《工商管理专业英语》课件-工商管理专业英语unit-16

BusinessSchoolofNankaiUniversityGlossaryoriented:adj.

以...为方向[目的]的,面向的statusquo:n.Theexistingconditionorstateofaffairs.现状现存情况或事态maximization:n.

最大值化,极大值化elasticity:n.

Theconditionorpropertyofbeingelastic;flexibility.弹性有弹性的状态或性质；弹性alternation:n.

Successivechangefromonethingorstatetoanotherandbackagain.交替从一种事物或状态变为另一种事物或状态并再变回来的一系列变化skimming:n.

Toremovefloatingmatterfrom(aliquid).撇去把飘浮的物质从（液体）上移走penetration:n.Theactorprocessofpiercingorpenetratingsomething,渗透穿透或渗透的行为或过程neoprene:n.

Asyntheticrubberproducedbypolymerizationofchloropreneandusedinweather-resistantproducts,adhesives,shoesoles,paints,androcketfuels.氯丁橡胶由氯丁橡胶聚合而生产的合成橡胶，用于抗风化产品、粘胶鞋底、涂料和火箭燃料scuba:n.Aportableapparatuscontainingcompressedairandusedforbreathingunderwater.自携式水下呼吸器包括压缩空气和在水下用于呼吸的便携式仪器BusinessSchoolofNankaiUniversityGlossarydeterioration:n.

恶化;变坏;退化clot:n.

Athick,viscous,orcoagulatedmassorlump,asofblood.凝块稠的、粘的或凝结的团或块，如血液的凝块breakthrough:n.

Amajorachievementorsuccessthatpermitsfurtherprogress,asintechnology.重大成就允许进一步发展的主要成就或成功，如在技术上attainable:adj.

可达到的;可得到的tacitly:adv.

肃静地,沉默地hairstylist:n.发式专家,发式师spectrum:n.

Abroadsequenceorrangeofrelatedqualities,ideas,oractivities:系列，范围，幅度相关质量、概念或活动的广大范围：price-sensitivemarket:价格不稳定的市场materialize:v.

Toassumematerialoreffectiveform:实质化；具体化具备物质的或实际的形式：gradually:adj.Advancingorprogressingbyregularorcontinuousdegrees:逐级地，逐步地规则地或连续地发展或前进的：prestige:n.

Widelyrecognizedprominence,distinction,orimportance:有影响的得到广泛承认的卓越，非凡，或重要：prestigious:adj.Havingprestige;esteemed.有威望的；受尊敬的BusinessSchoolofNankaiUniversityKeyTermsandConceptsPricestrategy:(价格策略)Abasic,long-termpricingframework,whichestablishestheinitialpriceforaproductandtheintendeddirectionforpricemovementsovertheproductlifecycle.Priceskimming:(撇脂定价)Apricingpolicywherebyafirmchargesahighintroductoryprice,oftencoupledwithheavypromotion.Penetrationpricing:(渗透定价)Apricingpolicywherebyafirmchargesarelativelylowpriceforaproductinitiallyasawaytoreachthemassmarket.Baseprice:(基础价格)Thegeneralpricelevelatwhichthecompanyexpectstosellthegoodorservice.BusinessSchoolofNankaiUniversityTextPriceisoneofthemostimportantmarketingvariablesinthemarketingmix.Generallyspeaking,settingtherightpriceonaproductisafour-stepprocess(seeexhibitbelow):Establishpricinggoals.EstimateDemand,Costs,andProfitsChooseapriceStrategytohelpdetermineabaseprice.Finetunethebasepricewithpricingtactics.BusinessSchoolofNankaiUniversityTextEstablishpricinggoals.EstimateDemand,Costs,andProfits.ChooseapriceStrategytohelpdetermineabaseprice.Fine-tunethebasewithpricingtactics.Resultsleadtotherightprice.Exhibit.1.StepsinSettingtheRightPriceonaProductBusinessSchoolofNankaiUniversityTextThesefourstepsarediscussednext.Thefirststepinsettingtherightpriceistoestablishpricinggoals.Generallyspeaking,thepricingobjectivesfallintothreecategories:profitoriented,salesoriented,andstatusquo.Thesegoalsarederivedfromthefirm’soverallobjectives.Agoodunderstandingofthemarketplaceandoftheconsumercansometimestellamanagerveryquicklywhetheragoalisrealistic.Forexample,iffirmA’sobjectiveofa20percenttargetreturnoninvestment(ROI),anditsproductdevelopmentandimplementationcostsare$5million,themarketmustberatherlargeormustsupportthepricerequiredtoearna20percentROI.AssumethatcompanyBhasapricingobjectivethatallnewproductsmustreachatleast15percentmarketsharewithinthreeyearsaftertheirintroduction.Athoroughstudyoftheenvironmentmayconvincethemarketingmanagerthatthecompetitionistoostrongandthemarketsharegoalcan'tbemet.

BusinessSchoolofNankaiUniversityTextAllpricingobjectiveshavetrade-offsthatmanagersmustweigh.Aprofitmaximizationobjectivemayrequireabiggerinitialinvestmentthanthefirmcancommitorwantstocommit.Reachingthedesiredmarketshareoftenmeanssacrificingshort-termprofit,becausewithoutcarefulmanagement,long-termprofitgoalsmaynotbemet.Meetingthecompetitionistheeasiestpricinggoaltoimplement.However,canmanagersreallyaffordtoignoredemandandcosts,thelifecyclestage,andotherconsiderations?Whencreatingpricingobjectives,managersmustconsiderthesetrade-offsinlightofthetargetcustomerandtheenvironment.BusinessSchoolofNankaiUniversityTextEstimateDemand,Costs,andProfitsTheoretically,totalrevenueisafunctionofpriceandquantitydemandedandthatquantitydemandeddependsonelasticity.Afterestablishingpricinggoals,managersshouldestimatetotalrevenueatavarietyofprices.Next,theyshoulddeterminecorrespondingcostsforeachprice.Theyarethenreadytoestimatehowmuchprofit,ifany,andhowuhmarketsharecanbeearnedateachpossibleprice.Thesedatebecometheheartofthedevelopingpricepolicy.Managerscanstudytheoptionsinlightofrevenues,costs,andprofits.Inturn,thisinformationcabhelpdeterminewhichpricecanbestmeetthefirm’spricinggoals.BusinessSchoolofNankaiUniversityTextChooseapriceStrategyThebasic,long-termpricingframeworkforagoodorserviceshouldbealogicalextensionofthepricingobjectives.Themarketingmanager’schosenpricestrategydefinestheinitialpriceandgivesdirectionforpricemovementsovertheproductlifecycle.Thepricestrategysetsacompetitivepriceinaspecificmarketsegment,basedonawell-definedpositioningstrategy.Changingapricelevelformpremiumtosuperpremium,mayrequireachangeintheproductitself,thetargetcustomersserved,thepromotionalstrategy,orthedistributionchannels.Thus,changingapricestrategycanrequiredramaticalternationsinthemarketingmix.Acarmakercannotsuccessfullycompeteinthesuperpremiumcategoryifthecarlooksanddriveslikeaneconomycar.BusinessSchoolofNankaiUniversityTextAcompany'sfreedominpricinganewproductanddevisingapricestrategydependsonthemarketconditionsandotherelementsofthemarketingmix.Ifafirmlaunchesanewitemresemblingseveralothersalreadyonthemarkets,itspricingfreedomwillberestricted.Tosucceed,thecompanywillprobablyhavetochargeapriceclosetotheaveragemarketprice.Incontrast,afirmthatintroducesatotallynewproductwithnoclosesubstituteswillhaveconsiderablepricingfreedom.Thethreebasicstrategiesforsettingapriceonagoodorservicearepriceskimming,penetrationpricing,andstatusquopricing.Adiscussionofeachtypefollows.BusinessSchoolofNankaiUniversityTextPriceSkimmingPriceskimmingissometimescalleda“market-plus”approachtopricing,becauseitdenotesahighpricerelativetothepricesofcompetingproducts,RadiusCorporationproducesuniqueoval-headedtoothbrushesmadeofblackneoprenethatlooklikeascuba-divingaccessory.Radiususesaskimmingpolicy,pricingthetoothbrushesat$9.95,comparedtoaround$2.00foraregulartoothbrush.Thetermpriceskimmingisderivedformthephrase“skimmingthecreamoffthetop.”Companiesoftenusethisstrategyfornewproductswhentheproductisperceivedbythetargetmarketashavinguniqueadvantages.Forexample,Caterpillarsetspremiumpricesonitsconstructionequipmenttosupportandcaptureitshighperceivedvalue.GenzymeCorporationintroducedCeredaseasthefirsteffectivetreatmentforGaucher;sdisease.Thepillallowspatientstoavoidyearsofpainfulphysicaldeteriorationandleadnormallives,Ayear’ssupplyforonepatientcanexceed$300,000.

BusinessSchoolofNankaiUniversityTextAsaproductprogressesthroughitslifecycle,thefirmmayloweritspricetosuccessfullyreachlargermarketsegments.Economistshavedescribedthistypeofpricingas“slidingdownthedemandcurve.”Notallcompaniesslidedownthecurve.Genentech'sTPA,adrugthatclearsbloodclots,wasstillpricedat$2,200adosefouryearsafteritsintroduction,despitecompetitionfromamuchlowerpricedcompetitor.Priceskimmingworksbestwhenthemarketiswillingtobuytheproducteventhoughitcarriesanabove-averageprice.If,forexample,somepurchasingagentsfeelthatCaterpillarequipmentisfarsuperiortocompetitors'products,thencaterpillarcanchargepremiumpricessuccessfully.Firmscanalsoeffectivelyusepriceskimmingwhenaproductiswellprotectedlegally,whenitrepresentsatechnologicalbreakthrough,orwhenithasinsomeotherwayblockedentrytocompetitors.Managersmayfollowaskimmingstrategywhenproductioncannotbeexpandedrapidlybecauseoftechnologicaldifficulties,shortages,orconstraintsimposedbytheskillandtimerequiredtoproduceaproduct.Aslongasdemandisgreaterthansupply,skimmingisanattainablestrategy.BusinessSchoolofNankaiUniversityTextAsuccessfulskimmingstrategyenablesmanagementtorecoveritsproductdevelopmentor"educational"costsquickly.(Often,consumersmustbe"taught"theadvantagesofaradicallynewitem,suchashigh-definitionTV.)Evenifthemarketperceivesanintroductorypriceastoohigh,managerscaneasilycorrecttheproblembyloweringtheprice.Firmsoftenfeelitisbettertotestthemarketatahighpriceandthenlowerthepriceifsalesaretooslow.Theyare

tacitlysaying,"Ifthereareanypremium-pricebuyersinthemarket,let'sreachthemfirstandmaximizeourrevenueperunit."Successfulskimmingstrategiesarenotlimitedtoproducts.Well-knownathletes,entertainers,lawyers,andhairstylistsareexpertsatpriceskimming.Naturally,askimmingstrategywillencouragecompetitorstoenterthemarket.BusinessSchoolofNankaiUniversityTextPenetrationPricingPenetrationpricingisattheendofthespectrum,oppositeskimming.Penetrationpricingmeanschargingarelativelylowpriceforaproductasawaytoreachthemassmarket.Thelowpriceisdesignedtocapturealargeshareofasubstantialmarket,resultinginlowerproductioncosts.Ifamarketingmanagerhasmadeobtainingalargemarketsharethefirm'spricingobjective,penetrationpricingisalogicalchoice.Penetrationpricingdoesmeanlowerprofitperunit,however.Therefore,toreachthebreak-evenpoint,itrequireshighervolumesalesthanwouldaskimmingpolicy.Ifreachingahighvolumeofsalestakesalongtime,thentherecoveryofproductdevelopmentcostswillalsobeslow.Asyoumightexpect,penetrationpricingtendstodiscouragecompetition.BusinessSchoolofNankaiUniversityTextApenetrationstrategytendstobeeffectiveinaprice-sensitivemarket.Priceshoulddeclinemorerapidlywhendemandiselastic,becausethemarketcanbeexpandedthroughalowerprice.Also,pricesensitivityandgreatercompetitivepressureshouldleadrelativelyslowdeclineinthepricelater.SouthwestAirlines'successisbasedonpenetrationpricing.ByflyingonlytheBoeing737,itrealizesefficienciesinstockingpartsandtrainingpilotsandmechanics.Italsosavesbyavoidingacostlycomputerreservationsystem,suchasApolloorSABRE,andbynotservingmeals.Southwesthasacostperseatmileof7.0¢—thelowestintheindustry.CostsperseatmileforothermajorcarriersareUSAir,10.8¢;United,9.6¢;Delta,9.4¢;Northwest,9.1¢;andAmerican,8.9¢.BusinessSchoolofNankaiUniversityTextIfafirmhasafixedcoststructureandeachsaleprovidesalargecontributiontothosefixedcosts,penetrationpricingcanboostsalesandprovidelargeincreasestoprofits—butonlyifthemarketsizegrowsorifcompetitorschoosenottorespond.Lowpricescandrawadditionalbuyerstoenterthemarket.Theincreasedsalescanjustifyproductionexpansionortheadoptionofnewtechnologies,bothofwhichcanreducecosts.And,iffirmshaveexcesscapacity,evenlow-pricedbusinesscanprovideincrementaldollarstowardfixedcosts.Penetrationpricingcanalsobeeffectiveifalargeexperiencecurvewillcausecostsperunittodropsignificantly.Theexperiencecurveproposesthatper-unitcostswillgodownasafirm'sproductionexperienceincreases.Onaverage,foreachdoublingofproduction,afirmcanexpectper-unitcoststodeclinebyroughly20percent.Costdeclinescanbesignificantintheearlystagesofproduction.Manufacturerswhofailtotakeadvantageoftheseeffectswillfindthemselvesatacompetitivecostdisadvantagerelativetootherswhoarefurtheralongthecurve.BusinessSchoolofNankaiUniversityTextThebigadvantageofpenetrationpricingisthatittypicallydiscouragesorblockscompetitionfromenteringamarket.Thedisadvantageisthatpenetrationmeansgearingupmassproductiontosellalargevolumeatalowprice.Whatifthevolumefailstomaterialize?Thecompanyisfacedwithhugelossesfrombuildingorconvertingafactorytothefailedproduct.Skimming,incontrast,letsafirm"stickitstoeinthewater"andseeifthelimiteddemandexistsatthehighprice.Ifnot,thefirmcansimplylowertheprice.Skimmingletsacompanystartoutwithasmallproductionfacilityandexpanditgraduallyaspricefallsanddemandincreases.BusinessSchoolofNankaiUniversityTextAnotherproblemwithpenetrationpricingiswhenaprestigebrandmovestopenetrationpricingtogainmarketshareandfails.WhenOmegawatches—onceabrandmoreprestigiousthanRolex—wastryingtoimprovemarketshare,itadoptedapenetrationpricingstrategythatsucceededindestroyingthewatch'sbrandimagebyfloodingthemarketwithlower-pricedproducts.Omeganevergainedsufficientshareonthelowerprice/lowerimagecompetitorstojustifydestroyingitsbrandimageandhigh-pricedpositionwithupscalebuyers.Similarout-comeswereexperiencedbytheCandillacCimarronandLacosteclothing.Sometimesmarketersuseunusual