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P. 1
Pricing

Pricing

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Published by sandeep sunny

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Published by: sandeep sunny on May 04, 2012
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05/13/2014

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As we said earlier, there is no "one right way" to calculate your pricing. Once you've considered thevarious factors involved and determined your objectives for your pricing strategy, now you need some
 
way to crunch the actual numbers. Here are four ways to calculate prices:
 
 
Cost-plus pricing
- Set the price at your production cost, including both cost of goods and fixed costs at your current volume,plus a certain profit margin. For example, your widgets cost $20 in raw materials and production costs, and at current salesvolume (or anticipated initial sales volume), your fixed costs come to $30 per unit. Your total cost is $50 per unit. You decidethat you want to operate at a 20% markup, so you add $10 (20% x $50) to the cost and come up with a price of $60 per unit.So long as you have your costs calculated correctly and have accurately predicted your sales volume, you will always beoperating at a profit.
 
Target return pricing
- Set your price to achieve a target return-on-investment (ROI). For example, let's use the samesituation as above, and assume that you have $10,000 invested in the company. Your expected sales volume is 1,000 units inthe first year. You want to recoup all your investment in the first year, so you need to make $10,000 profit on 1,000 units, or$10 profit per unit, giving you again a price of $60 per unit.
 
Value-based pricing
- Price your product based on the value it creates for the customer. This is usually the most profitableform of pricing, if you can achieve it. The most extreme variation on this is "pay for performance" pricing for services, inwhich you charge on a variable scale according to the results you achieve. Let's say that your widget above saves the typicalcustomer $1,000 a year in, say, energy costs. In that case, $60 seems like a bargain - maybe even
too
cheap. If your productreliably produced that kind of cost savings, you could easily charge $200, $300 or more for it, and customers would gladlypay it, since they would get their money back in a matter of months. However, there is one more major factor that must beconsidered.
 
Psychological pricing
- Ultimately, you must take into consideration the consumer's perception of your price, figuring thingslike:
 
Positioning
- If you want to be the "low-cost leader", you must be priced lower than your competition. If you want tosignal high quality, you should probably be priced higher than most of your competition.
 
Popular price points
- There are certain "price points" (specific prices) at which people become much more willing tobuy a certain type of product. For example, "under $100" is a popular price point. "Enough under $20 to be under $20with sales tax" is another popular price point, because it's "one bill" that people commonly carry. Meals under $5 are stilla popular price point, as are entree or snack items under $1 (notice how many fast-food places have a $0.99 "valuemenu"). Dropping your price to a popular price point might mean a lower margin, but more than enough increase in salesto offset it.
 
Fair pricing
- Sometimes it simply doesn't matter what the value of the product is, even if you don't have any directcompetition. There is simply a limit to what consumers perceive as "fair". If it's obvious that your product only cost $20to manufacture, even if it delivered $10,000 in value, you'd have a hard time charging two or three thousand dollars for it-- people would just feel like they were being gouged. A little market testing will help you determine the maximum priceconsumers will perceive as fair.
Now, how do you combine all of these calculations to come up with a price? Here are some basic
 
guidelines:
 
 
Your price must be enough higher than costs to cover reasonable variations in sales volume.
If your sales forecast isinaccurate, how far off can you be and still be profitable? Ideally, you want to be able to be off by a factor of two or more(your sales are half of your forecast) and still be profitable.

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