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POINT OF VIEW
Command a Price Premium
for Profitable Growth
SHARE
THE PERILS OF PRICE PROMOTION
Pursuing market share and volume sales to
the detriment of maintaining margins and
growing profits is a big mistake. In most
cases, a one percent increase in price
(provided volume remains constant) will have
three times the profit impact of a one percent
increase in volume sales. Why? Because
all the benefit of the price increase drops to
the bottom line, while the increase in volume
sales demands an increase in production
costs to satisfy that demand.
In a paper published by McKinsey titled The
Power of Pricing, Marn, Roegner, and Zawada
found that for the average S&P 1500 company,
volume sales would need to rise by 18 percent
in order to offset the profit impact of a five
percent price decrease. They conclude that few
product categories are that price-elastic, and
we do not need to look far to find examples
where every brand in a category has suffered
by over-utilizing price promotion. Most price
promotion has no positive, long-term effect on
sales; marketers and businesses alike ignore
this reality at their peril.
Command a Price Premium
for Profitable Growth
Everyone knows how to generate more sales—all you have to do is drop your
price and sales are likely to increase. While price promotions can increase
short-term sales volumes, the long-term consequences of training consumers
to expect cheaper prices are dire—margins suffer and investing in advertising
and innovation becomes harder and harder. Brands that rely on price
promotions often enter a death spiral—failure to innovate and advertise leads
to the use of more price promotion, more people are trained to expect discounts
and margins continue to suffer, so the vicious cycle continues. Businesses
and marketers alike must remember that smart brands can command a price
premium and sustain margins.
Nigel Hollis
Chief GlobalAnalyst
nigel.hollis@millwardbrown.com
www.mb-blog.com
PRICE PREMIUM VERSUS VOLUME SALES
Premium is classically defined as the additional
price that a brand could charge compared
to an equivalent, generic product. A more
pragmatic definition might be the price
that a brand can command over its closest
competitor, assuming that the two have similar
product specifications.
Our data demonstrates very clearly that there is a
trade-off between commanding a price premium
and volume sales. The higher a brand’s price
relative to the category average, the lower its
market share is likely to be (a concave demand
curve). However, if brand owners design their
strategies solely around what drives volume while
ignoring the perceptions that can defend a price
premium, then they will inevitably struggle to
justify higher price points, and even if the brand
penetration grows, margins are likely to erode
and profits suffer.
Most price promotion has no
positive,long-term effect on sales;
marketers and businesses alike
ignore this reality at their peril.
2
POINT OF VIEW
Command a Price Premium
for Profitable Growth
SHARE
Integral to both challenge and credibility is
the need to communicate what your brand
effectively stands for. All marketing activity needs
to be aligned to help the brand stand out from the
competition and sustain premium perceptions.
Audi in the U.S. and Australian cheese brand
Bega are recent examples of brands that utilized
The Three Cs to establish and maintain a price
premium.
AUDI: OUT WITH THE OLD
In 2007, Audi was often the bridesmaid but rarely
the bride. Luxury car buyers would frequently
consider Audi when they started shopping, but
then drop the brand as they came closer to
making a final purchase decision. As a result
Mercedes, BMW, and Lexus were the staple
choices and the dominant luxury brands in the
USA.
If Audi was to improve its position, it needed to
change people’s perceptions.
To justify a price premium, brands must go
beyond core needs to show that they offer a
meaningful difference—that they are unique
or a step ahead of the competition. A brand
must either aim to be the undisputed best in
category, e.g. Gillette razors, or to appeal to
a specific target audience better than other
brands (which will likely mean it fails to appeal
to everyone). This does not mean that the brand
must be tangibly differentiated, but it must feel
different enough that potential consumers will
value it more than the alternatives. As in all
things, perceptions matter when it comes to
supporting a price premium; the brand needs to
be perceived as different, even if its functional
offering is similar to the competition.
COMMANDING A PRICE PREMIUM
Smart brands should maximize income
stream at a price point that matches value
perception without lowering margins, and
marketers need to provide consumers
with a ready justification for why they
would pay more for the brand. The
Three Cs—challenge, credibility, and
communication—are instrumental in
influencing people’s perceptions of value and
building and maintaining a price premium.
Challenge is important particularly if a brand
is not able to command a price premium
now but wishes to do so. In such cases,
brands must break with the status quo using
innovation, design, and positioning in order
to challenge people’s existing perceptions of
what the brand stands for.
Once this is done and people believe the
brand is worth paying more for, then it is
important to keep building credibility around
that positioning using continued innovation,
retail stores, point of purchase, event
marketing, and associations with celebrities
and other brands.
Perceptions matter when it
comes to supporting a price
premium; the brand needs to be
perceived as different, even if its
functional offering is similar to
the competition.
3
POINT OF VIEW
Command a Price Premium
for Profitable Growth
SHARE
entrant, Bega faced rising commodity prices,
retailer rationalization, and aggressive
discounting across the category.
For Bega to stand a fighting chance, it could
not compete on price, but the company
could rely on those things that made it
meaningfully different from Kraft. In their
application for the 2011 Australian Effie
awards, Bega marketers noted:
To win this war, we knew we had to shift
the battle lines. We had to move it beyond
discounting and make it about Bega – the
brand, the place, the people. We had
to let Aussie mums balancing the tight
household budget into Bega, let them
behind the scenes. We couldn’t win the
price game; we had to make the battle
about “values.”
Bega launched the “Real Town. Real
Cheese.” ad campaign, which featured
bucolic scenes from the beautiful town
of Bega in New South Wales where their
product—which was 100 percent cheese—
was produced. They hoped the campaign
would show that they were the local guys
who made real food that was good for
Australian consumers and their families.
The response was immediate and
enthusiastic; Bega became the first
Australian cheese brand to have more than
$200 million in annual sales.
The brand took a three-pronged approach:
1.	 Introducing new models of existing cars.
2.	 Launching the R8 as a flagship brand
that would reflect well on the entire Audi
line-up.
3.	 Framing the incumbent brands as
“old luxury” and, in the process,
demonstrating that Audi was a luxury
brand on a par with the incumbents.
The launch ad for the R8 was a spoof
on the horse head in the bed scene from
The Godfather, underlining Audi’s status
as a new luxury brand out to challenge
the old. New model introductions and the
subsequent “shock the sheep” campaign
helped Audi build and maintain credibility
by undermining consumers’ long-held
perceptions of other luxury car brands. Not
only was Audi challenging its competitors,
it was beating them at their own games—in
the categories of growth, Car and Driver
comparison tests, value retention, and sales.
Audi then employed dealer-funded TV and
radio media to sustain communication and
ensure continued momentum.
Independent evaluations of perceptions
that the brand was worth paying more for
increased from 2007 to 2011 among people
who would consider Audi for purchase, and
relative price perceptions remained relatively
steady. As a result, market share improved
by 69 percent, and Audi has enjoyed its best-
ever sales in the USA.
BEGA:AN AUSSIE CHEESE ON A MISSION
When Kraft cheese entered the already-
crowded Australian cheese market in 2009,
prospects for the local cheese company
Bega seemed grim. Bega was a mature
brand in a commoditized category; in
addition to competing with a new global
4
POINT OF VIEW
Command a Price Premium
for Profitable Growth
SHARE
Initially this will come through innovation in
product, design, or positioning, but thereafter
marketing and communication are key to
maintaining the feeling of difference.
None of this should be news to anyone;
these are the basic principles of building a
smart brand. Perhaps the real issue lies not
with marketing but with senior management,
who incentivize us to achieve market share
and volume sales targets without requiring
that this be done at a reasonable margin.
If companies do not regard their brands as
valuable and treat them as such, why would
their consumers?
Bega continued to build credibility with
consumers by introducing “Real Farmers,”
unscripted video interviews with Bega
farmers and their families, and they
supported the community-oriented campaign
further by making grants available for other
communities in Australia. The emotional
response that the campaign generated
increased not only volume sales but also
value share. Though Bega’s competitors
were still engaged in price wars, Bega
increased sales by 3.7 percent in a year
with no category growth and aggressive
competition.
SMART BRANDS COMMAND A PRICE
PREMIUM
People are still willing to pay a premium
for brands that add value to their lives, but
brands only retain their value as long as
companies and marketers treat them as
valuable. The fundamental challenge of
business is to grow sales and avoid using
price itself to drive volume, and boosting
perceptions of meaningful difference will
sustain a brand’s ability to command a price
premium without losing volume. While it is
far easier to maintain a brand’s premium
than to regain it once it is lost, re-establishing
premium perceptions is possible.
If you enjoyed “Command a Price
Premium for Profitable Growth” you
might also be interested in:
“Brand Premium: How Smart Brands
Make More Money” by Nigel Hollis,
published by Palgrave Macmillan
“Even Cheaper Brands Need to
Differentiate”
“Samsung Can’t Buy Love, But Maybe it
Can Charge a Premium”
To read more about
premium brands, please
visit www.mb-blog.com.
People are still willing to pay a
premium for brands that add
value to their lives, but brands
only retain their value as long as
companies and marketers treat
them as valuable.

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Command a Price Premium for Profitable Growth

  • 1. 1 POINT OF VIEW Command a Price Premium for Profitable Growth SHARE THE PERILS OF PRICE PROMOTION Pursuing market share and volume sales to the detriment of maintaining margins and growing profits is a big mistake. In most cases, a one percent increase in price (provided volume remains constant) will have three times the profit impact of a one percent increase in volume sales. Why? Because all the benefit of the price increase drops to the bottom line, while the increase in volume sales demands an increase in production costs to satisfy that demand. In a paper published by McKinsey titled The Power of Pricing, Marn, Roegner, and Zawada found that for the average S&P 1500 company, volume sales would need to rise by 18 percent in order to offset the profit impact of a five percent price decrease. They conclude that few product categories are that price-elastic, and we do not need to look far to find examples where every brand in a category has suffered by over-utilizing price promotion. Most price promotion has no positive, long-term effect on sales; marketers and businesses alike ignore this reality at their peril. Command a Price Premium for Profitable Growth Everyone knows how to generate more sales—all you have to do is drop your price and sales are likely to increase. While price promotions can increase short-term sales volumes, the long-term consequences of training consumers to expect cheaper prices are dire—margins suffer and investing in advertising and innovation becomes harder and harder. Brands that rely on price promotions often enter a death spiral—failure to innovate and advertise leads to the use of more price promotion, more people are trained to expect discounts and margins continue to suffer, so the vicious cycle continues. Businesses and marketers alike must remember that smart brands can command a price premium and sustain margins. Nigel Hollis Chief GlobalAnalyst nigel.hollis@millwardbrown.com www.mb-blog.com PRICE PREMIUM VERSUS VOLUME SALES Premium is classically defined as the additional price that a brand could charge compared to an equivalent, generic product. A more pragmatic definition might be the price that a brand can command over its closest competitor, assuming that the two have similar product specifications. Our data demonstrates very clearly that there is a trade-off between commanding a price premium and volume sales. The higher a brand’s price relative to the category average, the lower its market share is likely to be (a concave demand curve). However, if brand owners design their strategies solely around what drives volume while ignoring the perceptions that can defend a price premium, then they will inevitably struggle to justify higher price points, and even if the brand penetration grows, margins are likely to erode and profits suffer. Most price promotion has no positive,long-term effect on sales; marketers and businesses alike ignore this reality at their peril.
  • 2. 2 POINT OF VIEW Command a Price Premium for Profitable Growth SHARE Integral to both challenge and credibility is the need to communicate what your brand effectively stands for. All marketing activity needs to be aligned to help the brand stand out from the competition and sustain premium perceptions. Audi in the U.S. and Australian cheese brand Bega are recent examples of brands that utilized The Three Cs to establish and maintain a price premium. AUDI: OUT WITH THE OLD In 2007, Audi was often the bridesmaid but rarely the bride. Luxury car buyers would frequently consider Audi when they started shopping, but then drop the brand as they came closer to making a final purchase decision. As a result Mercedes, BMW, and Lexus were the staple choices and the dominant luxury brands in the USA. If Audi was to improve its position, it needed to change people’s perceptions. To justify a price premium, brands must go beyond core needs to show that they offer a meaningful difference—that they are unique or a step ahead of the competition. A brand must either aim to be the undisputed best in category, e.g. Gillette razors, or to appeal to a specific target audience better than other brands (which will likely mean it fails to appeal to everyone). This does not mean that the brand must be tangibly differentiated, but it must feel different enough that potential consumers will value it more than the alternatives. As in all things, perceptions matter when it comes to supporting a price premium; the brand needs to be perceived as different, even if its functional offering is similar to the competition. COMMANDING A PRICE PREMIUM Smart brands should maximize income stream at a price point that matches value perception without lowering margins, and marketers need to provide consumers with a ready justification for why they would pay more for the brand. The Three Cs—challenge, credibility, and communication—are instrumental in influencing people’s perceptions of value and building and maintaining a price premium. Challenge is important particularly if a brand is not able to command a price premium now but wishes to do so. In such cases, brands must break with the status quo using innovation, design, and positioning in order to challenge people’s existing perceptions of what the brand stands for. Once this is done and people believe the brand is worth paying more for, then it is important to keep building credibility around that positioning using continued innovation, retail stores, point of purchase, event marketing, and associations with celebrities and other brands. Perceptions matter when it comes to supporting a price premium; the brand needs to be perceived as different, even if its functional offering is similar to the competition.
  • 3. 3 POINT OF VIEW Command a Price Premium for Profitable Growth SHARE entrant, Bega faced rising commodity prices, retailer rationalization, and aggressive discounting across the category. For Bega to stand a fighting chance, it could not compete on price, but the company could rely on those things that made it meaningfully different from Kraft. In their application for the 2011 Australian Effie awards, Bega marketers noted: To win this war, we knew we had to shift the battle lines. We had to move it beyond discounting and make it about Bega – the brand, the place, the people. We had to let Aussie mums balancing the tight household budget into Bega, let them behind the scenes. We couldn’t win the price game; we had to make the battle about “values.” Bega launched the “Real Town. Real Cheese.” ad campaign, which featured bucolic scenes from the beautiful town of Bega in New South Wales where their product—which was 100 percent cheese— was produced. They hoped the campaign would show that they were the local guys who made real food that was good for Australian consumers and their families. The response was immediate and enthusiastic; Bega became the first Australian cheese brand to have more than $200 million in annual sales. The brand took a three-pronged approach: 1. Introducing new models of existing cars. 2. Launching the R8 as a flagship brand that would reflect well on the entire Audi line-up. 3. Framing the incumbent brands as “old luxury” and, in the process, demonstrating that Audi was a luxury brand on a par with the incumbents. The launch ad for the R8 was a spoof on the horse head in the bed scene from The Godfather, underlining Audi’s status as a new luxury brand out to challenge the old. New model introductions and the subsequent “shock the sheep” campaign helped Audi build and maintain credibility by undermining consumers’ long-held perceptions of other luxury car brands. Not only was Audi challenging its competitors, it was beating them at their own games—in the categories of growth, Car and Driver comparison tests, value retention, and sales. Audi then employed dealer-funded TV and radio media to sustain communication and ensure continued momentum. Independent evaluations of perceptions that the brand was worth paying more for increased from 2007 to 2011 among people who would consider Audi for purchase, and relative price perceptions remained relatively steady. As a result, market share improved by 69 percent, and Audi has enjoyed its best- ever sales in the USA. BEGA:AN AUSSIE CHEESE ON A MISSION When Kraft cheese entered the already- crowded Australian cheese market in 2009, prospects for the local cheese company Bega seemed grim. Bega was a mature brand in a commoditized category; in addition to competing with a new global
  • 4. 4 POINT OF VIEW Command a Price Premium for Profitable Growth SHARE Initially this will come through innovation in product, design, or positioning, but thereafter marketing and communication are key to maintaining the feeling of difference. None of this should be news to anyone; these are the basic principles of building a smart brand. Perhaps the real issue lies not with marketing but with senior management, who incentivize us to achieve market share and volume sales targets without requiring that this be done at a reasonable margin. If companies do not regard their brands as valuable and treat them as such, why would their consumers? Bega continued to build credibility with consumers by introducing “Real Farmers,” unscripted video interviews with Bega farmers and their families, and they supported the community-oriented campaign further by making grants available for other communities in Australia. The emotional response that the campaign generated increased not only volume sales but also value share. Though Bega’s competitors were still engaged in price wars, Bega increased sales by 3.7 percent in a year with no category growth and aggressive competition. SMART BRANDS COMMAND A PRICE PREMIUM People are still willing to pay a premium for brands that add value to their lives, but brands only retain their value as long as companies and marketers treat them as valuable. The fundamental challenge of business is to grow sales and avoid using price itself to drive volume, and boosting perceptions of meaningful difference will sustain a brand’s ability to command a price premium without losing volume. While it is far easier to maintain a brand’s premium than to regain it once it is lost, re-establishing premium perceptions is possible. If you enjoyed “Command a Price Premium for Profitable Growth” you might also be interested in: “Brand Premium: How Smart Brands Make More Money” by Nigel Hollis, published by Palgrave Macmillan “Even Cheaper Brands Need to Differentiate” “Samsung Can’t Buy Love, But Maybe it Can Charge a Premium” To read more about premium brands, please visit www.mb-blog.com. People are still willing to pay a premium for brands that add value to their lives, but brands only retain their value as long as companies and marketers treat them as valuable.