Pricing Policy: Seven Factors to Consider
Don't underestimate the strategic importance of pricing in a marketing plan.
Don't underestimate the strategic importance of pricing in a marketing plan.
Does your pricing maximize your revenue opportunities? A recent episode of “The Apprentice” underscores the importance of packaging and merchandising to pricing and, ultimately, profitability.
Two teams competed to sell the most M-Azing candy bars. The winners packaged the chocolate with the “Amazing Sisters,” two attractive blondes in short skirts. The augmented offering sold for a whopping $5, yielding higher profits than the other team’s candy.
The losing team undermined the value of its product with a combination of generic pricing, an established $3 price for a basic candy bar; anxiety pricing, whatever customers were willing to pay (under the $3 price point); and “flasher pricing,” $20 for a view of a contestant’s underwear with a candy bar.
Like the contestants, marketers too often underestimate the strategic importance of pricing. As a result, they don’t optimize revenue potential. To avoid this, examine your offering’s benefits, both tangible and intangible, in fulfilling the consumer’s specific needs. Consider how you can move your product from generic, including only its core physical attributes, to augmented, including additional features to enhance the offering and enabling you to charge more. In doing so, be careful how customers perceive the offering.
To increase annual subscriptions, for example, an online publishing client considered bundling subscriptions with $25 worth of merchandise its target market valued. The merchandise retailed on its Web site. The strategy instead decreased the value of my client’s subscription in subscribers’ eyes. Customers considered the subscription worth the full subscription price — but minus the merchandise value.
Pricing Factors to Consider
Competitors may define your price range. In this case, you can price higher if consumers perceive your product and/or brand is significantly better; price on parity if your product has better features; or price lower if your product has relatively similar features to existing products. An information client faced this situation with a premium product. Its direct competitors established the price for a similar offering. As the third player in this segment, its choices were price parity with an enhanced offering or a lower price with similar features.
To gain additional insight from this analysis, observe consumers interacting with your product to better understand their connection to it. This can yield insights into how to package and promote the offering that can affect on pricing, features, and incentives.
Pricing is tricky, as “The Apprentice” contestants learned. Optimally, you should test to determine the best price and understand long-term goals. Determine price based on a number of factors. Most important is what potential customers are willing to pay and their value to your company over time. You don’t want to hear, “You’re fired,” when it comes to pricing policies.