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INITIATING PRICE CUTS: Companies often face situations where they may need to cut or raise prices. Several situations may lead a firm to cut prices. One reason is excess plant capacity: In this case, the firm needs additional business and cannot generate it through increased sales effort, product improvement, or other measures. It may resort to aggressive pricing, but in initiating a price cut, the company may trigger a price war. Companies sometimes initiate price cuts in a drive to dominate the market through lower costs. Either the company starts with lower costs than its competitors or it initiates price cuts in the hope of gaining market share and lower costs. A price-cutting strategy involves possible traps: Low- quality trap: Consumers will assume that the quality is low. Fragile-market-share trap: A low price buys market share but not market loyalty. The same customers will shift to any lower-priced firm that comes along. Shallow-pockets trap: The higher-priced competitors may cut their prices and may have longer staying power because of deeper cash reserves.
INITIATING PRICE INCREASES: Another situation leading to price changes is falling market share in the face of strong price competition. A company may also cut prices in a drive to dominate the market through lower costs. Either the company starts with lower costs than its competitors, or it cuts prices in the hope of gaining market share that will further cut costs through larger volume. The main advantage of raising the prices is that it immediately raises the profits. The companies increase prices in case of: a) Escalating operational costs and overheads b) Anticipatory pricing when they feel there would be further inflation or change in government rules. c) The multiplexes charge a higher price when a hyped movie is released or a movie is considered to be super hit.
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A major circumstance provoking price increases is cost inflation. Rising costs unmatched by productivity gains squeeze profit margins and lead companies to regular rounds of price increases. Companies often raise their prices by more than the cost increase, in anticipation of further inflation or government price controls, in a practice called anticipatory pricing. Another factor leading to price increases is over-demand. When a company cannot supply all of its customers, it can raise its prices, ration suppliers to customers, or both. The price can be increased in the following ways. Each has a different impact on buyers.
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2) Competitors Reactions: A firm thinking of price change has to consider about the reactions of its competitors. The extent of reaction will be higher if the product offers are homogeneous in nature, the numbers of companies are few or the cognitive level of buyers is very high.
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Market leaders often face aggressive price cutting by smaller firms trying to build market share. When the attacking firms product is comparable to the leaders, its lower price will cut into the leaders share. The leader at this point has several options: 1) Maintain price: The leader maintain its price and profit margin, believing that: a) It would lose too much profit if it reduced its price. b) It would not lose too much market share. c) It could regain market share when necessary. 2) Raise perceived quality: The leader could maintain price but strengthen the value of its offer. It could improve its product, services, and communications. It could stress the relative quality of its product over that of the low-price competitors. 3) Reduce Price: The leader might drop its price to the competitors price. When it believes a) Its cost fall with volume. b) It would lose market share because the market is price sensitive. c) It would be hard to rebuild market share one its lost. 4) Increase price and improve quality: The leader might raise, its price and introduce new brands to market the attacking brand. 5) Launch low-price fighter line: One of the best responses is to add lower-price items to the line or to create a separate lower-price brand. This is necessary if the particular market segment being lost is price sensitive. The best response varies with situation. The company under attack has to consider: o o o o o o The products stage in the life cycle, Its importance in the companys product portfolio, The competitors intentions and resources, The market price and quality sensitivity, The behavior of costs with volume, and The companys alternative opportunities.
6) Planning ahead for price changes cuts down reaction time. Below figure shows the ways a company might assess and respond to a competitors price cut. e) It could reduce its price to match the competitors price. It may decide the market is price sensitive and that it would lose too much market share to the lower-price competitor. f) The company could maintain its price but raise the perceived value of its offer. It could improve communications, stressing the relative quality of its product over that of the lower-price competitor. g) The company might improve quality and increase price, moving its brand into a higher-price position. Marketing Management -5-
h) The company might launch a low-price fighting brand by adding a lower-price item to the line or creating a separate lower-price brand. This is necessary if the particular market segment being lost is price sensitive and will not respond to arguments of higher quality.
Summary:When a firm considers initiating a price change, it must consider customers' and competitors' reactions. There are different implications to initiating price cuts and initiating price increases. Buyer reactions to price changes are influenced by the meaning customers see in the price change. Competitors' reactions flow from a set reaction policy or a fresh analysis of each situation. There are also many factors to consider in responding to a competitors price changes. The company that faces a price change initiated by a competitor must try to understand the competitor's intent as well as the likely duration and impact of the change. If a swift reaction is desirable, the firm should preplan its reactions to different possible price actions by competitors. When facing a competitor's price change, the company might sit tight, reduce its own price, raise perceived quality, improve quality and raise price, or launch a fighting brand.
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