Archives tagged: LinkedIn
Online Grocer Pricing Thrive Market requires a $60 annual fee and offers free shipping for orders over $49. Public Goods requires a…
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Traditionally, pricing is considered one of the Four Ps of Marketing, along with product, promotion, and place. But thinking about pricing as simply a subset of marketing is a mistake.
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Trump has an ultra-loyal 35-40% of the electorate who will follow him anywhere. On the other hand, the anti-Trumpers have an equal or greater percentage of the population that feels exactly the opposite.
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Remember, pricing professionals come from a wide variety of backgrounds and the skills needed to be successful can be acquired in many related functions and departments. Just because you don’t have the word pricing in your current title does not mean you are not qualified!
More The Federal Aviation Administration is contemplating an $8 increase on domestic round-trip ticketing fees. In response, Delta Air Lines Inc. claims that for every $1 increase in facility charges, passenger demand declines by more than 1%. That would imply a primary demand elasticity of about three. Seems right. So, an $8 facilities charge increase would decrease flight travel by 8%.
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Not all products however enjoy the ‘soap & detergent’ kind of stability. Phones in 1990s were used for calling and today calling is one of the many functions of a phone. Cars back then were mechanical marvels and now they’re practically computers on wheels. In case of software and applications, the product life-cycle graph is even thinner and very well summed up in a comment by Reid Hoffman (Linkedin Cofounder): “If you are not embarrassed by the first version of your product, you’ve launched too late.”
More Innovation is clearly on many corporate agendas. And it is not surprising. Companies don’t grow by cost cutting alone. They grow through innovation. But how? And what are the implications of this innovation driven agenda?
More GE has long been known as a process firm, but what processes do they use when it comes to pricing? What do pricing initiatives look like at GE Oil & Gas Subsea Systems? Who contributes to those pricing decisions? How does the pricing function fit within the larger organization? What pricing decisions does the pricing function directly engage? What techniques and tools have been found useful for pricing at GE Oil & Gas Subsea Systems? And are there any external resources that they have found particularly useful?
More We’ve explored what decoy pricing is and how to recognize it, now let’s get into how to do it profitably.
More How can counterintuitive pricing and bundling help make ear additional profit? Take a look at some successful tactical moves that accomplish just that.
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