List at Least Three Pricing Strategies, and Give an Example
List at least three pricing strategies, and give an example of a company using each.
You Make the Call-Situation 1 Steve Jones is the 35-year-old owner of a highly competitive small business that supplies temporary office help. Like most businesspeople, he is always looking for ways to increase profit. However, the nature of his competition makes it very difficult to raise prices for the temps' services, while reducing their wages makes recruiting difficult. Jones has, nevertheless, found an area-bad debts-in which improvement should increase profits. A friend and business consultant met with Jones to advise him on credit management policies. Jones was pleased to get this friend's advice, as bad debts were costing him about 2 percent of sales. Currently, Jones has no system for managing credit.
You Make the Call-Situation 2 Tom Anderson started his records storage business in the New York metropolitan area in 1991. His differentiation strategy was to offer competitive prices while providing state-of-the-art technology, easy access to his warehouse, and, of course, great service. After opening the business, Anderson learned that most potential customers had already signed long-term storage contracts with competitors. These contracts included a removal fee for each box permanently removed from the storage company's warehouse, making it difficult for customers to consider switching. Anderson believes that the survival of his company hinges on his view of what the essence of his business is. In other words, is he operating a storage company or a real estate business? He is convinced that he must answer this question before making any decision regarding pricing strategy.
You Make the Call-Situation 3 Paul Bowlin owns and operates a tree removal, pruning, and spraying business in a large metropolitan area with a population of approximately 200,000. The business started in 1975 and has grown to the point where Bowlin uses one and sometimes two crews, with four or five employees on each crew. Pricing has always been an important tool in gaining business, but Bowlin realizes that there are ways to entice customers other than quoting the lowest price. For example, he provides careful cleanup of branches and leaves, takes out stumps below ground level, and waits until a customer is completely satisfied before taking payment. At the same time, he realizes his bids for tree removal jobs must cover his costs. In this industry, Bowlin faces intense price competition from operators with more sophisticated wood-processing equipment, such as chip grinders. Therefore, he is always open to suggestions about pricing strategy.