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"It is a dichotomy that haunts almost every business on the planet: lose profits or lose customers.
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- There are no commodity markets, just commodity marketing approaches (Moi ici: Recordo o precioso e "eye oppening" livro “How we compete” de Suzanne Berger and the MIT Industrial Performance Center, publicado em Janeiro de 2006:
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Na página 255:“… there are no “sunset” industries condemned to disappear in high wage economies, although there are certainly sunset and condemned strategies, among them building a business on the advantages to be gained by cheap labor” (isto é poesia, é bonito e é real)
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Na página 257:“If they prosper despite competition from foreign companies with very low-paid workers, it is because they bundle into the products they sell other desirable features, like speed, fashion, uniqueness, and image.” (um dia isto há-de ser ensinado nas boutiques de aprendizagem que entretanto terão substituído as universidades). - The foundation of any successful pricing strategy is to price to demand, not to markets.
- The value equation for target consumers is optimized by understanding the ratio of benefits delivered for the price charged.
- Driving meaningful differentiation in your products is what separates you from competitors and what commands pricing premiums.
- Success with these first four principles creates the opportunity to be a market maker that sets prices or commands price premiums, rather than a price taker that merely accepts commodity prices.
FINDING TRUE VALUE
Principle #1: Pricing to demand profit pools within markets, rather than to entire markets, is critical for long-term success.
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Experience has taught us that whenever products and services are priced to broad markets, businesses inevitably leave money on the table. This is because aggregating to the mean - that is, pricing to the average - always means forgoing the potencial to earn a higher profit margin from those specific demand profit pools willing to pay a price premium for benefits currently being "given away"". In effect, the differentiating benefits you worked so hard to add to your offers are now free.
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By comparison, while pricing to those high-profit pools may mean losing some price-conscious customers (who are typically low-profit promotional buyers anyway), that loss - remember our 1 percent number - is more than recouped by pricing at a premium to the high-profit demand." (Moi ici: Sim, o efeito de 1% de variação que Rosiello calculou)
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Continua
