How to Set (and Get) the Right Prices
How to Set (and Get) the Right Prices
Price is a promise
Let’s say you’re shopping for cereal and come across two varieties. One is a well-known brand in a resealable 20 oz. package, which comes with a toy and sells for $4.99. The other is a store brand, that is packaged in a non-descript plastic bag and sells for $2.99. Which do you buy?
If price was your only factor, you would buy the $2.99 brand. But there are other factors. In this example, the $4.99 box promises you the reputation of a well-known brand, a toy to entertain your kids and the convenience of resealable packaging. Remember that a price guarantees all the promises wrapped up in your product or service.
Determine your promises
Before you ever touch a calculator, first take stock of all the value factors that are bundled into your price. If your company sells a product, value factors might include:
* the performance of your finished good
* your distribution capabilities or
* your service and installation services.
If yours is a service, value factors might include:
* the bottom-line impact of your deliverable
* your company’s ability to meet tight timelines or
* your experience level.
Pricing financially
After taking stock of all your value factors, grab a calculator. First, add up all your direct costs (those incurred as a result of delivering your service) which include labor and raw materials. Then, add up all your indirect costs (all other costs that are not direct) like rent, insurance and utilities.
Now, identify the profit your company needs to attain in order to fuel new investment and reward your employees. Finally, forecast what your annual unit volumes will be. Now, divide the total of your costs and profit by annual units sold, and you end up with a unit price. Sure, this is a simplified example, but the process is sound. This kind of analysis helps ascertain where your prices should be from a financial perspective.
Pricing competitively
It is important not to stop here. Instead, gather competitive pricing information from any of these sources:
* Intermediaries (distributors, brokers)
* Previous customers
* Prospects
* Ex-employees of your competitors
* Trade associations
After digging around enough, you will be able to generate a range of prices that your competitors fall into. Together with your financial prices, you will now have two reference points.
Pricing by position
The last step is to ask this question “How do we want to be perceived in our market?” In my book The Marketing Toolkit for Growing Businesses, I identify 13 possible price strategies you could choose from, but to make this easy, consider just three:
• Premium Price; the most expensive 1/3rd of your market
• Middle Market Prices; the middle 1/3rd
• Budget Price; the least expensive 1/3rd.
Based on the value factors you have identified and your chief competitors, which of these three price levels best matches your product? The lesson in this exercise is that price positions your product.
The worst pricing decision you can make
“Because we are slow right now, we will lower our prices. Then as business rebounds, we will raise them.” This is a bad marketing decision because lowering your prices immediately positions your product differently to buyers. Plus very few companies make attendant cost reductions, so margins erode. And when you try to raise prices again, customers who bought at the lower prices will expect to get more value factors for the additional price. A better strategy is to maintain your current prices while seeking cost reductions to maintain your margins.
Another bad pricing decision
“If I drop my price to $15, then will you buy?” Here, you signal to a buyer that your list prices are not final. Sensing this, buyers will negotiate harder and the resulting price reductions will cut into your margins. Instead, think about coupling price discounts to the buyer with equivalent reductions in your offering. For example, you could say “OK I can lower my price to $15, but I will have to reduce our warranty period from five years to two.”
Sure, pricing is a financial decision. But it also impacts your positioning, selling efforts and product offering. Remember the words of Thomas Paine: “What we obtain too cheap we esteem too little; it is dearness only that gives everything its value”.
How to Set and Get the Right Prices - To learn more about this author, visit Jay Lipe's Website.
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Which product feature of yours does every buyer ask about? Which sales tool closes prospects instantly? Your price. Yet, despite the far-reaching consequences of a company’s pricing, I’m surprised at how little time business owners spend on it. Here are a few ways to bring pricing to the forefront of your marketing plan.
Price is a promise
Let’s say you’re shopping for cereal and come across two varieties. One is a well-known brand in a resealable 20 oz. package, which comes with a toy and sells for $4.99. The other is a store brand, that is packaged in a non-descript plastic bag and sells for $2.99. Which do you buy?
If price was your only factor, you would buy the $2.99 brand. But there are other factors. In this example, the $4.99 box promises you the reputation of a well-known brand, a toy to entertain your kids and the convenience of resealable packaging. Remember that a price guarantees all the promises wrapped up in your product or service.
Determine your promises
Before you ever touch a calculator, first take stock of all the value factors that are bundled into your price. If your company sells a product, value factors might include:
* the performance of your finished good
* your distribution capabilities or
* your service and installation services.
If yours is a service, value factors might include:
* the bottom-line impact of your deliverable
* your company’s ability to meet tight timelines or
* your experience level.
Pricing financially
After taking stock of all your value factors, grab a calculator. First, add up all your direct costs (those incurred as a result of delivering your service) which include labor and raw materials. Then, add up all your indirect costs (all other costs that are not direct) like rent, insurance and utilities.
Now, identify the profit your company needs to attain in order to fuel new investment and reward your employees. Finally, forecast what your annual unit volumes will be. Now, divide the total of your costs and profit by annual units sold, and you end up with a unit price. Sure, this is a simplified example, but the process is sound. This kind of analysis helps ascertain where your prices should be from a financial perspective.
Pricing competitively
It is important not to stop here. Instead, gather competitive pricing information from any of these sources:
* Intermediaries (distributors, brokers)
* Previous customers
* Prospects
* Ex-employees of your competitors
* Trade associations
After digging around enough, you will be able to generate a range of prices that your competitors fall into. Together with your financial prices, you will now have two reference points.
Pricing by position
The last step is to ask this question “How do we want to be perceived in our market?” In my book The Marketing Toolkit for Growing Businesses, I identify 13 possible price strategies you could choose from, but to make this easy, consider just three:
• Premium Price; the most expensive 1/3rd of your market
• Middle Market Prices; the middle 1/3rd
• Budget Price; the least expensive 1/3rd.
Based on the value factors you have identified and your chief competitors, which of these three price levels best matches your product? The lesson in this exercise is that price positions your product.
The worst pricing decision you can make
“Because we are slow right now, we will lower our prices. Then as business rebounds, we will raise them.” This is a bad marketing decision because lowering your prices immediately positions your product differently to buyers. Plus very few companies make attendant cost reductions, so margins erode. And when you try to raise prices again, customers who bought at the lower prices will expect to get more value factors for the additional price. A better strategy is to maintain your current prices while seeking cost reductions to maintain your margins.
Another bad pricing decision
“If I drop my price to $15, then will you buy?” Here, you signal to a buyer that your list prices are not final. Sensing this, buyers will negotiate harder and the resulting price reductions will cut into your margins. Instead, think about coupling price discounts to the buyer with equivalent reductions in your offering. For example, you could say “OK I can lower my price to $15, but I will have to reduce our warranty period from five years to two.”
Sure, pricing is a financial decision. But it also impacts your positioning, selling efforts and product offering. Remember the words of Thomas Paine: “What we obtain too cheap we esteem too little; it is dearness only that gives everything its value”.
How to Set and Get the Right Prices - To learn more about this author, visit Jay Lipe's Website.
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