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Pricing and Revenue Management

Pricing services effectively is important for financial success but more difficult than pricing goods. Services have variable costs, intangibility, and time sensitivity. Pricing objectives include profitability, demand building, and market share growth. Pricing strategy balances costs, competition, and customer value. Approaches include cost-based pricing using activity-based costing; competition-based pricing; and value-based pricing focusing on benefits, costs, and reducing uncertainty for customers. Non-monetary costs like time and effort must also be considered from the customer's perspective to maximize net value. Practical considerations include determining price levels and payment details.

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Praneit Khot
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44 views

Pricing and Revenue Management

Pricing services effectively is important for financial success but more difficult than pricing goods. Services have variable costs, intangibility, and time sensitivity. Pricing objectives include profitability, demand building, and market share growth. Pricing strategy balances costs, competition, and customer value. Approaches include cost-based pricing using activity-based costing; competition-based pricing; and value-based pricing focusing on benefits, costs, and reducing uncertainty for customers. Non-monetary costs like time and effort must also be considered from the customer's perspective to maximize net value. Practical considerations include determining price levels and payment details.

Uploaded by

Praneit Khot
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Pricing and Revenue Management

Effective Pricing Is Central to Financial Success

What Makes Service Pricing Strategy Different and Difficult?


Harder to calculate financial costs of creating a service process or performance than a manufactured good Variability of inputs and outputshow can firms define a unit of service and establish basis for pricing? Customers find many services hard to evaluatewhat are they getting in return for their money? Importance of time factorsame service may have more value to customers when delivered faster Delivery through physical or electronic channelsmay create differences in perceived value

Objectives for Pricing


Revenue and profit objectives
Seek profit Cover costs

Patronage and user-based objectives


Build demand
- Demand maximization - Full-capacity utilization

Build a user base


- Stimulate trial and adoption of new service - Build market share/large user base

Pricing Strategy Stands on Three Legs

The Pricing Tripod


Pricing strategy

Competition

Costs

Value to customer

Three Main Approaches to Pricing


Cost-based pricing
Set prices relative to financial costs (problem: defining costs) Activity-based costing Pricing implications of cost analysis

Competition-based pricing
Monitor competitors pricing strategy (especially if service lacks differentiation) Who is the price leader? Does one firm set the pace?

Value-based pricing
Relate price to value perceived by customer

Traditional costing approach

Cost-based Pricing: Traditional vs. Activity-based Costing

Emphasizes expense categories (arbitrary overhead allocation) May result in reducing value generated for customers

ABC management systems


Link resource expenses to variety and complexity of goods/services produced Yields accurate cost information

When looking at prices, customers care about value to themselves, not what service production costs the firm

Value-based Pricing Understanding Net Value


Value exchange will not take place unless customer sees positive net value in transaction Net value = Perceived benefits to customer (gross value) minus all Perceived outlays (Money, Time, Mental/Physical effort) Monetary price is not only perceived outlay in purchasing, using a service Consumer surplus: difference between price paid and amount customer would have been willing to pay in absence of other options

Effort Time

Perceived benefits

e
Perceived outlays

Value-based Pricing: Strategies for Enhancing Net Value


Enhance gross valuebenefits delivered
Add benefits to core product Enhance supplementary service Manage perceptions of benefits delivered

Reduce outlayscosts incurred by customers


Reduce price and/or other monetary costs of acquisition and usage Cut amount of time required to evaluate, buy, use service Lower physical and mental effort associated with purchase and use Reduce perceptions of amount of cost, time, effort required

Value-based Pricing:
Reduce uncertainty
Service guarantees Benefit-drivenpricing aspect(s) of service that create value Flat rate (quoting a fixed price in advance)

Relationship pricing
Nonprice incentives Discounts for volume purchases Discounts for purchasing multiple services

Low-cost leadership
Convince customers not to equate price with quality Keep economic costs low to ensure profitability at low price

Customer expenditures on service comprise both financial and nonfinancial outlays Incremental financial outlays
Price of purchasing service Expenses associated with search, purchase activity, usage Time costs Physical costs Psychological (mental) costs Sensory costs (unpleasant sights, sounds, feel, tastes, smells)

Paying for Service: The Customers Perspective

Nonmonetary costs

Determining Total Costs of a Service to Customer


Money Search costs* Time Physical effort Purchase and service encounter costs Purchase Operating costs Incidental expenses

Psychological burdens
Sensory burdens Necessary follow-up Problem solving

After costs*

Increasing Net Value by Reducing Nonmonetary Costs of Service


Reduce time costs of service at each stage Minimize unwanted psychological costs of service
Eliminate/redesign unpleasant/inconvenient procedures

Eliminate unwanted physical costs of service Decrease unpleasant sensory costs of service
Unpleasant sights, sounds, smells, feel, tastes

Pricing Issues: Putting Strategy into Practice


How much to charge?
What basis for pricing? Who should collect payment? Where should payment be made? When should payment be made? How should payment be made? How to communicate prices?

Putting Service Pricing into Practice


How much to charge?
The pricing tripod model provides a useful departure point A specific figure must be set for the price Need to consider the pros and cons, the ethical issues

What basis for pricing? (How define unit of service?)


Completing a task Admission to a service performance Time based Monetary value of service delivered (e.g., commission) Consumption of physical resources (e.g., food and beverages)

Putting Service Pricing into Practice


Who should collect payment?
Service provider or specialist intermediaries Direct or nondirect channels

Where should payment be made?


Conveniently located intermediaries Mail/bank transfer

When should payment be made?


In advance Once service delivery has been completed

How should payment be made?


Cash Token Stored value card Electronic fund transfer Charge card (debit/credit) Vouchers Third-party payment

Putting Service Pricing into Practice

How to communicate prices?


Relate the price to that of competing products Ensure price is accurate and intelligible

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