Más contenido relacionado Más de 1STOUTSOURCE LTD (14) Getting the price right for your product or service1. Dr. Stephanie J. Morgan Marketing Mix 2 - Price and Place Marketing Principles and Practice Download at www.bizface.co.uk 4. Pricing methods 3 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Cost Competition Marketing Pricing methods 5. The demand curve Q 2 Q 1 P 2 P 1 Price Quantity D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill 2 6. Cost-oriented Pricing Direct Costs (per unit) £2 Fixed Costs £200,000 Expected Sales 100,000 Costs per Unit Direct Costs £2 Fixed Costs (200K/100K) £2 Full Costs £4 Mark-up (10%) £0.4 Price (costs + mark-up) £4.4 Costs are taken into account only when they are directly attributable to the production of a particular product. Fixed costs or overheads are not included in the marginal cost. Marginal cost for the example: Fixed Costs £200,000 Expected Sales 100,000 Marginal Cost £2 Mark-up (10%) £0.2 Marginal Price £2.2 Full Cost Pricing Direct (Marginal) Cost Pricing 4 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill 7. Determining the break even point Losses Break even point Fixed costs Total revenue Total variable costs Total cost Profits Units of Production Money (£) 5 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill 8. Competitor-oriented Pricing Going-rate Pricing : With no product differentiation producers are forced to accept the going rate. In reality there is almost no situation in which no differentiation occurs. Competitive bidding : The supplier will price according to a specification drawn up by the purchaser. Usually the supplier will choose the lowest (most competitive) price tendered. Statistical modelling has resulted in the following basis for calculating expected profits. Expected profit = Profit X Probability of winning 6 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill 9. 7 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Marketing-orientated pricing Effect on distributors/ retailers Negotiating margins Costs Political factors Product line pricing Competition Price-quality relationships Explicability Marketing strategy Value to customer Marketing-oriented pricing 10. New product launch strategy Rapid skimming 9 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill High Slow skimming Rapid penetration Slow penetration Price Low Promotion High Low 13. 13 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Pricing using EVC analysis (Industrial/Organizational Markets) Life-cycle cost Purchase price Start-up costs Post-purchase costs 200 000 200 000 40 000 Added value Reference product New product X New product Y 50 000 30 000 120 000 100 000 20 000 80 000 EVC = 90 000 120 000 30 000 14. 14 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Layers of competition Tertiary competitors Different products solving or eliminating the problem in a different way Different products solving the same problem in a different way Secondary competitors Immediate competitors Technically similar products 19. How a channel intermediary increases distribution efficiency 3 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Direct distribution P = Producer C = Customer Number of Contacts = Number of Producers X Number of Customers P P P C C C 1 2 3 4 5 6 7 8 9 20. How a channel intermediary increases distribution efficiency 4 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Distribution using a channel intermediary P = Producer C = Customer I = Channel intermediary Number of Contacts = Number of Producers + Number of Customers P P P C C C I 1 2 3 21. Distribution channels for consumer goods 5 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Wholesaler Retailer Consumer Agent Producer Wholesaler Retailer Consumer Producer Retailer Consumer Producer Consumer Producer 23. Distribution channels for industrial goods 7 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Producer Producer Producer Producer Industrial Consumer Industrial Consumer Industrial Consumer Industrial Consumer Distributor Agent Distributor Agent 24. Distribution channels for services 8 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Service provider Agent Consumer or industrial customer Service provider Consumer or industrial customer 25. Channel strategy 9 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Market Factors Producer, product and Competitive factors. Intensive Selective Exclusive Conventional Franchise, Vertical/ownership Channel strategy Distribution intensity Channel selection Channel integration 26. Components of the physical distribution system 12 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Physical distribution system Warehousing Materials handling Transportation Inventory control Order processing Customer service 27. Inventory control Lead Time Inventory level Inventory Maximum Inventory Order point Safety stock level Time Order placed Order received 13 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill 28. Determining the economic order quantity Order processing cost Cost per unit Order quantity Economic order quantity 14 D Jobber, Principles and Practice of Marketing, © 2001 McGraw-Hill Inventory cost Total costs 29. Channel management 11 Acceptance? Financial sup. Exclusivity Relations Internal Competencies? Retain? Develop? Power Rels. Partnership, Positioning Performance Channel management Managing conflict Motivation Selection Evaluation Training Notas del editor Introduce me as final year PhD on organizational attachment in IT outsourcing. Explain background in IT and managing people remotely. Masters and doctoral research at Birkbeck revealing interesting issues about intranets and e-mail usage. (Possibly explain a little about organizational focus as I see all other talks are to do with shopping type stuff). Could get attention by asking how many of them class themselves as remote workers or work from home sometimes? Aim of the talk today is to highlight the problems (still) faced by managers and staff in these days of increased reliance on electronic communication, and suggest that information overload is not just a ‘stress/overwork’ issue but can lead to increased isolation for remote workers.