The document discusses pricing strategies over a product's life cycle. It describes the four stages as development, growth, maturity, and decline. In development, the goal is educating buyers about a new product's value through trial promotions or direct sales. In growth, prices may be reduced to gain market share. In maturity, competition increases and buyers are price sensitive, so firms focus on cost control and expanding product lines. In decline, strategies include retrenchment, harvesting, or consolidation to strengthen position.
This document discusses pricing strategies over the different stages of a product's life cycle. It covers the introduction, growth, maturity, and decline stages. In the introduction stage, pricing strategies like skim pricing are used to target early adopters. In growth, prices may be lowered to attract more customers. Maturity brings increased competition, so differentiation and cost leadership are important. As demand declines, firms may adopt strategies like retrenchment, harvesting, or consolidation. The document provides examples and considerations for pricing in each life cycle stage.
This document discusses pricing strategies over a product's life cycle. It outlines the four stages of a product life cycle: introduction, growth, maturity, and decline. For each stage, it provides pricing strategies and considerations. For example, in the introduction stage prices can be set high if the product is unique, or low to attract customers and compete if the market already has alternatives. In maturity, discounts and promotions can create curiosity to combat saturation. The goal is to understand how pricing impacts sales and profits at each phase of a product's time in the market.
The document discusses developing pricing strategy and provides information on:
- Factors that influence pricing like costs, demand, competition
- Common pricing mistakes like not adjusting for market changes
- Consumer psychology related to pricing like reference prices
- Methods for setting prices like cost-based, demand-based, competition-oriented pricing
- Steps in setting price which include selecting objectives, determining demand, analyzing costs and competition
This document reviews best practice in pricing processes to provide a reference against which current practices and proposals can be tested. Our objectives have been: to research the attributes of world-class pricing through publications and academic sources; to investigate how these attributes are applied in practice to products and services; to assess pricing processes in successful businesses.
In recent years a new attitude toward pricing has emerged. Deregulation and international free trade agreements have increased competition. Price promotion has eroded the power of brand loyalty. Pricing has assumed greater importance to most businesses.
As markets increasingly assume a global dimension, customers can more easily compare prices between one region or country and another, using the internet or a fax machine. They can often locate the same product, or an
acceptable substitute, from another source. Customers are more demanding and fickle, and their expectations increasingly difficult to fulfil.
Price inflation in western economies is now at its lowest for decades. Price increases are no longer accepted without protest from customers, if at all.
The Chairman of General Electric has predicted the onset of the ‘Value Decade’. Global price competition will strengthen because of: reduced product differentiation; global over-capacity for production; significantly diminished trade barriers; efficient information and distribution systems; providing customers with easy access to the prices of suppliers; a growing lack of customers’ loyalty to individual suppliers. Choice will be increasingly driven by price.
This is a challenging scenario that reinforces the need for an integrated strategy and concerted managerial action on pricing.
Pricing processes have lagged behind developments in the market place. They are often characterised by internal conflict between accountants wishing to maximise profit per unit and marketing specialists who seek to maximise
throughput. They are also affected by the potential for strained relations with good customers.
Some companies have downsized their operations to a level where diminishing returns cause them to question the benefits of continuing to focus upon reducing costs. As they switch their attention from cost cutting to adding
value, pricing naturally assumes increased weight in the marketing mix.
We have found many companies reluctant to discuss their own processes.
Some may wish to avoid betraying a lack of sophistication.
This document discusses pricing as part of the marketing mix. It begins with definitions of marketing management and pricing. Pricing objectives aim to achieve organizational goals like profits or market share. Price is determined based on customer benefits and perceptions of value. Companies consider cost-based, need-based, and market-based approaches to set prices. The conclusion emphasizes that price should relate to customer perceived value of product benefits.
Porter's Five Forces model analyzes five competitive forces that shape an industry: 1) rivalry among existing competitors, 2) threat of new entrants, 3) bargaining power of suppliers, 4) bargaining power of buyers, and 5) threat of substitute products. The model helps businesses understand the profitability and attractiveness of an industry sector by identifying its weaknesses and strengths. Analyzing these competitive forces can help companies improve their profitability by adjusting their strategy accordingly.
This document is a student assignment on pricing strategies. It discusses several pricing approaches including price skimming, market penetration pricing, cost-plus pricing, and psychological pricing. For each approach, it outlines the basic concept, advantages, and disadvantages. Key points covered include using a premium price for new unique products, gaining large market share quickly with low prices under penetration pricing, setting price based on costs under cost-plus pricing, and encouraging sales through emotional customer responses with psychological pricing. References are also provided.
Price is perhaps the most crucial aspect of the marketing mix to determine whether customers make the purchase. If priced too low, you lose profitability. Priced too high, customers will choose a competitor.
This article discusses several pricing strategies that businesses can use to get it right.
Price is based on research, experience, and understanding of the market, to calculate a price expected to be profitable and sell enough volume to be sustainable as a business.
Price also must stand its ground against alternative options from competitors.
Pricing is at the core of marketing strategy, being one of the original ‘4Ps’ of the Marketing Mix.
Changing core marketing strategies and new product development is expensive and time-consuming, but the price is very flexible, and business can change it according to the needs of the situation. Price is the most adjustable aspect of the marketing mix, allowing a business to quickly respond to marketplace changes.
For customers, price is often the most crucial factor of their purchase decision. Businesses use price as a differentiating factor to set them apart from competitors and to target a segment of customers. Your price reflects your positioning in the market. Pricing helps create your brand identity.
These slides discuss twelve ways a business can price their products or services.
This document discusses pricing strategies over the different stages of a product's life cycle. It covers the introduction, growth, maturity, and decline stages. In the introduction stage, pricing strategies like skim pricing are used to target early adopters. In growth, prices may be lowered to attract more customers. Maturity brings increased competition, so differentiation and cost leadership are important. As demand declines, firms may adopt strategies like retrenchment, harvesting, or consolidation. The document provides examples and considerations for pricing in each life cycle stage.
This document discusses pricing strategies over a product's life cycle. It outlines the four stages of a product life cycle: introduction, growth, maturity, and decline. For each stage, it provides pricing strategies and considerations. For example, in the introduction stage prices can be set high if the product is unique, or low to attract customers and compete if the market already has alternatives. In maturity, discounts and promotions can create curiosity to combat saturation. The goal is to understand how pricing impacts sales and profits at each phase of a product's time in the market.
The document discusses developing pricing strategy and provides information on:
- Factors that influence pricing like costs, demand, competition
- Common pricing mistakes like not adjusting for market changes
- Consumer psychology related to pricing like reference prices
- Methods for setting prices like cost-based, demand-based, competition-oriented pricing
- Steps in setting price which include selecting objectives, determining demand, analyzing costs and competition
This document reviews best practice in pricing processes to provide a reference against which current practices and proposals can be tested. Our objectives have been: to research the attributes of world-class pricing through publications and academic sources; to investigate how these attributes are applied in practice to products and services; to assess pricing processes in successful businesses.
In recent years a new attitude toward pricing has emerged. Deregulation and international free trade agreements have increased competition. Price promotion has eroded the power of brand loyalty. Pricing has assumed greater importance to most businesses.
As markets increasingly assume a global dimension, customers can more easily compare prices between one region or country and another, using the internet or a fax machine. They can often locate the same product, or an
acceptable substitute, from another source. Customers are more demanding and fickle, and their expectations increasingly difficult to fulfil.
Price inflation in western economies is now at its lowest for decades. Price increases are no longer accepted without protest from customers, if at all.
The Chairman of General Electric has predicted the onset of the ‘Value Decade’. Global price competition will strengthen because of: reduced product differentiation; global over-capacity for production; significantly diminished trade barriers; efficient information and distribution systems; providing customers with easy access to the prices of suppliers; a growing lack of customers’ loyalty to individual suppliers. Choice will be increasingly driven by price.
This is a challenging scenario that reinforces the need for an integrated strategy and concerted managerial action on pricing.
Pricing processes have lagged behind developments in the market place. They are often characterised by internal conflict between accountants wishing to maximise profit per unit and marketing specialists who seek to maximise
throughput. They are also affected by the potential for strained relations with good customers.
Some companies have downsized their operations to a level where diminishing returns cause them to question the benefits of continuing to focus upon reducing costs. As they switch their attention from cost cutting to adding
value, pricing naturally assumes increased weight in the marketing mix.
We have found many companies reluctant to discuss their own processes.
Some may wish to avoid betraying a lack of sophistication.
This document discusses pricing as part of the marketing mix. It begins with definitions of marketing management and pricing. Pricing objectives aim to achieve organizational goals like profits or market share. Price is determined based on customer benefits and perceptions of value. Companies consider cost-based, need-based, and market-based approaches to set prices. The conclusion emphasizes that price should relate to customer perceived value of product benefits.
Porter's Five Forces model analyzes five competitive forces that shape an industry: 1) rivalry among existing competitors, 2) threat of new entrants, 3) bargaining power of suppliers, 4) bargaining power of buyers, and 5) threat of substitute products. The model helps businesses understand the profitability and attractiveness of an industry sector by identifying its weaknesses and strengths. Analyzing these competitive forces can help companies improve their profitability by adjusting their strategy accordingly.
This document is a student assignment on pricing strategies. It discusses several pricing approaches including price skimming, market penetration pricing, cost-plus pricing, and psychological pricing. For each approach, it outlines the basic concept, advantages, and disadvantages. Key points covered include using a premium price for new unique products, gaining large market share quickly with low prices under penetration pricing, setting price based on costs under cost-plus pricing, and encouraging sales through emotional customer responses with psychological pricing. References are also provided.
Price is perhaps the most crucial aspect of the marketing mix to determine whether customers make the purchase. If priced too low, you lose profitability. Priced too high, customers will choose a competitor.
This article discusses several pricing strategies that businesses can use to get it right.
Price is based on research, experience, and understanding of the market, to calculate a price expected to be profitable and sell enough volume to be sustainable as a business.
Price also must stand its ground against alternative options from competitors.
Pricing is at the core of marketing strategy, being one of the original ‘4Ps’ of the Marketing Mix.
Changing core marketing strategies and new product development is expensive and time-consuming, but the price is very flexible, and business can change it according to the needs of the situation. Price is the most adjustable aspect of the marketing mix, allowing a business to quickly respond to marketplace changes.
For customers, price is often the most crucial factor of their purchase decision. Businesses use price as a differentiating factor to set them apart from competitors and to target a segment of customers. Your price reflects your positioning in the market. Pricing helps create your brand identity.
These slides discuss twelve ways a business can price their products or services.
The document provides an introduction and overview of sales promotion. It defines sales promotion as marketing activities other than personal selling, advertising, and publicity that are used to stimulate short-term purchases and dealer effectiveness. Examples of sales promotion techniques include coupons, samples, premiums, and contests. The objectives of sales promotion are to communicate with customers, provide incentives for purchase, and invite customers to make immediate purchases. The document also provides an overview of Marvel Dyers & Processors Pvt. Ltd., including that it is a private company registered in 1986 in Ludhiana, India that operates in the textile finishing industry.
MBA 5501, Advanced Marketing 1 Course Learning Outcom.docxaryan532920
This document provides an overview of pricing and distribution strategies. It discusses different pricing objectives like profit-oriented, sales-oriented, cost-oriented, status-quo-oriented, competition-oriented, and demand-oriented. It also covers pricing strategies, value-in-use pricing, bid pricing, distribution channels, retailers, and franchising. The document concludes that understanding pricing and distribution options allows marketers to select strategies that best meet target market needs.
This document provides strategies for pricing new products and services. It discusses 6 factors to consider when determining price: 1) Pricing approach and strategies, 2) Costing, 3) Competition and competitors' prices, 4) Market share and dominance, 5) Customer behavior and price sensitivity, and 6) Regulatory framework. The document uses these factors to analyze pricing approaches like premium pricing, penetration pricing, and price skimming. It emphasizes the importance of considering multiple internal and external factors when setting prices.
The document discusses pricing strategies and factors to consider when setting prices. It covers internal factors like costs of production and external factors like competition and economic conditions. The major pricing strategies discussed are customer value-based pricing, cost-based pricing, and competition-based pricing. It also discusses strategies for new products, products within a mix, and adjusting prices for different customers. The objectives of pricing are to ensure business survival, improve profitability, and increase sales and market share.
Pricing , penetration or skimming model of pricingAlan Cherian
The document discusses various pricing strategies that companies can use including penetration pricing, premium pricing, price skimming, economy pricing, and psychological pricing. It provides details on penetration pricing, including that it aims to capture market share by entering with a low price. While it can help with adoption and word-of-mouth initially, it can also establish long-term low price expectations that are difficult to raise later. Price skimming is described as launching a new product at a high initial price to earn high profits before gradually lowering costs over time. The advantages include high margins for cost recovery but disadvantages include increased competition and potentially limiting sales.
This document discusses the key elements of the marketing mix - product, price, place, and promotion. For product, it describes factors like functionality, appearance, quality and branding. Pricing strategies discussed include mark-up pricing, target return pricing, odd pricing, and promotional pricing. For place, it outlines distribution channel types like exclusive, intensive and selective distribution. Promotion includes advertising, personal selling, publicity and public relations. The summary provides a high-level overview of the marketing mix elements and strategies covered in the document.
The product life cycle theory describes the typical stages a product goes through from introduction to decline. The stages are introduction, growth, maturity, and decline. During introduction, a product is new to the market and the goal is raising awareness through advertising. In the growth stage, production increases and competition grows as sales momentum builds. The maturity stage sees slower sales growth and increased competition, requiring more promotion to maintain market share. Finally, the decline stage occurs when sales begin decreasing to the point of obsolescence. The goal of life cycle management is to maximize value and profitability at each stage through appropriate marketing strategies.
The document discusses the product life cycle and strategies companies use at each stage. It begins with the introduction stage, where sales are low and costs are high. In the growth stage, sales rapidly increase as more consumers adopt the product. During the maturity stage, sales growth slows as the market reaches saturation. Companies face intense competition and try to stimulate growth through product modifications or targeting new segments. Finally, in the decline stage sales begin to fall as the product becomes obsolete, forcing companies to withdraw or find replacement products.
All of these questions are answered I just need you to read the an.docxnettletondevon
All of these questions are answered I just need you to read the answers, understand them and paraphrase them in your own way with keeping the same idea. Just rewrite it with the same idea but in a different phrase than these.
Essay Questions:
1. Identify and discuss reasons why firms become so infatuated with pricing. Why is pricing given a great deal of attention?
Answer/ ANS:
There is no other component of the marketing program that firms become more infatuated with than pricing. There are at least four reasons for the attention given to pricing. First, the revenue equation is pretty simple: Revenue equals the price times quantity sold. There are only two ways for a firm to grow revenue: increase prices or increase the volume of product sold. Rarely can a firm do both simultaneously. Although there are literally hundreds of ways to increase profit by controlling costs and operating expenses, the revenue side has only two variables—one being price and the other being heavily influenced by price.
A second reason that firms become enamored with pricing is that it is the easiest of all marketing variables to change. Although changing the product and its distribution or promotion can take months or even years, changes in pricing can be executed immediately in real time. Likewise, product, distribution, or promotion changes can also be quite expensive, especially if research and development (R&D) or production must be rescheduled. Conversely, changing prices is a very low-cost option.
The third reason for the importance of pricing is that firms take considerable pains to discover and anticipate the pricing strategies and tactics of other firms. Salespeople learn to read a competitor’s price sheet upside down at a buyer’s desk. Retailers send “secret shoppers” into competitors’ stores to learn what they charge for the same merchandise. In this age of e-commerce, tracking what competitors charge for their goods and services has become so daunting that an entire price-tracking industry has emerged.
Finally, pricing is given a great deal of attention because it is considered to be the only real means of differentiation in mature markets plagued by commoditization. When customers see all competing products as offering the same features and benefits, their buying decisions are primarily driven by price.
Having a solid understanding of these issues is important because far too many firms and their managers use a seat-of-the-pants approach to pricing by guessing the best price for their goods and services. Guessing is never a good strategy in marketing; it can be downright deadly when it comes to setting prices.
2. In many (if not most) circumstances, cutting prices to increase sales volume is not a good idea. Explain why this is so. What are some alternatives that are preferable to cutting prices?
Answer/ ANS: All marketers understand the relationship between price and revenue. However, firms cannot charge high prices without goo.
The document discusses the marketing strategy for launching a new product by Mobile Manufacturing Inc. It outlines the key elements of the marketing mix - product, price, place, and promotion. For the product, it recommends a thorough analysis of the lifecycle. For price, it recommends a penetration pricing strategy to gain market share. For promotion, it suggests an integrated approach using various channels. For place, it recommends focusing on youth and early adopters. The marketing strategy aims to aid Mobile Manufacturing in gaining market penetration in overseas markets as well.
IN THIS SUMMARY
The Price Advantage, written by Walter Baker, Michael Marn, and Craig Zawada, outlines how to initiate and maintain appropriate pricing in order to effectively increase profits. By taking advantage of minor price increases, a company can significantly increase its profits. The authors not only demonstrate how to accomplish successful pricing but also explain how to avoid common pricing mistakes, such as emotional price wars or missed opportunities in postmerger or lifecycle pricing. The marketplace rewards businesses with superior products and services. The price advantage creates pride within a company because its customers knowingly pay more for services and products they believe are superior and worth the cost. Taking responsibility for price management is essential in today’s market due to downward pressures on price levels. Otherwise, percentage points of price and opportunities for profit can slip away.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/price-advantage
The document discusses the marketing process, which consists of four main elements: strategic marketing analysis, marketing-mix planning, marketing implementation, and marketing control. It then goes on to explain each element in more detail, covering topics like market segmentation, developing products based on customer needs, determining price, place, and promotion, implementing marketing plans, and evaluating marketing programs for effectiveness.
The document discusses the product life cycle, which comprises four stages: introduction, growth, maturity, and decline. It provides details about each stage, including characteristics of the product, sales trends, costs, competition levels, and implications for the marketing mix of product, price, placement, and promotion. The life cycle concept is useful for managers to forecast sales and plan marketing strategies as a product progresses through different stages over time.
The document provides guidance on developing a strategic marketing plan for horticultural firms. It discusses characteristics of strategic planning such as looking at the big picture and future forces. Reasons for strategic planning include establishing clear goals and strategies, and allowing firms to efficiently allocate resources and anticipate problems. The document then provides details on key elements of a marketing plan, including defining products and services, identifying target markets, developing competitive strategies around cost and differentiation, determining pricing approaches, selecting distribution channels, and creating a promotion strategy.
The document discusses various marketing strategies for entering new markets as either a pioneer or late entrant. It notes that pioneers typically have significant market share advantages but can lose their lead if they become complacent. Late entrants can succeed through distinctive positioning or by taking advantage of gaps in pioneers' offerings. The strategies discussed include reducing price, improving products/services through niche targeting, entering new geographic markets, and developing new distribution channels.
The document discusses the rise of grocery discounters and their impact on the grocery industry. It notes that discounters are establishing themselves as the new price barometers and intensifying price competition. This is eroding profit margins across the industry as retailers pressure suppliers to further fuel the price war. The document provides strategies for suppliers to take leadership in price positioning, including establishing well-considered price corridors for their products in discounters versus grocery stores. It also recommends empowering sales teams to proactively manage pricing strategies rather than reacting to competitors.
This document discusses various pricing strategies and considerations. It explains that pricing is an important part of marketing strategy and should be related to objectives, market positioning, competitors, and customer price sensitivity. Cost-plus pricing does not work because it does not consider these important factors. The document also covers understanding the product lifecycle and supply and demand curves, as well as more advanced pricing techniques like price skimming, premium pricing, volume pricing, and various other strategies.
The document provides an introduction and overview of sales promotion. It defines sales promotion as marketing activities other than personal selling, advertising, and publicity that are used to stimulate short-term purchases and dealer effectiveness. Examples of sales promotion techniques include coupons, samples, premiums, and contests. The objectives of sales promotion are to communicate with customers, provide incentives for purchase, and invite customers to make immediate purchases. The document also provides an overview of Marvel Dyers & Processors Pvt. Ltd., including that it is a private company registered in 1986 in Ludhiana, India that operates in the textile finishing industry.
MBA 5501, Advanced Marketing 1 Course Learning Outcom.docxaryan532920
This document provides an overview of pricing and distribution strategies. It discusses different pricing objectives like profit-oriented, sales-oriented, cost-oriented, status-quo-oriented, competition-oriented, and demand-oriented. It also covers pricing strategies, value-in-use pricing, bid pricing, distribution channels, retailers, and franchising. The document concludes that understanding pricing and distribution options allows marketers to select strategies that best meet target market needs.
This document provides strategies for pricing new products and services. It discusses 6 factors to consider when determining price: 1) Pricing approach and strategies, 2) Costing, 3) Competition and competitors' prices, 4) Market share and dominance, 5) Customer behavior and price sensitivity, and 6) Regulatory framework. The document uses these factors to analyze pricing approaches like premium pricing, penetration pricing, and price skimming. It emphasizes the importance of considering multiple internal and external factors when setting prices.
The document discusses pricing strategies and factors to consider when setting prices. It covers internal factors like costs of production and external factors like competition and economic conditions. The major pricing strategies discussed are customer value-based pricing, cost-based pricing, and competition-based pricing. It also discusses strategies for new products, products within a mix, and adjusting prices for different customers. The objectives of pricing are to ensure business survival, improve profitability, and increase sales and market share.
Pricing , penetration or skimming model of pricingAlan Cherian
The document discusses various pricing strategies that companies can use including penetration pricing, premium pricing, price skimming, economy pricing, and psychological pricing. It provides details on penetration pricing, including that it aims to capture market share by entering with a low price. While it can help with adoption and word-of-mouth initially, it can also establish long-term low price expectations that are difficult to raise later. Price skimming is described as launching a new product at a high initial price to earn high profits before gradually lowering costs over time. The advantages include high margins for cost recovery but disadvantages include increased competition and potentially limiting sales.
This document discusses the key elements of the marketing mix - product, price, place, and promotion. For product, it describes factors like functionality, appearance, quality and branding. Pricing strategies discussed include mark-up pricing, target return pricing, odd pricing, and promotional pricing. For place, it outlines distribution channel types like exclusive, intensive and selective distribution. Promotion includes advertising, personal selling, publicity and public relations. The summary provides a high-level overview of the marketing mix elements and strategies covered in the document.
The product life cycle theory describes the typical stages a product goes through from introduction to decline. The stages are introduction, growth, maturity, and decline. During introduction, a product is new to the market and the goal is raising awareness through advertising. In the growth stage, production increases and competition grows as sales momentum builds. The maturity stage sees slower sales growth and increased competition, requiring more promotion to maintain market share. Finally, the decline stage occurs when sales begin decreasing to the point of obsolescence. The goal of life cycle management is to maximize value and profitability at each stage through appropriate marketing strategies.
The document discusses the product life cycle and strategies companies use at each stage. It begins with the introduction stage, where sales are low and costs are high. In the growth stage, sales rapidly increase as more consumers adopt the product. During the maturity stage, sales growth slows as the market reaches saturation. Companies face intense competition and try to stimulate growth through product modifications or targeting new segments. Finally, in the decline stage sales begin to fall as the product becomes obsolete, forcing companies to withdraw or find replacement products.
All of these questions are answered I just need you to read the an.docxnettletondevon
All of these questions are answered I just need you to read the answers, understand them and paraphrase them in your own way with keeping the same idea. Just rewrite it with the same idea but in a different phrase than these.
Essay Questions:
1. Identify and discuss reasons why firms become so infatuated with pricing. Why is pricing given a great deal of attention?
Answer/ ANS:
There is no other component of the marketing program that firms become more infatuated with than pricing. There are at least four reasons for the attention given to pricing. First, the revenue equation is pretty simple: Revenue equals the price times quantity sold. There are only two ways for a firm to grow revenue: increase prices or increase the volume of product sold. Rarely can a firm do both simultaneously. Although there are literally hundreds of ways to increase profit by controlling costs and operating expenses, the revenue side has only two variables—one being price and the other being heavily influenced by price.
A second reason that firms become enamored with pricing is that it is the easiest of all marketing variables to change. Although changing the product and its distribution or promotion can take months or even years, changes in pricing can be executed immediately in real time. Likewise, product, distribution, or promotion changes can also be quite expensive, especially if research and development (R&D) or production must be rescheduled. Conversely, changing prices is a very low-cost option.
The third reason for the importance of pricing is that firms take considerable pains to discover and anticipate the pricing strategies and tactics of other firms. Salespeople learn to read a competitor’s price sheet upside down at a buyer’s desk. Retailers send “secret shoppers” into competitors’ stores to learn what they charge for the same merchandise. In this age of e-commerce, tracking what competitors charge for their goods and services has become so daunting that an entire price-tracking industry has emerged.
Finally, pricing is given a great deal of attention because it is considered to be the only real means of differentiation in mature markets plagued by commoditization. When customers see all competing products as offering the same features and benefits, their buying decisions are primarily driven by price.
Having a solid understanding of these issues is important because far too many firms and their managers use a seat-of-the-pants approach to pricing by guessing the best price for their goods and services. Guessing is never a good strategy in marketing; it can be downright deadly when it comes to setting prices.
2. In many (if not most) circumstances, cutting prices to increase sales volume is not a good idea. Explain why this is so. What are some alternatives that are preferable to cutting prices?
Answer/ ANS: All marketers understand the relationship between price and revenue. However, firms cannot charge high prices without goo.
The document discusses the marketing strategy for launching a new product by Mobile Manufacturing Inc. It outlines the key elements of the marketing mix - product, price, place, and promotion. For the product, it recommends a thorough analysis of the lifecycle. For price, it recommends a penetration pricing strategy to gain market share. For promotion, it suggests an integrated approach using various channels. For place, it recommends focusing on youth and early adopters. The marketing strategy aims to aid Mobile Manufacturing in gaining market penetration in overseas markets as well.
IN THIS SUMMARY
The Price Advantage, written by Walter Baker, Michael Marn, and Craig Zawada, outlines how to initiate and maintain appropriate pricing in order to effectively increase profits. By taking advantage of minor price increases, a company can significantly increase its profits. The authors not only demonstrate how to accomplish successful pricing but also explain how to avoid common pricing mistakes, such as emotional price wars or missed opportunities in postmerger or lifecycle pricing. The marketplace rewards businesses with superior products and services. The price advantage creates pride within a company because its customers knowingly pay more for services and products they believe are superior and worth the cost. Taking responsibility for price management is essential in today’s market due to downward pressures on price levels. Otherwise, percentage points of price and opportunities for profit can slip away.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/price-advantage
The document discusses the marketing process, which consists of four main elements: strategic marketing analysis, marketing-mix planning, marketing implementation, and marketing control. It then goes on to explain each element in more detail, covering topics like market segmentation, developing products based on customer needs, determining price, place, and promotion, implementing marketing plans, and evaluating marketing programs for effectiveness.
The document discusses the product life cycle, which comprises four stages: introduction, growth, maturity, and decline. It provides details about each stage, including characteristics of the product, sales trends, costs, competition levels, and implications for the marketing mix of product, price, placement, and promotion. The life cycle concept is useful for managers to forecast sales and plan marketing strategies as a product progresses through different stages over time.
The document provides guidance on developing a strategic marketing plan for horticultural firms. It discusses characteristics of strategic planning such as looking at the big picture and future forces. Reasons for strategic planning include establishing clear goals and strategies, and allowing firms to efficiently allocate resources and anticipate problems. The document then provides details on key elements of a marketing plan, including defining products and services, identifying target markets, developing competitive strategies around cost and differentiation, determining pricing approaches, selecting distribution channels, and creating a promotion strategy.
The document discusses various marketing strategies for entering new markets as either a pioneer or late entrant. It notes that pioneers typically have significant market share advantages but can lose their lead if they become complacent. Late entrants can succeed through distinctive positioning or by taking advantage of gaps in pioneers' offerings. The strategies discussed include reducing price, improving products/services through niche targeting, entering new geographic markets, and developing new distribution channels.
The document discusses the rise of grocery discounters and their impact on the grocery industry. It notes that discounters are establishing themselves as the new price barometers and intensifying price competition. This is eroding profit margins across the industry as retailers pressure suppliers to further fuel the price war. The document provides strategies for suppliers to take leadership in price positioning, including establishing well-considered price corridors for their products in discounters versus grocery stores. It also recommends empowering sales teams to proactively manage pricing strategies rather than reacting to competitors.
This document discusses various pricing strategies and considerations. It explains that pricing is an important part of marketing strategy and should be related to objectives, market positioning, competitors, and customer price sensitivity. Cost-plus pricing does not work because it does not consider these important factors. The document also covers understanding the product lifecycle and supply and demand curves, as well as more advanced pricing techniques like price skimming, premium pricing, volume pricing, and various other strategies.
Similar to Chapter 7- Pricing Over the Product Life Cycle.pptx (20)
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
Chapter 7- Pricing Over the Product Life Cycle.pptx
1.
2.
3. Recap of Previous Lesson
The three-stage process of price setting is build on
the fundamental premise that prices should be set
for customer segments, not products to reflect
value differences and to maximize profitability.
Estimating customer response to price changes.
The most difficult part of the profitability analysis
involves estimating and managing the uncertainty
of customer response to price change. There are
several approaches to deal with that challenge.
4. The importance of communicating new prices to
the market. Dynamic pricing models update prices
frequently based on changing supply or demand
characteristics. They enable companies to price
discriminate on a very granular level and are
effective for managing perishable inventories. The
most important consideration when communicating
price changes to customers is that they understand
the rationale for the change and believe it is fair.
6. Objectives
LO1 Discuss the rationale behind the marketing
concept of product life cycles
LO2 Explain key pricing considerations and
strategies relative to the product life cycle.
10. New Products and the Product Life
Cycle
First, new products represent a primary source of
organic volume and profit growth and avoiding
pricing mistakes can have both short and long-term
impact on financial performance.
11. New Products and the Product Life
Cycle
Second reason that makes new product pricing
especially important is that new product launch
creates an excellent opportunity to reengage with
customers to change what and how they purchase.
12. Pricing the Innovation for Market
Introduction
An innovation is a product so new and unique that
buyers find the concept somewhat foreign. It does
not have a place in buyers’ lifestyles or business
practices. By definition, most customers know little
about an innovative product and how it might meet
their needs in new ways.
13. Recognition of diffusion process is extremely
important in formulating pricing strategy for two
reasons.
First, when information must diffuse through a
population of potential buyers, the long-run
demand for an innovative product at any time in
the future depends on the number of initial buyers.
Second, the early adopters are not generally a
random sample of buyers. They are people
particularly suited to evaluate the product before
purchase.
14. What is the appropriate strategy for
pricing an innovative new product?
It is to recognize consumers’ price sensitivity
when they first encounter an innovation.
15. The firm’s primary goal in the market development
stage is to educate potential buyers concerning the
product’s worth through effective price and value
communication.
16. Communicating Value with Trial
Promotion
Determining the actual price that first-time buyers pay
depends on the relative cost of different methods of
educating buyers.
The cheapest and most effective way to educate buyers may be
to let them sample the product.
17. Not all innovative products can be economically
promoted by price-induced sampling. Many
innovations are durable goods for which price-
cutting to induce trial is rarely cost-effective.
18. Communicating Value with Direct
Sales
Education usually involves a direct sales force trained to
evaluate buyers’ needs for innovations that involve a large
dollar expenditure per purchase.
19. Marketing Innovations through
Distribution Channels
Innovative products that are sold indirectly through
channels of distribution do not have sufficiently large
sales per customer to make direct selling practical.
The problem of educating buyers and minimizing
their risk does not go away when the product is
handed over to a distributor
20. Pricing New Products for Growth
Once a product concept gains a foothold in the
marketplace, the pricing problem begins to change.
21. Pricing within a Differentiated
product strategy
A differentiated product strategy the firm focuses its
marketing efforts on developing unique attributes for
its product. In growth, the firm must quickly
establish a position in research, in production, and
in buyer perception as the dominant supplier of
those attributes.
22. Penetration pricing is also possible for a
differentiated product
Penetration pricing is less commonly successful for
differentiated consumer products, since buyers
who can afford to cater to their desire for the
attributes of differentiated products can often also
afford to buy them without shopping for discounts.
23. Pricing within a Cost-leadership
Strategy
Cost-leadership strategy the firm directs its
marketing efforts toward becoming a low-cost
producer. In growth, the firm must focus on
developing a product that it can produce at
minimum cost, usually but not necessarily by
making the product less differentiated. The firm
expects that its lower cost will enable it to profit
despite competitive pricing.
24. Penetration pricing is not always appropriate when
cost leadership is based on a narrow customer
focus
25. Price Reductions in Growth
The best price for the growth stage, regardless of
one’s product strategy, is normally less than the
price set during the market development
In most cases, new competition in the growth stage
gives buyers more alternatives from which to
choose. The growth stage is characterized by a
rapidly expanding sales base. New firms can
generally enter and existing ones expand without
forcing their competitors’ sales to contract. stage.
26. Pricing the Established Product in
Maturity
A typical product spends most of its life in maturity,
the phase in which effective pricing is essential for
survival. Earning a profit in maturity hinges on
exploiting whatever latitude one has.
27. Factor one, the accumulated purchase experience
of repeat buyers improves their ability to evaluate
and compare competing products, reducing brand
loyalty and the value of a brand’s reputation.
Factor two, the imitation of the most successful
product designs, technologies, and marketing
strategies reduces product differentiation, making
various brands of different firms more directly
competitive with one another.
And factor three, buyers’ increased price sensitivity
and the lower risk that accompanies production of a
proven standardized product attract new competitors
whose distinctive competence is efficient production
and distribution of commodity products.
28. Unbundling Related Products and
Services
The goal in the market development stage is to
make it easy for the potential buyers to try the
product and experience its benefits. In growth, it
makes sense for the leading forms to continue
bundling products for a different reason because the
bundle make it more difficult for competitors to enter.
29. Improved Estimation of Price
Sensitivity
In maturity, when the source of demand is repeat
buyers and when competition becomes more stable,
one may better gauge the incremental revenue from
a price change and discover that a little fine tuning
of price can significantly improve profits.
30. Improved Control and Utilization
Costs
As the number of customers and product variations
increases during the growth stage, a firm may
justifiably allocate cost among them arbitrarily.
31. Expansion of the Product Line
Although increased competition and buyer sophistication in the
maturity phase erode one’s pricing latitude for the primary
product, the firm may be able to leverage its position to sell
peripheral goods or services that it can price more profitability
by expanding its product line.
32. Re-evaluation of Distribution
Channels
Finally, in the transition to maturity, most
manufacturers begin to reevaluate their wholesale
prices with an eye to reducing dealer margins.
There is no need in maturity to pay dealers to
promote the product to new buyers.
33. Pricing a Product in Market
Decline
The goal of strategy in decline is not to win anything;
for some it is to exit with minimum losses. For others
the goal is simply to survive the decline with their
competitive positions intact and perhaps
strengthened by the experience.
34. There are three general strategic approaches that
can be adopted in a declining market. They are:
Retrenchment;
Harvesting; or
Consolidation.
35. Retrenchment is a carefully planned and executed
strategy to put the firm in a more viable competitive
position, not to stave off collapse.
36. Harvesting strategy is a phased withdrawal from
an industry. It begins like retrenchment with
abandonment of the weakest links. The goal of
harvesting is not a smaller, more defensible
competitive position but a withdrawal from the
industry.
37. Consolidation strategy is an attempt to gain a
stronger position in a declining industry. Such a
strategy is a viable only for a firm that begins the
decline in a strong financial position, enabling it to
weather the storm that forces its competitors to flee.
38. Summary
These phases are: development; growth;
maturity; and decline. In market development buyers are price
insensitive because they lack knowledge of the product’s
benefits. Both production and promotional costs are high. The
pricing strategy signals the product’s value to potential buyers,
buy buyer education remains the key to sales growth.
39. Consequently, they are increasingly responsive to lower
prices. Although competition increases during this phase,
high rates of market growth enable industry wide
expansion, generally limiting price competition. Price
cutting to drive out competitors may occur, however cost
advantages associated with sales volume are substantial
if current market share is expected to determine which
competing technology becomes the industry standard.
40. We discussed how most buyers are repeat
purchasers who are familiar with the product in the
market maturity phase. Consequently, price
sensitivity reaches its maximum in this phase.
Profitability depends on having achieved a
defensible competitive position through cost
leadership or differentiation and on exploiting it
effectively.
41. Finally, we discussed how reduced buyer demand and excess
capacity characterize the market decline phase. If costs are
largely variable or if capital can be easily reallocated to more
promising market, prices need fall only slightly to induce some
firms to cut capacity. The following three options can be
adopted in a declining market: retrenchment; harvesting; or
consolidation.
42. ASSIGNMENT
For this assessment ,
You will have a partner.
You and one partner will determine which stage of the
product life cycle each of the following consumer
goods/services .
You will then plot each of your determinations on a product
life cycle chart like the one at the top of the page.
Editor's Notes
1. Defining the price window;
Setting the initial price; and
Communicating the price to the market.
2. The main approaches are:
Controlled price experiments;
Purchase intention surveys;
Structured inference from historical data;
Incremental implementation; and
Simulations.
3.
To communicate fairness to your customers in this situation use letters, email, or press releases and be prepared to provide documented evidence and index pricing if necessary.
Products, like people, typically pass through predictable phases. A product is conceived and eventually “born;” it “grows” as it gradually gains in buyer acceptance, eventually it “matures” as it attains full buyer acceptance, and then it ultimately “dies” as it is discarded for something better. There are, of
course, exceptions to this process. Death sometimes comes prematurely, dashing expectations before they even begin to materialize; youth sometimes extends inordinately, deceiving the unwary into thinking it can last forever. Still, the exceptions notwithstanding, the typical life pattern affords managers a chance to understand the present and anticipate the future of most products. Such understanding, anticipation, and preparation make up a firm’s long-run strategic plan. Profitable pricing is the bottom line measure of that plan’s success.
The market defined by the introduction of a new product evolves through four phases: development, growth, maturity, and decline, as Exhibit 7-1 illustrates.
In each of its phases, the market has a unique personality. Accordingly, one’s pricing strategy must vary if it is to remain appropriate, and one’s tactics
must vary if they are to remain effective.
This lesson will cover the market defined by the introduction of a new product and how it develops through the four phases. These phases are:
Development/Introduction;
Growth;
Maturity; and
Decline.
In each of these phases, the market has a unique personality. Pricing strategy must vary if it is to remain appropriate, and tactics must vary if they are to remain effective.
New products play an integral, frequently misunderstood, role in the product life cycle. Every product cycle begins with the launch on an innovative new product. When Apple iPod first hit stores in 2002, it transformed the way that consumers purchased, stored, and consumed music. Today, the market for portable music players with electronic storage capacity is in the growth stage of the product life cycle with few signs of reaching maturity any time soon. Understanding the unique aspects of pricing new products, regardless of the stage of the life cycle, is crucial for a number of reasons.
First, new products represent a primary source of organic volume and profit growth, and avoiding pricing mistakes can have both short and long-term impact on financial performance. If priced too high at launch, a new product will fail to achieve the volume necessary to maintain short-term profitability. Conversely, if priced too low, a new product may achieve its volume targets while failing to deliver sufficient profits. The latter scenario, pricing too low at launch, can have long-term implications for future profit growth because existing products are the primary reference price for future products. As we explained in Chapter 6, customers with a low reference price will frame the purchase as a loss, leading to greater price sensitivity and lower willingness-to-pay.
Striking a balance between higher prices sensitivity due to perceived risk and the importance of maintaining appropriately high prices to maximize profits make new product pricing challenging.
A second reason that new product pricing is especially important is that it represents an opportunity to redefine the process and considerations that determine what and how customers purchase. Customers are less knowledgeable about new products and, hence, must educate themselves about new features, benefits, and, ultimately, the value that the product might deliver. This lack of knowledge represents an opportunity and a challenge for marketers. The opportunity stems from the fact that customers are more receptive to new value communications, price metrics, policies, and price points. As a result, new product launches represent one of the best opportunities to introduce value-based pricing to a market because customers are prepared for, and even expecting, change. The challenge stems from the fact that customers perceive higher risk, which makes them reluctant to purchase even what promises to be a good value.
Successful launches of innovations hinge upon the education process that customers undergo. Most of what individuals learn about innovative products comes from seeing and hearing about the experiences of others. The diffusion of that information from person to person has proved especially influential for large-expenditure items, such as consumer durables, where buyers take a significant risk the first time they buy an innovative product.
The attainment of initial sales is often the hardest part of marketing an innovation.
In many cases they are the also people to whom the later adopters, or imitators, look for guidance and advice.
Most buyers are relatively price sensitive when facing a new innovation because they may not even recognize the need for it until they learn of the product’s benefits.
Given the problem of buyer ignorance
It is important to consider the value message that various list price strategies send to the market.
If the seller plans a skim-pricing strategy, the list price should be near the relative value that price-insensitive buyers will place on the product. If the seller plans a neutral strategy, the list price should be near the relative value for the more typical potential user. The seller of an innovation should not set a list price for market penetration since the low price sensitivity of uninformed buyers will make that strategy ineffective and damage the product’s reputation. In addition to using list price, marketers must consider other value communication approaches.
If the product is frequently purchased, has a low incremental production cost, and its benefits are obvious after just one use,
A seller can hardly afford to give the product away and then wait years for a repeat purchase. Without a marketing program to convince buyers that learning about the product is worth the effort and strong support to ensure that they learn properly, few buyers would sample at any price. Price-induced sampling does not effectively establish the product’s worth in buyers’ minds. Instead, market development requires more direct education of buyers before they make their first purchases.
The first refrigerators, for example, were sold door-to-door to reluctant buyers who did not yet know they needed such an expensive device. The salesperson’s job was to help buyers imagine the benefits that a refrigerator offered, beyond those that an ice chest was already capable of providing. Only then would those first buyers abandon tradition to make a large capital expenditure on new, risky technology.
Business buyers are equally skeptical of the value of new innovations.
The innovator must somehow convince the distributors who carry the product promote it vigorously. One way to do this is with low wholesale pricing to distributors. The purpose of low wholesale prices is to leave distributors and retailers with high margins, giving them an incentive to promote the product with buyer education and service.
Once a product concept gains a foothold in the marketplace, the pricing problem begins to change. Repeat purchasers are no longer uncertain of the product’s value since they can judge it from the previous experience. As competition begins to break out in the innovative industry, both the original innovator and the later entrants begin to assume competitive positions and prepare to defend them. In doing so, each must decide where it will place its marketing strategy on the continuum between a pure differentiated product strategy and a pure cost leadership strategy.
A differentiated product strategy may be focused on a particular buyer segment or directed at multiple segments. In either case, the role of pricing is to collect the rewards from producing attributes that buyers find uniquely valuable. If the differentiated product strategy is focused, the firm earns its rewards by skim pricing to the segment that values the product most highly
1. This is common in industrial products where a company may develop a superior piece of equipment, computer software, or service, but price it no more than the competition. The price is used to lock in a large market share before competitors imitate, and therefore eliminate, the product’s differential advantage. Although the Windows operating system is clearly a unique product, Microsoft used penetration pricing to ensure that its product became the dominant architecture and default standard for software application programmers
Like the differentiated product strategy, a cost leadership strategy can also be either focused or more broadly based. If a firm is seeking industry-wide cost leadership, penetration pricing often play an active role in the strategy’s implementation. When the source of the firm’s anticipated cost advantage depends on selling a large volume, it may set low penetration prices during growth to gain a dominant market share.
If the focused firm’s cost advantage depends directly on selling to only one or a few large buyers, penetration pricing may be necessary to hold their patronage.
The growth stage will not precipitate aggressive price competition except when the production economies are large and the market is price-sensitive, the sales volume determines the industry standard, and when the growth of production capacity jumps ahead of the growth in sales.
In these cases, price competition can become bitter as firms sacrifice short-term profit during growth to ensure their profitability in maturity. The most profitable price strategies in growth are usually segmented whether or not pricing competition becomes intense. The logic behind this is that in the introduction phase, all customers are new to the market and technology is simple while in growth, customers naturally segment themselves between those who are coming new to the market and those who are knowledgeable and experienced purchasers. Additionally, different groups of customers emerging during the growth stage may receive different levels of value or have different costs-to-serve.
Many products fail to make the transition to market maturity because they failed to achieve strong competitive positions with differentiated products or a cost advantage. Pricing latitude is further reduced by the following factors increasing price competition as the market moves from growth to maturity:
All of these factors worked to reduce prices and margins for photocopiers during the early 1980s and for personal computers and peripherals during the 1990s. Effective pricing in maturity focuses on valiant efforts to buy market share but on making the most of whatever competitive advantages the firm has.
Even before industry growth is exhausted and maturity sets in, a firm does well to seek out opportunities to improve its pricing effectiveness to maintain its profits in maturity, despite increased competition among firms and increased sophistication among buyers. Fertile ground for such opportunities lies in the following areas:
As the market moves toward maturity, bundling normally becomes less a competitive defense and more a competitive invitation. Competitors imitate the differentiating aspects of products in the leading company’s bundle. This makes it easier for someone to develop just one superior part. In maturity, when the source of demand is repeat buyers and competition remains more stable, one may better gauge the incremental revenue form a price change and discover that a little fine tuning may significantly improve profits.
Given the instability of the growth stage of the life cycle, when new buyers and sellers are constantly entering the market, formal estimation of buyers’ price sensitivity is often a futile exercise.
Estimates of price-volume trade-offs during growth frequently rely on qualitative judgments and
experience from trial-and-error experimentation
The techniques for making such estimates of price sensitivity are outlined in Chapter 12.
In the transition to maturity, a more accurate allocation of incremental costs to sales may reveal opportunities to significantly increase profit. A careful cost analysis will identity those products and customers that are simply not carrying their weight.
The discounters who earlier could destroy one’s market development effort can in maturity ensure one’s competitiveness among price-sensitive buyers.
A downward trend in demand driven by customers adopting alternative solutions characterizes the market in decline. The effect of such trends on price depends on the difficulty the industry has in eliminating excess capacity.
The harvesting firm does not price to defend its remaining market share but rather to maximize its income. The harvesting firm may make short-term investments in the industry to keep its position from deteriorating too rapidly, but it avoids fundamental long-term investments, preferring instead to treat its competitive position in the declining market as a cash cow for funding more promising ventures in other markets.
A successful consolidation leaves a firm poised to profit after a shake-out, with a larger market share in a restructured less-competitive industry. Consolidation is the approach adopted by Nikon and Canon that recognized that the high-end market for art photography is likely to remain viable for may years. The lesson from the camera industry is that there are strategic choices that can improve even the worst phases of life cycles.
1.We first discussed the market defined by the introduction of a new product and how it develops through the four phases.
Then, we discussed how in market growth buyers are increasingly informed about product attributes either from personal experience or from communication with innovators.