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TimJ.SmithPricingStrategy:SettingPriceLevels,ManagingPriceDiscounts,&EstablishingPriceStructuresPowerPointbyTimJ.Smith,PhDManagingPrincipal,WiglafPricingAdjunctProfessorofMarketing&Economics,DePaulUniversity?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.Chapter6PriceSegmentationHowCustomerDifferencesCanLeadtoPriceDifferences?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.AgendaWhatispricesegmentation?Whendoespricesegmentationwork?Ispricesegmentationagoodorbad?Howdosegmentationhedgesenableafirmtoprice-segmentthemarket?Howshouldanexecutivedesignapricesegmentationpolicy?StretchQuestion:Ifafirmprice-segmentsthemarket,whatistheoptimalsetofpricesandmarketsharesforthedifferentpricesegments??2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.PriceSegmentationPricingthesameorsimilarproductsdifferentlyfordifferentcustomersegments.DifferentcustomersvalueproductsdifferentlyThisdiversityisaformofmarketheterogeneity.Whenwearedescribingdifferencesbetweenindividualsintheirwillingnesstopay,wearedescribingaformofheterogeneityindemand.?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.GoalofPriceSegmentationAlignpricestodemandheterogeneityinanefforttoextractagreaterportionoftheconsumersurplusfromthemarketintheformofprofits.Alignpricestofactorsthatdrive(orundermine)valueforcustomerscanbeusedtocreateapricesegmentationpolicyinthatthefirmautomaticallychargesmore(orless)whenandwheretheproductdeliversmore(orless)utility.Alignpricestocostfactorstodiscourageprofit-destructivebehaviors.?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.LimitedTransferabilityPriceSegmentationrequireslimitedtransferabilityoftheproductorserviceOncesoldtoacustomer,thatcustomershouldfinditdifficulttoresellittoanothercustomer.?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.ResultsofPriceSegmentationItcanimprovethefirm’sprofits.Itcanimprovethenumberofcustomersservedbyactuallyloweringthemarketentrypriceforsomecustomers.QuantityPriceDemandRevenueP*Q*ProfitContributionVariableCostsQuantityPriceDemandPLQLProfitContributionsVariableCostsPHQH?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.1st,2nd,&3rdDegree

PriceDiscriminationPerfectpricediscrimination,orfirst-degreepricediscrimination,ischargingeverycustomeratthepricethatmatchestheirwillingnesstopay.Second-degreepricediscriminationischargingdifferentcustomersdifferentpricesaccordingtothequantitypurchased.Third-degreepricediscriminationischargingdifferentmarketsormarketsegmentsdifferentprices.?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.Complete,Direct,andIndirectPriceSegmentationCompletepricediscriminationrequirescompleteinformationofallcustomers’willingnesstopayinallsituations,afeatthatislikelytocostmoretoachievethanwouldberewardedthroughprofitincreases.Directsegmentationdefinespricevariancesbaseduponspecificattributesofthecustomer,suchasage,gender,orlocationIndirectsegmentationdefinespricevariancesbaseduponaproxythatcorrelatestocustomersegmentationbasedonwillingnesstopay?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.StrategicorTacticalTacticalpricesegmentationapproachesarethosethatareusedtocapturemarginalandsometimesevenspecificcustomersinuniquesituationsStrategicpricesegmentationapproachesarethoseinwhichthedefinitionofthepricestructureitselfenablesdifferentcustomerstopaydifferentprice?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.SegmentationHedgesSegmenthedgesarebarriersthatpreventcustomerswhoarewillingtopayahigherpricefrompayingalowerpriceIfthesegmentationhedgeactsasasieveratherthanabarrier,itcanactuallydamageprofitsRequirementsCorrelate

withcustomers’perceptionofvalueMinimalinformation

neededforimplementation,Enforceability,Culturalacceptability.?2012CengageLearning.AllRightsReserved.Maynotbescanned,copiedorduplicated,orpostedtoapubliclyaccessiblewebsite,inwholeorinpart.SummaryPricesegmentationischargingdifferentpricestodifferentcustomersorgroupsofcustomers.Willingnesstopayvariesbetweenindividualcustomers.Thisheterogeneityinwillingnesstopaycreatestheopportunityforfirmstoimproveprofitabilitythroughpricesegmentation.Inadditiontoheterogeneityinwillingnesstopay,pricesegmentationstrategiesrequirethatproductssoldtoonesegmentofthemarkethavelimitedtransferabilitytoanothersegmentinthemarket.Pricesegmentationimprovesprof

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