...How to stop customers from fixating on price Nowadays customers have many options and the most important feature of the product is price. On one hand price increases the intensity of competition in markets, but on the other hand it often damages brand equity and erodes profit margins. Moreover, low price develops low expectations, because customers see price as sign of quality. So, to set a price is very meaningful decision. There are some strategies, which will help you to price products. There are several strategies that can stop consumers from fixating prices. First strategy is to use price structure to clarify your advantage. This means that company should focus on value your product or service deliver than to constant price cutting. Tire’s company called “Goodyear” made a good initiative on this step. Firstly, consumers bought only cheapest tires and were unwilling to pay some extra for the innovation that extends tire’s life. Therefore, “Goodyear” solved this problem by adjusting prices to expected lifetime of a tire rather their engineering complexity. By doing so, company highlighted the advantage of their innovations and taught consumer a new to compare offerings. Second strategy is willfully overpricing products to stimulate curiosity. This basically means that if a company is overpricing some products it can lead consumer to think why this products has higher price than a similar one, what features affect the price. This strategy is used by “Apple” company, which...
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...How to stop customers from fixating on price This article aims t tackle the problem that nowadays many customers are paying the most attention to the price when they purchase products or services. The article addresses the problem that most customers prefer the products that have the lowest price even though the value of the product is less compared to other products with higher price. This has caused products or services with higher innovation or value to be left uncompetitive. As a result the author proposed three main ways to price products or services that can mitigate the problems stated above. First is to use price structure to make it call attention to the value of the product or services. In order to do this, companies must revise its pricing structure or the basis that companies price various offerings. The key to do this is to vary price according to what’s most distinctive about the offering rather than makeup of the product or service itself. This will allowed the products get out of head-to-head price competition and allow it to compete on the personal relevance to customers of the value it provides. This strategy has been used by Goodyear company as the company had problem that customers were unwilling to pay a premium for the innovations the company introduced to extend tread life. It solved the problem by pricing its various models on the basis of how many miles they could be expected to last rather than their engineering complexity. This highlighted...
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...Creating a Customer-Centered Organization A Harvard Business Review Insight Center Report sponsored by The HBR Insight Center is an interactive resource that highlights the emerging thinking around today’s most important issues. In this installment of the series, Harvard Business Review focused on how managers are turning their companies into customer-focused organizations. The growing obsession with customer excellence is driven, in part, by technology. Today customers can obtain and exchange more information about the good and bad of their encounters with companies than ever before. That gives companies a great incentive to work harder to make customers happy — before, during, and after their purchases. © 2011 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School. Creating a CustomerCentered Organization A Harvard Business Review Insight Center Report CONTENTS 1 3 5 7 9 11 13 15 17 19 21 23 Create Brand Superfans Matthew Rhoden How Philips Uses Net Promoter Scores to Understand Customers Suhail Khan What Zipcar Can Teach the S&P 500 Stephen Wunker How Fidelity Used Design Thinking to Perfect Its Website Frederick S. Leichter The Coming Point-of-Sale Revolution Grant McCracken Using Mobile Phones to Capture Customer Experiences Emma Macdonald, Hugh Wilson, and Umut Konus How to Play Marco Polo When Setting Prices Rafi Mohammed Beyond Mass Customization B. Joseph Pine II Understand...
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...bonuses or offer stock options or phantom stock, common incentives in an industry heavily dependent on attracting and retaining scarce programming talent. Would you invest in this company} • • • • ONSIDER TWO GROUPS of Steel miiiimills. One group Every day, organizational leaders confront decisions about pay. Should they adjust the company's compensation system to encourage some set of behaviors? Should they retain consultants to help them implement a performance-based pay system? How large a raise should they authorize? ARTWORK BY CRAIG FRAZIER SIX DANGEROUS MYTHS ABOUT PAY In general terms, these kinds of questions come down to four decisions about compensation: • bow mucb to pay employees; • bow mucb emphasis to place on financial compensation as a part of tbe total reward system; • bow mucb empbasis to place on attempting to bold down tbe rate of pay; and • wbether to implement a system of individual incentives to reward differences in performance and productivity and, if so, how much emphasis to place on these incentives. For...
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...(Modern society) to comply the current generation and also a mixture of old world with new world seamlessly, enabling the industry have begun a cultural growth and change and making new forms of culture. Currently the word "Korea" stands for fashionable and stylish in Asia, which is largely due to South Korea's close ties with Western culture, while maintaining Asian values and themes. Korean culture is currently influencing to consumers in Thailand, especially the Korea entertainment is very influential to the young consumer that considered a significant combined with the modern Korean culture to infiltrate in all entertainment media from countries such as Korea fashion, make up, Locations etc. Provide education with an interest in consumer behavior, influencing consumer entertainment from Korea especially to study behavioral imitation of Korea culture from Korea entertainment media among sample of Thai teenager living in Chiangmai area who ever...
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...The World is Flat Thomas L Friedman Kq p K To Matt and Kay and to Ron Kq p K Contents How the World Became Flat One: While I Was Sleeping / 3 Two: The Ten Forces That Flattened the World / 48 Flattener#l. 11/9/89 Flattener #2. 8/9/95 Flattener #3. Work Flow Software Flattener #4. Open-Sourcing Flattener #5. Outsourcing Flattener #6. Offshoring Flattener #7. Supply-Chaining Flattener #8. Insourcing Flattener #9. In-forming Flattener #10. The Steroids Three: The Triple Convergence / 173 Four: The Great Sorting Out / 201 America and the Flat World Five: America and Free Trade / 225 Six: The Untouchables / 237 Seven: The Quiet Crisis / 250 Eight: This Is Not a Test / 276 Developing Countries and the Flat World Nine: The Virgin of Guadalupe / 309 Companies and the Flat World Geopolitics and the Flat World Eleven: The Unflat World / 371 Twelve: The Dell Theory of Conflict Prevention / 414 Conclusion: Imagination Thirteen: 11/9 Versus 9/11 / 441 Acknowledgments I 471 Index I 475 Kq p K :::::How the World Became Flat ::::: ONE While I Was Sleeping Your Highnesses, as Catholic Christians, and princes who love and promote the holy Christian faith, and are enemies of the doctrine of Mahomet, and of all idolatry and heresy, determined to send me, Christopher Columbus, to the above-mentioned countries of India, to see the said princes, people, and territories, and to learn their disposition and the proper method of converting them to our...
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...SECRET LANGUAGE of • HOW LEADERS INSPIRE ACTION THROUGH NARRATIVE The LEADERSHIP STEPHEN DENNING John Wiley & Sons, Inc. More Praise for The Secret Language of Leadership “Out of the morass of strategies leaders are given to transform organizations, Denning plucks a powerful one—storytelling— and shows how and why it works.” —Dorothy Leonard, William J. Abernathy Professor of Business, Emerita, Harvard Business School, and author, Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom “The Secret Language of Leadership shows why narrative intelligence is central to transformational leadership and how to harness its power.” —Carol Pearson, director, James MacGregor Burns Academy of Leadership, University of Maryland, and coauthor, The Hero and the Outlaw “The Secret Language of Leadership is not only the best analysis I have seen of how and why leaders succeed or fail, it’s highly readable, as well as downright practical. It should be mandatory reading for anyone interested in engaging a company with big ideas who understands that leaders live and die by the quality of what they say.” —Richard Stone, story analytics master, i.d.e.a.s “A primary role of leaders is to create and maintain meaning for their organizations. Denning clearly demonstrates that meaningmaking comes from stories well told.” —Thomas Davenport, President’s Distinguished Professor of I.T. and Management, Babson College, and author, The Attention Economy “Steve...
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...Fourth Edition Reframing Organizations Artistry, Choice, and Leadership LEE G. BOLMAN TERRENCE E. DEAL B est- se l l i n g a u t h o rs of LEADING WITH SOUL FOURTH EDITION Reframing Organizations Artistry, Choice, and Leadership Lee G. Bolman • Terrence E. Deal Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-6468600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-7486011, fax 201-748-6008, or online at www.wiley.com/go/permissions. Credits are on page 528. Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read. Limit of Liability/Disclaimer...
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...Dan Brown Deception Point Deception Point by Dan Brown Acknowledgments With warm thanks to Jason Kaufman for his superb guidance and insightful editorial skills; Blythe Brown for her tireless research and creative input; my good friend Jake Elwell at Wieser & Wieser; the National Security Archive; the NASA Public Affairs Office; Stan Planton, who continues to be a source for information on all things; the National Security Agency; glaciologist Martin O. Jeffries; and the superb minds of Brett Trotter, Thomas D. Nadeau, and Jim Barrington. Thanks also to Connie and Dick Brown, the U.S. Intelligence Policy Documentation Project, Suzanne O’Neill, Margie Wachtel, Morey Stettner, Owen King, Alison McKinnell, Mary and Stephen Gorman, Dr. Karl Singer, Dr. Michael I. Latz of Scripps Institute of Oceanography, April at Micron Electronics, Esther Sung, the National Air and Space Museum, Dr. Gene Allmendinger, the incomparable Heide Lange at Sanford J. Greenburger Associates, and John Pike at the Federation of American Scientists. Author’s Note The Delta Force, the National Reconnaissance Office, and the Space Frontier Foundation are real organizations. All technologies described in this novel exist. “If this discovery is confirmed, it will surely be one of the most stunning insights into our universe that science has ever uncovered. Its implications are as far-reaching and awe-inspiring as can be imagined. Even as it promises answers to some of our oldest questions, it poses still...
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...Acknowledgments With warm thanks to Jason Kaufman for his superb guidance and insightful editorial skills; Blythe Brown for her tireless research and creative input; my good friend Jake Elwell at Wieser & Wieser; the National Security Archive; the NASA Public Affairs Office; Stan Planton, who continues to be a source for information on all things; the National Security Agency; glaciologist Martin O. Jeffries; and the superb minds of Brett Trotter, Thomas D. Nadeau, and Jim Barrington. Thanks also to Connie and Dick Brown, the U.S. Intelligence Policy Documentation Project, Suzanne O'Neill, Margie Wachtel, Morey Stettner, Owen King, Alison McKinnell, Mary and Stephen Gorman, Dr. Karl Singer, Dr. Michael I. Latz of Scripps Institute of Oceanography, April at Micron Electronics, Esther Sung, the National Air and Space Museum, Dr. Gene Allmendinger, the incomparable Heide Lange at Sanford J. Greenburger Associates, and John Pike at the Federation of American Scientists. Author's Note The Delta Force, the National Reconnaissance Office, and the Space Frontier Foundation are real organizations. All technologies described in this novel exist. If this discovery is confirmed, it will surely be one of the most stunning insights into our universe that science has ever uncovered. Its implications are as far-reaching and awe-inspiring as can be imagined. Even as it promises answers to some of our oldest questions, it poses still others even more fundamental...
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