PRO+lecture2

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1、Chapter2:IntroductiontoPricingandRevenueOptimizationSomeslidesfromRobertL.PhillipsRoadmap:ThecommonpricingchallengesThethreetraditionalapproachestopricingDiscussiononPRO22.1ThechallengesofpricingPricingincludesaremarkablycomplexsetofdecisionThelistpriceisgeneric,whilethepocketpricemaybe

2、differentforeachcustomer.Thepricewaterfall(introducedbyMcKinseyandCompany)illustratesthediscountsthatoccurbetweenthelistpriceandthepocketprice.3CourseAgenda4Thepocketpricepaidbyanindividualcustomerisoftentheresultofasingledecision,butthecumulativeresultofaseriesofdecisions.Manydiscountsa

3、retheresultsofindependentdecisionsmadebydifferentpartsoftheorganization,withoutconsistentmeasurementortracking.Managementattentionisoftenheavilyconcentratedoninvoicepricesorlistprices.Howeverthemajorityofimportantpricingadjustmentsoftentakeplaceaftertheinvoiceandcertainlyafterthelistpric

4、e.Illustrationofthepricewaterfall5MeasuringthequalityofthePROdecisionmaking6Illustrationofpocket-pricedistributionTheexistenceofapocket-pricedistributiondoesnotbyitselfsayanythingaboutthequalityofthepricingdecision.Question:Isthepocket-pricedistributiontheresultofacorporateprocessbasedon

5、soundanalysis,orisittheresultofanarbitraryprocess?AkeymeasurementofthequalityofPROdecisionmakingistheextenttowhichthepocket-pricecorrelateswithcustomercharacteristics(indicatorsofpricesensitivity)7Correlationofdiscountwithcustomercharacteristics82.2TraditionalapproachestopricingPROincorp

6、oratescosts,customerdemand(orwillingnesstopay),andcompetitiveenvironmenttodeterminethepricethatmaximizesexpectednetcontribution.ApproachBasedonIgnoresLikedbyCost-pluscostsCompetition,customersFinanceMarketbasedcompetitionCost,customersSalesValuebasedcustomersCostcompetitionmarketing92.2.

7、1Cost-PlusPricingTheoldestandthemostpopularapproachObjectivityandfinancialprudence.Themajordrawback:Inward-focusedexercise(hasnothingtodowithmarket).Calculatingpriceswithoutanyreferencetowhatcustomersmightbeingwillingtopay.Doesn’tsupportpricedifferentiation(theheartofPRO)