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Selecting The Final Price by Kotler and Keller
- 1. STEP 6: Selecting The Final Price
- 2. Some factors to consider when selecting the price
- 3. Impact of other marketing activities
- 6. Impact of price on other parties Last
- 7. Impact of other MARKETING ACTIVITIES 1
- 9. BRANDS WITH AVERAGE QUALITY BUT HIGH ADVERTISING BUDGETS Could charge premium prices
- 10. Brands with high quality AND HIGH ADVERTISING obtained the highest price
- 11. High prices and high advertising are held most in the later stages
- 13. Customers DO NOT ALIENATE THEM
- 15. IT IS THE THE ONLY WAY TO COVER UP EXPENSES
- 16. SET UP a pricing department
- 17. and high-tech “cost-forecasting” system Example 2
- 20. Buyers and high perceived level of risk
- 21. A LEADING MEDICAL PRODUCTS FIRM Example 3
Hinweis der Redaktion
- The final price must take into account that brand’s quality and advertising relative to the competition.
- Conversely, brands with low quality and low advertising charged the lowest prices.
- Later stages = maturity stage and decline stage These findings suggest that price is not as important as quality and other benefits in the market offering.
- The price must be consistent with company pricing policies. Airlines charge those who change their reservations on discount tickets.
- With consumers resisting higher prices, companies are trying to figure out how to increase revenue without really raising prices. The telecommunication industry has been aggressive at adding fees for setup, change-of-service, service termination, directory assistance, regulatory assessment, number portability, and cable hookup and equipment, costing consumers billions of dollars.
- Many argue that it makes sense to chare a premium for added services that cost more to provide, rather than charge all customers the same amount regardless of whether or not they use the extra service.
- The aim to ensure that salespeople quote prices that are reasonable to customers and profitable to company. Dell Computer has developed innovative pricing techniques.
- The company instituted this flexible pricing model in 2001 to maximize its margins during the economic slowdown. Dell managers get cost information from suppliers, which they then combine with knowledge about profit targets, delivery dates, and competition to set prices for business segments.
- When Columbia balked, Baxter offered to guarantee the savings; if they were not realized, Baxter would write a check for the difference. Baxter got the order!