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Pricing Part 1-Brand Management-Lecture Handout, Exercises of Brand Management

This lecture handout is for Brand Management. It was designed and distributed by Prof. Nirmohi Jonnalagadda at KLE University. Its main points are: Pricing, Brand, Managment, Premium, Umbrella, Charge, Strategy, Company, Price, competition, Architecture, Light, Contribution

Typology: Exercises

2011/2012

Uploaded on 08/07/2012

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Brand Management (MKT624) VU
Lesson 37
PRICING
Introduction
We move on to the next learning block of pricing. The lecture discusses the concept for
developing premium pricing for your brand. The considerations that lay the ground for
developing such a model are a part of the lecture.
Pricing
Once you have determined the positioning of your brand, developed brand architecture, and
have plans in place to leverage it through the right channels and communication, the next most
important task is the determination of pricing. Pricing has to be done keeping in mind that your
brand is an asset that is going to provide you with the right contribution to enable you achieve
all your financial goals.
Raising or lowering the price point makes the difference between high or low contribution
margins. Pricing, in other words, determines the level of value that it adds to the company.
The ideal situation is that we try to command a premium price in relation to competition, but
idealistic set of circumstances is not what always prevails in the market. We, therefore, have to
take a realistic look at all the determinants of our brand architecture strategy in the light of
forces that define the market.
Strong umbrella lets you charge premium
If you are stretching a strong, powerful brand or following umbrella strategy to gain the
benefits of a strong brand, then you should be all set to go for a premium price.
Source/endorsing brand strategy also helps premium
Similarly, if you are introducing a new brand under the source brand or endorsing brand
strategy to gain the benefits of brand power, you again are in a position to charge a premium
price.
The question is what if you are a new company offering a new brand? It may be difficult to go
for a premium pricing. However, it is not impossible. You may co-brand and go for a decent
price point, if not premium.
There are so many different pricing models, but let’s concentrate on the premium price model
and see under what conditions it works best? Some of the following conditions offer a good
ground for brands to stand on and enjoy the benefits of premium pricing1:
The stronger the brand, the greater the potential to charge a premium price. Customers
are always willing to spend more on a brand that is well established and commands
power.
A strong extension (line or brand) sets the stage for a launch that is less expensive and,
hence, offers you a platform from where you can extract better margins. This is a case
of lower costs!
By the same token, you can recover development and launch costs sooner if your
introduction is endorsed by a strong brand. Customers are willing to try a new product
under a familiar brand name than a new one. This also entails lower costs!
The larger the base of loyal customers, the greater the chances that those customers will
pay a premium price. That is why managers work so hard to retain their customers over
time. The longer customers stick to one brand, the more they are willing to pay, thus
enhancing value of the brand.
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Lesson 37 PRICING Introduction We move on to the next learning block of pricing. The lecture discusses the concept for developing premium pricing for your brand. The considerations that lay the ground for developing such a model are a part of the lecture. Pricing Once you have determined the positioning of your brand, developed brand architecture, and have plans in place to leverage it through the right channels and communication, the next most important task is the determination of pricing. Pricing has to be done keeping in mind that your brand is an asset that is going to provide you with the right contribution to enable you achieve all your financial goals. Raising or lowering the price point makes the difference between high or low contribution margins. Pricing, in other words, determines the level of value that it adds to the company. The ideal situation is that we try to command a premium price in relation to competition, but idealistic set of circumstances is not what always prevails in the market. We, therefore, have to take a realistic look at all the determinants of our brand architecture strategy in the light of forces that define the market. Strong umbrella lets you charge premium If you are stretching a strong, powerful brand or following umbrella strategy to gain the benefits of a strong brand, then you should be all set to go for a premium price. Source/endorsing brand strategy also helps premium Similarly, if you are introducing a new brand under the source brand or endorsing brand strategy to gain the benefits of brand power, you again are in a position to charge a premium price. The question is what if you are a new company offering a new brand? It may be difficult to go for a premium pricing. However, it is not impossible. You may co-brand and go for a decent price point, if not premium. There are so many different pricing models, but let’s concentrate on the premium price model and see under what conditions it works best? Some of the following conditions offer a good ground for brands to stand on and enjoy the benefits of premium pricing^1 :

  • The stronger the brand, the greater the potential to charge a premium price. Customers are always willing to spend more on a brand that is well established and commands power.
  • A strong extension (line or brand) sets the stage for a launch that is less expensive and, hence, offers you a platform from where you can extract better margins. This is a case of lower costs!
  • By the same token, you can recover development and launch costs sooner if your introduction is endorsed by a strong brand. Customers are willing to try a new product under a familiar brand name than a new one. This also entails lower costs!
  • The larger the base of loyal customers, the greater the chances that those customers will pay a premium price. That is why managers work so hard to retain their customers over time. The longer customers stick to one brand, the more they are willing to pay, thus enhancing value of the brand.
  • A strong brand allows all the members of the channel to make more money and make it fast. It, therefore offers you the leadership role and you control the channel.
  • A strong brand offers opportunities like licensing, franchising, and co-branding. Capitalized strategically, these offer companies value in financial as well as market terms. Three facts about strong brands We can figure out three facts from the above conditions:
  1. Brand strength, pricing, and costs are related Brand strength, pricing, and costs have such a relationship that their combination allows you to have a healthy bottom line either through charging a premium price or through lowering costs.
  2. Strong brands offer added benefits and hence premium Another fact that is clear is that strong brands are superior products that offer you added benefits. If you happen to be at the top of the value pyramid, there is nothing stopping you from charging a premium price.
  3. Brand loyalty brings you premium Similarly, it becomes obvious that loyalty and premium pricing are also related. Maintaining brand loyalty, therefore, is one of the prime jobs of brand managers who must know what are the drivers of brand loyalty? Factors that drive loyalty General observations of marketing managers are substantiated by research findings that show us that the factors that really drive loyalty carry weight in the order they are shown as grtaphics^2. The order is significant, and convincingly reflects the fact that it is not the price that a company should focus on; it is the benefits that must get concentration of managers. The more a company can generate the drivers on top of the list, the better chances it has to charge a premium. The concept of value pyramid is getting a testimony for credibility here. The need to be consistent all along the road from brand picture to contract to positioning to brand architecture and communication cannot be emphasized anywhere more than here at the price juncture. The pricing, in other words, has to be consistent with product development strategy. Rest will fall in place. A good product that can offer customers the benefits illustrated graphically, preferably in the order shown has a great Quality Value for money Fits personality Solves problem Association Dependability Good customer service Drivers In order of weight Drivers of Loyalty Environmentally friendly Figure 42