工商管理专业英语unit15

BusinessSchoolofNankaiUniversityUnit15HowtoSetaPriceonaProduct作者：南开大学商学院李桂华BusinessSchoolofNankaiUniversityGlossary•oriented: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BusinessSchoolofNankaiUniversityGlossary•deterioration: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BusinessSchoolofNankaiUniversityKeyTermsandConceptsPricestrategy:(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.BusinessSchoolofNankaiUniversityText•Priceisoneofthemostimportantmarketingvariablesinthemarketingmix.Generallyspeaking,settingtherightpriceonaproductisafour-stepprocess(seeexhibitbelow):•Establishpricinggoals.•EstimateDemand,Costs,andProfits•ChooseapriceStrategytohelpdetermineabaseprice.•Finetunethebasepricewithpricingtactics.BusinessSchoolofNankaiUniversityTextEstablishpricinggoals.EstimateDemand,Costs,andProfits.ChooseapriceStrategytohelpdetermineabaseprice.Fine-tunethebasewithpricingtactics.Resultsleadtotherightprice.Exhibit.1.StepsinSettingtheRightPriceonaProductBusinessSchoolofNankaiUniversityText•Thesefourstepsarediscussednext.•Thefirststepinsettingtherightpriceistoestablishpricinggoals.Generallyspeaking,thepricingobjectivesfallintothreecategories:profitoriented,salesoriented,andstatusquo.Thesegoalsarederivedfromthefirm’soverallobjectives.•Agoodunderstandingofthemarketplaceandoftheconsumercansometimestellamanagerveryquicklywhetheragoalisrealistic.Forexample,iffirmA’sobjectiveofa20percenttargetreturnoninvestment(ROI),anditsproductdevelopmentandimplementationcostsare$5million,themarketmustberatherlargeormustsupportthepricerequiredtoearna20percentROI.AssumethatcompanyBhasapricingobjectivethatallnewproductsmustreachatleast15percentmarketsharewithinthreeyearsaftertheirintroduction.Athoroughstudyoftheenvironmentmayconvincethemarketingmanagerthatthecompetitionistoostrongandthemarketsharegoalcan'tbemet.BusinessSchoolofNankaiUniversityText•Allpricingobjectiveshavetrade-offsthatmanagersmustweigh.Aprofitmaximizationobjectivemayrequireabiggerinitialinvestmentthanthefirmcancommitorwantstocommit.Reachingthedesiredmarketshareoftenmeanssacrificingshort-termprofit,becausewithoutcarefulmanagement,long-termprofitgoalsmaynotbemet.Meetingthecompetitionistheeasiestpricinggoaltoimplement.However,canmanagersreallyaffordtoignoredemandandcosts,thelifecyclestage,andotherconsiderations?Whencreatingpricingobjectives,managersmustconsiderthesetrade-offsinlightofthetargetcustomerandtheenvironment.BusinessSchoolofNankaiUniversityText•EstimateDemand,Costs,andProfits•Theoretically,totalrevenueisafunctionofpriceandquantitydemandedandthatquantitydemandeddependsonelasticity.Afterestablishingpricinggoals,managersshouldestimatetotalrevenueatavarietyofprices.Next,theyshoulddeterminecorrespondingcostsforeachprice.Theyarethenreadytoestimatehowmuchprofit,ifany,andhowuhmarketsharecanbeearnedateachpossibleprice.Thesedatebecometheheartofthedevelopingpricepolicy.Managerscanstudytheoptionsinlightofrevenues,costs,andprofits.Inturn,thisinformationcabhelpdeterminewhichpricecanbestmeetthefirm’spricinggoals.BusinessSchoolofNankaiUniversityText•ChooseapriceStrategy•Thebasic,long-termpricingframeworkforagoodorserviceshouldbealogicalextensionofthepricingobjectives.Themarketingmanager’schosenpricestrategydefinestheinitialpriceandgivesdirectionforpricemovementsovertheproductlifecycle.•Thepricestrategy