Ke 5-Strategi Penetapan Harga Utk Jasa

7/30/2019 Ke 5-Strategi Penetapan Harga Utk Jasa

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DOSEN:IMANUDDIN HASBI, ST., MM

MANAJEMEN HARGA

DAN PENDAPATAN

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WHAT MAKES SERVICE PRICING STRATEGY

DIFFERENT (AND DIFFICULT)?

No ownership of services--hard for firms to calculate financial costs ofcreating an intangible performance

Higher Ratio of Fixed Costs to Variable Costservice business with highfixed costs include those with an expensive physical facility (e.g., a hotel, ahospital, a university, or a theater), or a fleet of vehicles (e.g., an airline, a buscompany, or a trucking company), or a network dependent on company-

owned infrastructure (e.g., a telecommunications company, an Internetprovider, a railroad, r a gas pipeline).

Variability of Both inputs and outputs--how can firms define a unit ofservice and establish basis for pricing?

Many services hard for customers to evaluate--what are they getting inreturn for their money?

Importance of time factor--same service may have more value to customerswhen delivered faster

Delivery through physical or electronic channels--may create differences inperceived value

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ETHICAL CONCERNS

Exploting Customer Ignorance

Complexity and Unfairness

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Types of Costs

Total CostsSum of the Fixed and Variable Costs for a Given

Level of Production

Fixed Costs(Overhead)

Costs that dontvary with sales or

production levels.

Executive SalariesRent

Variable Costs

Costs that do varydirectly with the

level of production.

Raw materials

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IDENTIFYING USER OUTLAYS

Financial Outlays

Price of purchasing serviceOther Financial Expenses: expenses associated with search,

purchase activity, usage

Nonfinancial Outlays

Time expenditures (e.g., wasting time, waiting time) Physical Effort (e.g., fatigue, discomfort, occasionally even injury) Psychological burdens (negative feeling, e.g., mental effort, feelings) Sensory burdens (unpleasant sensations affecting any of the five

senses)

Customer expenditures on service comprise bothfinancial and non-financial outlays

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DETERMININGTHE TOTAL COSTSOFA SERVICE

TOTHE CONSUMER(FIG. 8.2)

Price

Related MonetaryCosts

Time CostsPhysical Costs

PsychologicalCosts

Sensory Costs

Necessaryfollow-up

Problem

solving

Operating Costs

IncidentalExpenses

Purchase andUse Costs

Search Costs

After Costs

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PriceHigh Medium Low

High

LowProdu

ctQuality

Med

PremiumValue

MediumValue

Economy

Overcharging

Rip-OffFalse

Economy

HighValue

SuperValue

Good-Value

PRICE - QUALITY STRATEGIES

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TRADINGOFF MONETARYAND NON-

MONETARY COSTS

Which clinic would you patronize if you needed a chestx-ray (assuming all three clinics offer good quality) ?

Price $85

Located 15 minaway by car ortransit

Next availableappointment is in 1week

Hours: Monday Friday, 8am 10pm

Estimated wait atclinic is about 30 -45 minutes

Clinic B

Price $125

Located next toyour office orcollege

Next appointmentis in 1 day

Hours: Mo Sat,

8am 10pm By appointment -

estimated wait atclinic is about 0 to15 minutes

Clinic CClinic A

Price $45

Located 1 hour awayby car or transit

Next availableappointment is in 3weeks

Hours: Monday

Friday, 9am 5pm Estimated wait at

clinic is about 2hours

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UNDERSTANDING NET VALUE

The sum of all perceived benefits(gross value) minus the sum of all

perceived outlays

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Perceived

Benefits

Time

eEffort

NET VALUE = (BENEFITS OUTLAYS)(FIG. 8.3)

PerceivedOutlays

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ENHANCING GROSS VALUE

Pricing Strategies to Reduce Uncertainty

service guarantees

benefit-driven (pricing that aspect of service that creates value)

flat rate (quoting a fixed price in advance)

Relationship Pricing

non-price incentives

discounts for volume purchases

discounts for purchasing multiple services

Low-cost Leadership

Convince customers not to equate price with quality

Must keep economic costs low to ensure profitability at low price 13


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INCREASING NET VALUEBY REDUCING

NON-FINANCIAL COSTSOF SERVICE

Reduce time costs of service at each stage

Minimize unwanted psychological costs of service

Eliminate unwanted physical costs of service

Decrease unpleasant sensory costs of service

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REVENUE MANAGEMENT: MAXIMIZING REVENUE

FROM AVAILABLE CAPACITYATA GIVEN TIME

Based on price customization- charging different customers(value segments) different prices for same product

Useful in dynamic markets where demand can be divided

into different price bucketsaccording to price sensitivity

Requires rate fencesto prevent customers in one valuesegment from purchasing more cheaply than willing to pay

RM uses mathematical models to examine historical data

and real time information to determine what prices to charge within each price bucket

how many service units) to allocate to each bucket

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THE STRATEGIC LEVERSOF

REVENUE (YIELD) MANAGEMENT

Quadrant 4:

Continuing Care

Hospitals

Quadrant 3:

Restaurants

Golf Courses

Unpredictable

Quadrant 2:Hotel Rooms

Airline Seats

Rental Cars

Cruise Lines

Quadrant 1:Movies

Stadiums/Arenas

Function Space

Predictable

Duration

VariableFixed

Price

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DEALINGWITH COMMON CUSTOMER CONFLICTS

ARISINGFROM REVENUE MANAGEMENT

Perceived Unfairness & Perceived

Financial Risk Associated with

Multi-Tier Pricing and Selective

Inventory Availability

Customer conflict can arise from: Marketing tools to reducecustomer conflicts:

Unfulfilled Inventory Commitment

Unfulfilled Demand of Regular

Customers

Unfulfilled Price Expectation ofGroup Customers

Change in the Nature of the

Service

Fenced Pricing

Bundling

Categorising

High Published Price Well designed Customer Recovery

Programme for Oversale

Preferred Availability Policies

Offer Lower Displacement CostAlternatives

Physical Segregation & Perceptible

Extra Service Set Optimal Capacity Utilisation Level

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KEY CATEGORIESOF RATE FENCES

Rate Fences Examples

Physical (Product-related) Fences

Basic Product Class of travel (Business/Economy class)Size and furnishing of a hotel room

Seat location in a theatre

Amenities Free breakfast at a hotel, airport pick up etc.Free golf cart at a golf course

Service Level Priority wait listing

Increase in baggage allowancesDedicated service hotlinesDedicated account management team

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KEY CATEGORIESOF RATE FENCES(CONTD)

Non Physical Fences

Transaction Characteristics

Time of booking or

reservation

Requirements for advance purchase

Must pay full fare two weeks before departure

Location of booking orreservation

Passengers booking air tickets for anidentical route in different countries arecharged different prices

Flexibility of ticketusage

Fees/penalties for canceling or changing areservation (up to loss of entire ticket price)Non refundable reservation fees

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Non Physical Fences (contd)

Consumption Characteristics

Time or duration of

use

Early bird special in restaurant before 6pm

Must stay over on Sat for airline, hotelMust stay at least five days

Location ofconsumption

Price depends on departure location, esp ininternational travel

Prices vary by location (between cities, citycentre versus edges of city)

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Non Physical Fences (contd)

Buyer Characteristics

Frequency or volume

of consumption

Member of certain loyalty-tier with the firm get

priority pricing, discounts or loyalty benefits

Group membership Child, student, senior citizen discountsAffiliation with certain groups (e.g. Alumni)

Size of customergroup

Group discounts based on size of group

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OBJECTIVESOF PRICING STRATEGIES

Revenue and profit objectives

Seek profit

Cover costs

Patronage and user base-related objectives

Build demand

Build a user base

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THE PRICING TRIPOD(FIG. 8.4)

Pricing Strategy

CostsCompetition

Value to customer 24


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THREE MAIN APPROACHESTO PRICING

Cost-Based Pricing

Set prices relative to financial costs(problem: defining costs)

Competition-Based Pricing Monitor competitors pricing strategy

(especially if service lacks differentiation)

Who is the price leader? (one firm sets the pace)

Value-Based

Relate price to value perceived by customer

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COST-BASEDPRICING

Cost-Based Pricing

The practice of relating the price to be charged to the costs associated

with producing, delivering, and marketing a product.

Regulated Pressures

Most local utilities-like telephone, water, cable TV, electricity, and gas-

have been regulated historically by government agencies that control all

changes in prices and terms of service.

Activity-Based Costing

An approach to costing based on identifying the activities being

performed an then determining the resources that each consumes.

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ACTIVITY-BASED COSTING: RELATING ACTIVITIES

TOTHE RESOURCES THEY CONSUME

Managers need to see costs as an integral part of a firmseffort to create value for customers

When looking at prices, customers care about value to

themselves, not what production costs the firm

Traditional cost accounting emphasizes expense categories,with arbitrary allocation of overheads

ABC management systems examine activitiesneeded tocreate and deliver service (do they add value?)

Must link resource expenses to:

variety of products produced

complexity of products

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COMPETITION-BASEDPRICING

Competition-Based Pricing

The practice of setting prices relative to those charged by

competitors.

Price Leadership Price leader : A firm that takes the initiative on price

changes in its market area and is copied by others.

Price Bids and Negotiation

Industrial buyers sometimes request bids from competing

service suppliers.

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VALUE-BASEDPRICING

Pricing Strategies to Reduce Uncertainty

Benefit-driven pricing: the strategy of relating the price to that aspect of

the service that directly creates benefits for customers.

Flat-rate pricing: the strategy of quoting a fixed price for a service in

advance of delivery.

Relationship Enhancement

Discounting to win new business is not the attract customers who will

remain loyal over time, since those who attracted by cut-rate pricing are

easily enticed away by competing offers.

Cost Leadership

Cost leader: a firm that bases its pricing strategy on achieving the lowest

costs in its industry.

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PRICE ELASTICITY

De

De

Di

Di

Price per

unit ofservice

Quantity of Units Demanded

De : Demand is price elastic. Small changes in price lead to big changes in demand.

Di : Demand for service is price inelastic. Big changes have little impact on demand.

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RELATING PRICE BUCKETSAND FENCESTO

THE DEMAND CURVE (FIG. 8.5)

First Class

Full Fare Economy (No Restrictions)

One-Week Advance Purchase

One-Week Advance Purchase, Saturday Night Stayover

3-Week Advance Purchase, Saturday Night Stayover

3-Wk Adv. Prchs, Sat. Night Stay,No changes/refunds3-Week Adv. Prchs, Sat. Night Stay., $100 for Changes

Late Sales through Consolidators/Internet, no refunds

Capacity

of Aircraft

No. of Seats Demanded

Capacityof 1st-classCabin

Price per

Seat

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ETHICAL CONCERNSIN PRICING

Customers are vulnerable when service is hard to evaluateor they dont observe work

Many services have complex pricing schedules

hard to understand

difficult to calculate full costs in advance of service

Unfairness and misrepresentation in price promotions

misleading advertising

hidden charges

Too many rules and regulations

customers feel constrained, exploited

customers unfairly penalized when plans change 33


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PRICING ISSUES:

PUTTING STRATEGYINTO PRACTICE(TABLE 8.1)

How much to charge?

What basis for pricing?

Who should collect payment?

Where should payment bemade?

When should payment bemade?

How should payment bemade?

How to communicate prices?34

Ke 5-Strategi Penetapan Harga Utk Jasa

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