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I know Elon Musk is a Silicon Valley type person, but is he being rational with distribution and price? Tesla announced in late February a plan to end all physical dealerships and move to an online-only distribution. Their justification: to reduce vehicle price to the mythical $35,000. Is this smart?
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What can a CPG control and what must be taken as a “given” from the market? Which price should a CPG use as its benchmark for comparing different channels and retailers? Which price points should a CPG attempt to manage?
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For years advertisers and advertising agencies have relied on Q. When investing huge sums of money on campaigns using pitch people, the Q factor is crucial in the selection process.
More Netflix is raising its prices from $8 to $9 for its “good” version that allows for streaming to one device at a time and from $11 to $13 for its “better” version that allows for streaming to two devices at a time. They justify it to customers by claiming it is for the development of better content (good PR plan).
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Between the highest- and the lowest-priced products, other products will be positioned. A plethora of product positions in price and benefits should be considered the norm as an industry moves from introduction, through growth, and into maturity.
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One thing is for sure, it’s virtually impossible to predict the stock market. In many ways, the stock market might be compared to a day at the racetrack. Predicting today or tomorrow’s winners is virtually impossible. What we can do very well is explain why something happened after it happened.
More MoviePass pays theatres for each visit by a patron. Simply, it’s poor thinking on MoviePass’s part. Pricing Strategy, Chapters 12 and 13 would have told them this was poor thinking. Too caught up in Lemming Thinking on e-subscription services.
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As of November 27, 2018, the Supreme Court is determining whether a group of consumers have standing to sue Apple Inc. over the way they manage iPhone apps (1). The probability of this suit being adjudicated by the Supreme Court is definitely non-zero.
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In its more recent years, GE’s success has stemmed from its ability to buy, run and sell profitable companies. Its success formula partially stems from its famous product portfolio analysis matrix, called the GE Matrix or the GE McKinsey matrix.
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In order for any pricing improvement project to deliver its potential value, price governance and pricing culture must intersect. Some may want to dismiss this as “too much to take on,” but the results of addressing fundamental questions from both sectors creates the difference between the companies that slog-along and those that thrive.
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