Archives posted in: Pricing
The keynotes and breakouts were top-notch, covering everything from practical application of the Pareto principle to pricing, to harnessing the power of behavioral pricing. However, one of the breakouts that really captured my attention was by Jennifer Swain, the Head of Technology Practice at Fuld+Company.
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Tesla Model 3 sales volume underwhelmed expectations in Mid-April. SpaceX capsule was damaged in weekend engine tests, spewing smoke. How to respond? Elon Musk touted the future of self-driving cars and his strategy for deploying them. If the truth is unpleasant yet you have fan followers, can he simply change the narrative by talking about a brighter future, again?
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Since rebates are accrued and paid to customers later, one could state that all rebates are “retroactive” in that they impact the effective pocket price captured after the invoice is issued, and generally are issued after the invoice is paid. But that is too broad of a definition of “retroactive rebates.”
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Entrepreneurs are generally entering a business landscape with less information, less skills, less resources than an established business. In fact, one should wonder how any entrepreneur can succeed against large, entrenched corporations they’re forced to share the market with.
More 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?
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.
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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