Chapter 11 定價決策 Global Marketing Warren J. Keegan Mark C. Green.

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1 Chapter 11 定價決策 Global Marketing Warren J. Keegan Mark C. Green

2 基本的定價概念 全球經理人在規劃定價策略時，不論在國內或國外市場的操作成本價格都反映在此制度中
公司的定價制度和政策都必須維持全球市場開發的機會和市場的平衡 Whether dealing with a single home country market or multiple country markets, marketing managers must develop pricing objectives as well as strategies for achieving those objectives. The overall goal may be to contribute to an internal performance measure such as unit sales, market share, or return on investment. However, a number of pricing issues are unique to global marketing. This chapter will cover many of these issues

3 全球定價目標和策略 經理人必須為定價目標設定目標 銷售量 市場占有率 投資報酬率 然後調整策略達成這些目標 滲透定價 市場吸脂

4 市場吸脂與財務目標 市場吸脂 收取高價 適用於產品生命週期的導入市場階段 Sony Ad. for camcorders
By setting a deliberately high price, demand is limited to innovators and early adopters who are willing and able to pay the price. When the product enters the growth stage of the life cycle and competition increases, manufacturers start to cut prices. This strategy has been used consistently in the consumer electronics industry; for example, when Sony introduced the first consumer VCRs in the 1970s, the retail price exceeded $1,000. The same was true when compact disc players were launched in the early 1980s. Within a few years, prices for these products dropped well below $500. This pattern was evident in the fall of 1998, when HDTV sets went on sale in the United States with prices starting at about $7,000. This price both maximizes revenue on limited volume and matches demand to available supply. Sony Ad. for camcorders

5 滲透定價策略與非財務目標 滲透定價 以較低的價格快速橫掃市場 適用在競爭者模仿產品前，讓市場達到飽和狀態 1979 Sony Walkman
When Sony was developing the Walkman in 1979, initial plans called for a retail price of ¥50,000 ($249) to achieve breakeven. However, it was felt that a price of ¥35,000 ($170) was necessary to attract the all-important youth market segment. After the engineering team conceded that they could trim costs to achieve breakeven volume at a price of ¥40,000, Chairman Akio Morita pushed them further and insisted on a retail price of ¥33,000 ($165) to commemorate Sony’s 33rd anniversary. At that price, even if the initial production run of 60,000 units sold out, the company would lose $35 per unit. It should be noted that a first-time exporter is unlikely to use penetration pricing. The reason is simple: Penetration pricing often means that the product may be sold at a loss for a certain length of time. Many companies, especially those in the food industry, launch new products that are not innovative enough to qualify for patent protection. When this occurs, penetration pricing is recommended as a means of achieving market saturation before competitors copy the product. 1979 Sony Walkman

6 X-Box Game System and Sports Game
夥伴產品 產品的銷售取決於主要產品的銷售 電動遊戲機如果沒有遊戲可玩，就一點價值也沒有 吉列公司可以從銷售替換刀片而賺進可觀利潤 The biggest profits in the video industry come from sales of game software; thus, even though prices are dropping for PlayStation 2, Xbox, and GameCube, sales of hit titles are generating substantial revenues and profits. This illustrates the notion of companion products: AOL software is worthless without a personal computer, a modem, and a telephone line; a video game player is worthless without games, a DVD player is worthless without movies, a razor handle is worthless without blades, a cellular phone is worthless without a calling plan, and so on. X-Box Game System and Sports Game

7 目標成本－八個基本考量 價格能否反映產品的品質？ 此價格在當地市場是否具有競爭力？ 公司是否該追求市場滲透、市場吸脂或其他定價策略目標？
公司該提供國際市場的顧客何種折扣（商業、現金、數量）或補貼（廣告）？ 是否該對不同的市場區隔訂定不同的價格？ 假如公司的成本增加或降低，有哪些定價策略可以採用？此國際市場的需求是有彈性或無彈性的？ 地主國政府會認為此產品的價格合理或過高？ 外國的傾銷法會不會是一大問題？

8 目標成本 嚴格的成本加成定價法容易導致價格上升 彈性成本加成定價法，用來確認價格在特定市場環境中具有競爭力
Firms that use rigid cost-plus pricing do not take into account the conditions outside of the home country. The obvious advantage of rigid cost-based pricing is its simplicity: Assuming that both internal and external cost figures are readily available, it is relatively easy to arrive at a quote. The disadvantage is that this approach ignores demand and competitive conditions in target markets; the risk is that prices will either be set too high or too low. Firms that use flexible cost-plus pricing They realize that the rigid cost-plus approach can result in severe price escalation, with the unintended result that exports are priced at levels above what customers can pay. Managers who utilize flexible cost-plus pricing are acknowledging the importance of the eight criteria listed earlier. Flexible cost plus sometimes incorporates the estimated future cost method to establish the future cost for all component elements.

9 環境因素影響定價決策 匯率波動 通貨膨脹環境 政府控制、補貼和管制 競爭的行為 以外包作為策略性定價的工具

10 全球定價：三種選擇方案 延伸性 調適性 全球導向

11 灰色市場商品 由未經授權的個人或組織將有品牌商標的產品，由某一國出口到另一國家銷售
當產品供給短缺或製造者意圖訂定不合理的高價時，就是平行輸入的好機會

12 傾銷 以低於特定國家市場的價格銷售進口產品
當進口貨品在美國的售價，低於生產成本加上8%的邊際利潤，或低於原製造國的一般價格水準時，就會被認定為傾銷 在美國要證明傾銷，必須同時提出證明價格歧視和傷害的存在事證

13 聯合定價 兩家或兩家以上公司的代表，私下協議把產品定成差不多的價格 水平聯合價格是指製造與銷售同一種產品的產業競爭業者同謀，維持產品高價
違法的行為，通常是為了防止競爭 水平聯合價格是指製造與銷售同一種產品的產業競爭業者同謀，維持產品高價 垂直聯合價格則是發生在製造商與批發商或零售商勾結，共同確保維持某個零售價格

14 移轉定價 強調公司產品、服務和無形資產的交易價格，屬於母公司與相關子公司之間的操作型態 公司內部的交易 成本基礎移轉定價 市場基礎移轉定價
協商的移轉定價

15 相對貿易 使用其他交易方式來取代金錢的交易 類型 易貨貿易 相對購買 抵償貿易 補償交易 轉換交易

16 延伸性 本國導向 要求全球一致的產品價格 進口商必須自行吸收運費及進口關稅 無法隨市場的競爭性與情勢調整 Return

17 調適性 多國導向 允許子公司或關係企業的經理人員訂定適合當地狀況的價格 套利是使用多國中心方式的潛在問題 Return

18 全球導向 扮演中間者的角色 認為定價決策必須考慮許多獨特的市場因素 當地成本 所得水準 競爭程度 當地市場策略 Return

19 匯率波動 In global marketing, the task of setting prices is complicated by fluctuating exchange rates. Currency fluctuations can create significant problems and opportunities for the classic international company that exports from the home country. Management faces different decision situations, depending on whether currencies in key markets have strengthened or weakened relative to the home-country currency. Return

20 通貨膨脹環境 價格水準持續上揚 在通貨膨脹環境中定價的一個關鍵門檻是，要能保持利潤 貨幣供應的增加可能引起通貨膨脹
貨幣貶值也可能引起通貨膨脹 在通貨膨脹環境中定價的一個關鍵門檻是，要能保持利潤 Return

21 政府控制、補貼和管制 政府的政策和管制會影響公司的定價決策 傾銷法 轉售價格控制法 價格上限 一般價格監控 Return

22 競爭的行為 當成本提高，如果競爭者不調整價格來因應，公司管理階層調整產品價格的能力同樣也會受到限制
假如競爭者在低成本的國家進行生產或採購，公司為了保有競爭性，也必須降低價格 Return

23 以外包作為策略性定價的工具 因為產品和市場競爭，國內製造商紛紛選擇把生產功能外包，轉移到東南亞國家或中南美洲等低成本地區進行
Can you stay competitive while staying local? Return