مسائل مربوط به قیمت گذاری در بازاریابی صنعتی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|22876||2005||4 صفحه PDF||سفارش دهید||2600 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Industrial Marketing Management, Volume 34, Issue 2, February 2005, Pages 111–114
Developing an effective pricing strategy today is becoming a difficult task for industrial marketing managers. The failure of firms to totally understand the implications of their pricing decisions often leads to missed opportunities and eventually lowers profits. Price setting and implementation are multidimensional processes affecting customers, products, cost recovery efforts, produce margin levels, customer retention, market share, and domestic and international sales. This issue of Industrial Marketing Management provides some insights into the complexities of this process for managers by examining pricing on several levels, including the organizational influences on industrial pricing, the factors affecting international pricing, the importance of pricing in controlling supply chain costs, the influence of information on pricing decisions, the degree to which the Internet and reverse auctions are affecting customer relationships with their suppliers, and the importance of developing a strategic pricing plan.
Industrial marketing is a field that is challenging and complex. To be successful, a company and its management group must have a comprehensive understanding of what the challenges are and have a well thought out strategy to take advantage of them. The challenges are numerous and include the development and introduction of new products, controlling costs, competitive analysis, responding to competitor market strategies, prospecting for new customers and new market segments, developing long-term relationships with current customers, building, quality, building value and service into the company's product portfolio, and pricing. All of these challenges require that a firm take a strategic view of each area and develop the appropriate plan and implementation program for each one. Unfortunately, one of the areas is often overlooked when it comes to planning and implementation, and that is pricing. The reason for this is that “…price is often the centerpiece of strained relations with a customer; the weapon competitors are using to steal market share; and the source of conflicts within the company as those with the spreadsheets, pro forma income statements,…” (Dolan & Simon, 1996, p. ix) and the lack of accurate cost information in the setting of prices. Industry managers continually complain that pricing is a headache and not an opportunity for increasing profits. Many firms have “thrown in the towel” on pricing. They blame this on the fact that they “determine (their) costs” but are forced to take their industry margins. They also complain that they have no control over prices since “the market sets the price and (they) have to figure out how to cope with it.” (Dolan & Simon, 1996, p. ix). What are industrial business managers to do to view the price setting process as an opportunity? What is the cause of this frustration in pricing? What are some of the organizational obstacles to setting prices in firms? What are the price setting opportunities firms can take advantage of in the management of their supply chains? How can the departmental conflicts over pricing in industrial firms be overcome? What are the challenges industrial firms must deal with in international pricing? What role does the Internet play in the price setting? Also, what are the impacts of reverse auctions on industrial price setting, and what impact are they having on maintaining customer relationships? Of course, it is not easy to provide simple answers to these questions, but in this issue of Industrial Marketing Management, the authors provide some insights into the challenges and opportunities facing industrial pricing managers in the future. They include: (1) Viewing the supply chain as an opportunity to reduce costs and improve product profit margins through more effective pricing. (2) A better understanding of the intraorganizational influences on industrial pricing strategies. (3) The recognition of how to better manage the influence of internal and external determinants on international pricing strategies. (4) An understanding of how the Internet influences the flow of information between vendors and their customers and the effect it has on pricing. (5) An understanding of how reverse Internet auctions affect pricing in the management of customer relationships. (6) The need for the development of a strategic pricing plan to coordinate price setting, tactics, and policy with an effective implementation program.
نتیجه گیری انگلیسی
There is a real need for “…managers today to view pricing and price setting as a strategic process and not as a series of quick “knee-jerk” decisions. A short-term perspective of pricing only results in lower sales volumes, lost customers, lower market share, and decreased profits” (Lancioni, 2005). Putting a plan in place will take time because it requires a culture change in industrial firms, but once it is initiated, the long-term benefits will be substantial.