定價策略 課件 Chpt 08 - Discount Management

TimJ.SmithPricingStrategy:SettingPriceLevels,ManagingPriceDiscounts,&EstablishingPriceStructuresPowerPointbyTimJ.Smith,PhDManagingPrincipal,WiglafPricingAdjunctProfessorofMarketing&Economics,DePaulUniversity?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.Chapter8DiscountManagementTechniquesforMeasuringDiscountingActivityandManagingDiscountDecisions?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.AgendaHowshoulddiscountdecisionsbemanaged?Whymightsomeexecutivespushformorediscounts,whileotherspushforfewer?Whatisthebestwaytoconnectexplicitknowledgewithimplicitknowledgewhenmanagingdiscountdecisions?Howcanseniorexecutivesmonitorandmanagethousandsofindividualdiscountingdecisionsatahighlevel?Whatarethecarrotsandsticksthatcanbeusedtoencouragebetterdiscountingdecisions?StretchQuestion:Shouldeverydiscountdecisionbemaderoutinethroughquantitativeanalysisandchecklists??2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.MonitoringPriceDiscountsNetPriceBandNetPricebyMarketVariablePriceWaterfall?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.NetPriceBandNetPriceBandprovidesameasureofthevariationinpocketpricebetweencustomersAhistogramoftheNetPriceasapercentageofvolumeoroftransactions?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.NetPriceBandNetPrice?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.ObservedNetPriceVariation60%variationinalightingfixturesmanufacturer70%foracomputerperipheralssupplier200%foraspecialtychemicalscompany500%forafastenersupplier?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.OpportunitiesidentifiedinNetPriceBandIdentifytheExtentofMarketHeterogeneityIdentifyUnprofitableTransactionsReduceorEliminateunprofitabletransactionsChangebehaviorReplaceunprofitableaccountswithmoreprofitableaccounts?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.NetPricebyMarketVariableWhatdrivesthevariationinNetPriceOrderVolume?MarketSegment?SalespersonBehavior?Toaddressthesequestions,examineNetPriceagainstvariousMarketSegmentationVariables?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.NetPricetoVolume?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.NetPricetoSegment?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.PriceWaterfallPriceWaterfallsAddresses:Whatarethediscountsthatafirmgives?Whatistheprofitimpactofthosediscounts?Whichformsofdiscountshavethelargestimpactoncustomerbehavior?Includesbothdirectdiscountsandindirectdiscounts?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.PriceWaterfallOn-InvoiceDiscountsReferencePriceOff-InvoiceDiscountsInvoicePricePocketPrice?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.DiscountsTypicalOn-InvoiceDiscountsSmallbusinessdiscountCouponsReturningCustomerDiscountsOrderSizeDiscountCompetitiveDiscountMembershipDiscountSeasonalDiscountTypicalOffInvoiceDiscountsIncludesbothMarketingCostandDirectDiscountstoChannel/EndCustomerAnnualVolumeDiscount/BonusCashDiscountsConsignmentCostsCooperativeAdvertisingEnd-userRebatesFreightMarketDevelopmentFundsOff-invoicePromotionsOnlineOrderDiscountPerformancePenaltiesReceivablesCarryingcostSlottingAllowanceStockingAllowance?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.DeepPocketPriceDiscountsCommonCPGCoat16.7%CommodityChemicalCompanyat17.7%Computercompanyat18.6%Footwearcompanyat20.3%AutoManufacturerat21.9%LightingProductsSupplier28.9%?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.OpportunitiesIdentifiedinPriceWaterfallIdentifysourceofdiscounts/sellingcostsUsethislisttouncoveritemswherearediscountsaremosteffectiveindiscriminatingbetweenPriceSensitiveandUtilitySensitivebuyersPriceSensitive–themarginalsegmentthatbuybasedmostlyonpriceUtilitySensitive–thesegmentthatbuybasedmostlyonutilityIdentifytheformsofdiscountsthatexhibitthesmallestareaofpricesensitivityIdentifywhichformofdiscountshasleastimpactonreferenceprice,usedforcomparingoffers.?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.ManagingDiscountsAccept,forgoodmarketingreasonsandtheeconomicvalueofpricediscrimination,discountswillexistsThereisvaluetocaptureinencouragingdiscountstobeusedappropriatelyDecisionRightsManagement(sticks)VolumeHurdleEvaluationsCriteriaBasedDiscountingEscalationofDiscountDecisionIncentiveManagement(carrots)ProfitBasedSalesCompensation?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.VolumeHurdleTheVolumeHurdledescribesthechangeinvolumerequiredtoensurethatadiscountimprovesprofitabilityTheanticipatedchangeinvolumemustbegreaterthanthisratioforthepricechangetoyieldhigherprofitsVolumehurdlesarenecessaryconditionsfordiscounting,butinsufficientforjustifyingapricediscount%DQ≥–%DP

%CMi+%DP

?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.CriteriaBasedDiscountingDiscountsimproveprofitabilitybyallowingsomecustomerstopurchaseatalowerpricepointDiscountscandamageprofitabilityifthesegmentationhedgeisleakyandallowsthelowerpricepointtocannibalizeprofitsthatcouldbeearnedatthehigherpricepointNeedtoensurethatthesegmentationhedgeassociatedwiththediscountdrivesthosecustomerswithahigherwillingnesstopaytopaythehigherprice,whileallowsthosewithalowerwillingnesstopaytopayalowerprice.ObjectivecriteriathatcorrelateswithwillingnesstopaycanbeusedtoenablediscountingtoactasanefficientsegmentationhedgeCustomerCentricPriceSegmentation?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.CriteriaBasedDiscountingTiediscountsprovisionstoobjectivecriteriaMarketSegmentCriteriaCustomerOrderVolume/RepeatCustomersNewmarketpenetrationstrategyBehavioralmodificationCriteriarelatedtoability/willingnesstopayWhatevertheformofthediscount,ensureitmeetstheobjectivecriteriabeforeitsprovisionUseintelligencetodemonstrateneedforfurtherdiscounttocompletethesaleMarketResearchmayuncoverobjectivelymeasurabledifferencesthatarecorrelatedwithwillingnesstopayCustomersmaythreatentogivebusinesstoanalternativesupplierifadiscountisnotprovided.Identifyfactorsthatwouldeithersupportordenysuchathreatascredible.Denydiscountsfornon-credibleclaims?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.EscalationofDiscountDecisionGrantAuthoritylevelsfordifferenttotaldiscountsizesandeffectivepocketpricediscountsatdifferentlevelswithintheorganizationEscalatedecisionsupthemanagerialchainascombineddiscountsizeincreasesForinstanceLinesalespersonmaybegivenauthoritytograntcombineddiscountsupto10%Beyond10%,referredtoterritorymanagerBeyond15%,referredtoSalesExecutiveManagementBeyond17%,referredtoCEOActualcutoffpointsshouldbedeterminedbyuncoveringtheappropriatelevelsforthatparticularfirmandindustry?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.Incentives(carrots)Withinthesalescompensationpackage,thereareoftenanumberoffactorsBasesalaryordrawinsomeindustriesBehavioralobjectivestoencourageteamworkorcompliancewithbroadercorporategoalsCommissionbasedincentivesrelatedtosalesobjectivesSalescommissionscanbetiedtoprofitratherthanrevenue,toencouragefewerdiscounts?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.IncentivesMostsalesteamsarecommissionedonrevenue,afewarecommissionedonvolumeTheseincentivestructuresencouragetheseekingofsales,butfailtoencouragetheseekingofprofitablesalesGiventhepotentialofangeringacustomerwithaNOtoadiscountrequestvs.askingthecompanyforadiscountonbehalfofthecustomer,salespeoplewillpesterthecompanyforadiscountwhentheirincomeisbasedonrevenue.Discountsdisproportionatelyaffectsthecompanyvs.thesalespersonwhencommissionsarerevenuebased.AlternativeapproachistoprovidesalesincentivesbaseduponprofitmarginOftencalledKickerBasedCommissions?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.Kickerbasedcommissions

arenotforthefaintheartedCanbestructuredsuchthatthechangeinthesalescommissionstructureleavestheaveragesalespersonunaffectedwhilefurtherrewardingthegoodandstronglyencouragingbehavioralchangesamongtheworstoffenders.Note:commissionchangesaredifficult,ofte