worthless without games, a DVD player is worthless without movies, a razor handle is worthless without blades, a cellular phone is worthless without a calling plan, and so on.
  • Firms that use rigid cost-plus pricing do not take into account the conditions outside of the home country. The obvious advantage of rigid cost-based pricing is its simplicity: Assuming that both internal and external cost figures are readily available, it is relatively easy to arrive at a quote. The disadvantage is that this approach ignores demand and competitive conditions in target markets; the risk is that prices will either be set too high or too low. Firms that use flexible cost-plus pricing They realize that the rigid cost-plus approach can result in severe price escalation, with the unintended result that exports are priced at levels above what customers can pay. Managers who utilize flexible cost-plus pricing are acknowledging the importance of the eight criteria listed earlier. Flexible cost plus sometimes incorporates the estimated future cost method to establish the future cost for all component elements.
  • In global marketing, the task of setting prices is complicated by fluctuating exchange rates. Currency fluctuations can create significant problems and opportunities for the classic international company that exports from the home country. Management faces different decision situations, depending on whether currencies in key markets have strengthened or weakened relative to the home-country currency.
  • Transcript

    • 1. Pricing Decisions 11-1
    • 2. managingmarketing International Marketing Mix Decisions Strategic Alternatives in international and global marketing mix decisions. Managerial issues International Pricing considerations Global pricing is one of the most critical andfrom global headquarters complex issues in international marketing. Price is the only marketing mix instrument that creates revenues. All other elements entail costs. A company’s global pricing policy may make or break its overseas expansion efforts. Multinationals also face the challenges of how to coordinate their pricing across different countries.©2005 Dr.Gerard Ryan, Universitat Rovira i Virgili. 11-2
    • 3. International Pricing Strategies Company Internal Environmental Market Factors Factors Factors Profitability Income Levels Foreign ExchangeAnalytic Transports Costs Competition RatesDimensions Tariffs Customers’ Culture Inflation Rates Taxes Price Controls Production Costs Regulations Channel CostsDecision- Market-by-Market International Pricing Uniform PricingMaking Pricing Strategies Managerial Financing International Source of Financing Issues TransactionDecision- Transfer Pricing Risks Commercial Banks Foreign Currencies Customer-Arranged vs. GovernmentsMaking Parallel Imports/Grey Supplier-Arranged Non-cash Transactions: Markets Counter-trading Export Price Escalation Global Pricing Strategies 11-3 Source: Jeannet & Hennessey, 2001
    • 4. The Gaps that the Euro Could Close Prices on selected goods and services (1998!) Belgium France Germany Italy Spain1.5 litre bottle of Coca Cola 2.05 1.05 1.89 1.65 1.14Big Mac 2.86 3.08 2.67 2.48 2.38VW Golf GLa 13,553 16,317 13,999 17,056 17,356Unleaded petrol per litre 0.93 1.03 0.87 0.94 0.73Dry cleaning man’s shirt 3.68 4.67 2.43 2.75 2.92Underground or bus ticket 1.32 1.20 2.10 0.83 0.82Pair of Levi 501 jeans 71 83 81 69 70Compaq Pressario computer b 1,316 1,348 917 1,208 1,2671 day car rental c 154 110 103 243 1131 hour of translation 89 104 78 55 39 All prices in 1998 US$ a Two door model b Model 4504 in Spain, 2240 elsewhere c Mercedes C-class without insurance 11-4 Cateora & Ghauri, International Marketing, European Edition, © 2000 McGraw-Hill
    • 5. managingmarketing International Marketing Mix Decisions Strategic Alternatives in international and global marketing mix decisions. Managerial issues International Pricing comparisonsfrom global headquarters Prices for a Volkswagen Golf* BRITAIN $13,040 FINLAND 8,290 FRANCE 10,510 GERMANY 11,040 ITALY 10,690©2005 Dr.Gerard Ryan, Universitat Rovira i Virgili. 11-5
    • 6. Under (-)/The Hamburger Standard over (+) valuation Local Currency Dollars Implied PPP* Actual $ exchange against the of the dollar rate 17/04/01 dollar %United States*** $2.54 2.54Argentina Peso2.50 2.50 0.98 1.00 -2Australia A$3.00 1.52 1.18 1.98 -40Brazil Real3.60 1.64 1.42 2.19 -35Britain £1.99 2.85 1.28** 1.43** 12Canada C$3.33 2.14 1.31 1.56 -16Chile Peso1260 2.10 496 601 -17China Yuan9.90 1.20 3.90 8.28 -53Czech Rep Koruna56.00 1.43 22.00 39.0 -44Denmark DKr24.75 2.93 9.74 8.46 15Euro area 2.57 2.27 0.99 € 0.88 € -11 France FFr18.5 2.49 7.28 7.44 -2 Germany DM5.10 2.30 2.01 2.22 -9 Italy Lire4300 1.96 1693 2195 -23 Spain Pta395 2.09 156 189 -18Hong Kong HK$10.70 1.37 4.21 7.80 -46Hungary Fo399 1.32 157 303 -48Indonesia Rupiah14700 1.35 5787 10855 -47Japan 294 2.38 116 124 -6Malaysia M$4.52 1.19 1.78 3.80 -53Mexico Peso21.9 2.36 8.62 9.29 -7New Zealand NZ$3.60 1.46 1.42 2.47 -43Philippines Peso 59.00 1.17 23.2 50.3 -54Poland Zloty5.90 1.46 2.32 4.03 -42Russia Rouble35.00 1.21 13.8 28.9 -52Singapore S$3.30 1.82 1.30 1.81 -28South Africa Rand9.70 1.19 3.82 8.13 -53South Korea Won3000 2.27 1181 1325 -11Sweden SKr24.0 2.33 9.45 10.28 -8Switzerland SFr6.30 3.65 2.48 1.73 44Taiwan NT$70.0 2.13 27.6 32.9 -16Thailand Baht55.0 1.21 21.7 45.5 -52 11-6
    • 7. Basic Pricing Concepts The Global Manager must develop systems and policies that address – Price Floors – Price Ceilings – Optimum Prices Must be consistent with global opportunities and constraints 11-7
    • 8. Global Pricing Objectives andStrategies Managers must determine the objectives for the pricing objectives – Unit Sales – Market Share – Return on investment They must then develop strategies to achieve those objectives – Penetration Pricing – Market Skimming 11-8
    • 9. Market Skimming and FinancialObjectives Market Skimming – Charging a premium price – May occur at the introduction stage of product life cycle Sony Ad. for camcorders 11-9
    • 10. Penetration Pricing and Non-Financial Objectives Penetration Pricing – Charging a low price in order to penetrate market quickly – Appropriate to saturate market prior to imitation by competitors 1979 Sony Walkman 11-10
    • 11. Companion Products Products whose sale is dependent upon the sale of primary product – Video games are dependent upon the sale of the game Console “If you make money on the blades you can give away the razors.” X-Box Game System and Sports Game 11-11
    • 12. Target Costing – 8 Questions1. Does the price reflect the product’s quality?2. Is the price competitive given local market conditions?3. Should the firm pursue market penetration, market skimming, or some other pricing objective?4. What type of discount (trade, cash, quantity) and allowance (advertising, trade-off) should the firm offer its international customers?5. Should prices differ with market segment?6. What pricing options are available if the firm’s costs increase or decrease? Is demand in the international market elastic or inelastic?7. Are the firm’s prices likely to be viewed by the host- country government as reasonable or exploitative?8. Do the foreign country’s dumping laws pose a problem? 11-12
    • 13. Dumping In international trade, this occurs when one country exports a significant amount of goods to another country at prices much lower than in the domestic market http://en.wikipedia.org/wiki/Dumping_%28pric 11-13
    • 14. Target Costing Cost-Based Pricing is based on an analysis of internal and external cost Firms using western cost accounting principles use the Full absorption cost method – Per-unit product costs are the sum of all past or current direct and indirect manufacturing and overhead costs 11-14
    • 15. Target Costing Rigid cost-plus pricing means that companies set prices without regard to the eight foundational pricing considerations Flexible cost-plus pricing ensures that prices are competitive in the contest of the particular market environment 11-15
    • 16. Terms of the Sale Incoterms make international trade easier and help traders in different countries to understand one another. These standard trade definitions that are most commonly used in international contracts are protected by ICC copyright – Ex-works – seller places goods at the disposal of the buyer at the time specified in the contract; buyer takes delivery at the premises of the seller and bears all risks and expenses from that point on. – Delivery duty paid – seller agrees to deliver the goods to the buyer at the place he or she names in the country of import with all costs, including duties, paid. 11-17
    • 17. Environmental Influences on PricingDecisions Currency Fluctuations Inflationary Environment Government Controls, Subsidies, Regulations Competitive Behavior Sourcing 11-18
    • 18. Global Pricing: Three PolicyAlternatives Extension Adaptation Geocentric 11-19
    • 19. Gray Market Goods Trademarked products are exported from one country to another where they are sold by unauthorized persons or organizations Occurs when product is in short supply, when producers use skimming strategies in some markets, and when goods are subject to substantial mark-ups 11-20
    • 20. Dumping Sale of an imported product at a price lower than that normally charged in a domestic market or country of origin. Occurs when imports sold in the US market are priced at either levels that represent less than the cost of production plus an 8% profit margin or at levels below those prevailing in the producing countries To prove, both price discrimination and injury must be shown 11-21
    • 21. Price Fixing Representatives of two or more companies secretly set similar prices for their products – Illegal act because it is anticompetitive Horizontal price fixing occurs when competitor within an industry that make and market the same product conspire to keep prices high Vertical price fixing occurs when a manufacture conspires with wholesalers/retailers to ensure certain retail prices are maintained 11-22
    • 22. Transfer Pricing Pricing of goods, services, and intangible property bought and sold by operating units or divisions of a company doing business with an affiliate in another jurisdiction Intra-corporate exchanges – Cost-based transfer pricing – Market-based transfer pricing – Negotiated transfer pricing 11-23
    • 23. Countertrade Countertrade occurs when payment is made in some form other than money Options – Barter – Counter-purchase – Offset – Compensation trading – Cooperation agreements – Switch trading 11-24
    • 24. Barter The least complex and oldest form of bilateral, non-monetary counter-trade A direct exchange of goods or services between two parties 11-25
    • 25. Looking Ahead Chapter 12 Global Marketing Channels and Physical Distribution 11-26
    • 26. Incoterms FAS (free alongside ship) named port of destination – seller places goods alongside the vessel or other mode of transport and pays all charges up to that point FOB (free on board) – seller’s responsibility does not end until goods have actually been placed aboard ship CIF (cost, insurance, freight) named port of destination – risk of loss or damage of goods is transferred to buyer once goods have passed the ship’s rail CFR (cost and freight) – seller is not responsible at any point outside of factory Return 11-27
    • 27. Extension Ethnocentric Per-unit price of an item is the same no matter where in the world the buyer is located Importer must absorb freight and import duties Fails to respond to each national market Return 11-28
    • 28. Adaptation Polycentric Permits affiliate managers or independent distributors to establish price as they feel is most desirable in their circumstances Sensitive to market conditions but creates potential for gray marketing Return 11-29
    • 29. Geocentric Intermediate course of action Recognizes that several factors are relevant to pricing decision – Local costs – Income levels – Competition – Local marketing strategy Return 11-30
    • 30. Currency Fluctuations Return 11-31
    • 31. Inflationary Environment Defined as a persistent upward change in price levels – Can be caused by an increase in the money supply – Can be caused by currency devaluation Essential requirement for pricing is the maintenance of operating margins Return 11-32
    • 32. Government Controls, Subsidies,and Regulations The types of policies and regulations that affect pricing decisions are: – Dumping legislation – Resale price maintenance legislation – Price ceilings – General reviews of price levels Return 11-33
    • 33. Competitive Behavior If competitors do not adjust their prices in response to rising costs it is difficult to adjust your pricing to maintain operating margins If competitors are manufacturing or sourcing I a lower-cost country, it may be necessary to cut prices to stay competitive Return 11-34
    • 34. Using Sourcing as a StrategicPricing Tool Marketers of domestically manufactured finished products may move to Can you stay competitive while staying local? offshore sourcing of certain components to keep costs down and prices competitive Return 11-35

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