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在激烈的竞争环境中，产品价格变化极其迅速。在某种程度上，产品价格决定了企业盈利水平以及产品的市场占有率。企业在进行产品定价时应该不仅要考虑产品成本，还要考虑其他诸如产品生命周期、目标客户产品价格敏感性等。
Price is the most flexible element in marketing mix. Unlike product and place, price may change extremely fast in current business environment. Pricing is a core part of corporate strategy, which determines the profitability, and market share the company takes. To optimize products price in this competitive environment, cost structure is not the only attribute need to be considered. We should also take product life circle, price sensitivity of target customers and competitive environment into account.
价格是营销组合中最为灵活的要素。它不像产品和地方，价格在当前的商业环境中变化是极其快的。价格是公司战略的一个核心组成部分，决定了公司的利润和公司产品市场份额。为了优化在竞争的市场环境中产品的价格，成本结构不是唯一需要考虑要素。我们还应该考虑产品生命周期、目标客户和竞争环境对价格的敏感度。
With the recent launch of the iPad 2, much has been made about Apple’s decision to launch it at the same list price as the original iPad. Unfortunately most of what I have read has skirted what I see as the key pricing questions at the center of this debate.
The New York Times ran an article last week in which the author argued that it was a cost advantage that was leading Apple to price below the Samsung and Motorola tablets. She argues that the USD $60-billion in cash sitting on Apple’s balance sheet would finance the decision to price the iPad 2 at $499. Further she argues that higher volume purchases and vertical integration (Apple Stores) create a cost advantage that when put into Apple’s magical markup formula resulted in the calculation of a lower price.
Apple has never been a cost-based-pricer. They have been very successful by understanding what consumers’ value, and then creating a compelling offering that we humans seem almost powerless to resist.
Here is what I think Apple thought about when they priced the iPad 2. First, demand curves are not nice smooth lines.
With a tablet market that could be worth USD $35-billion per year by 2012 they considered how different prices would yield different market shares. Psychological price points matter. Knowing where the cliffs are, and understanding the tradeoffs allowed, them to start working through alternatives to maximize their profit.
The next major consideration was likely segmentation, different groups of consumers in the market with different needs. Increasing the price $100 to move from 16GB to 32GB is a segmentation strategy not a cost recovery exercise. Movie watchers and game players value the extra storage. Apple has found from their other devices this segment is willing to pay more.
Lifecycle pricing is another important consideration. Apple felt the heat when it launched high and then cut the price 66 days later on the iPhone 2. Are 66 days of incremental profit worth the risk in a $35 billion market?
Finally it comes down to razors and blades. To update the analogy a little bit, by creating a huge “install base” of devices, Apple can drive a lot of demand for content and Apps. Ensuring they have the lion’s share of the tablet market is the right thing to do to ensure traffic on iTunes.
The iPad 2 pricing strategy reflects a tremendous use of core pricing principles. Don’t think for a minute this is about cost. It’s time for me to go line up to buy my iPad 2.
Paul Hunt is president of Pricing Solutions, an international pricing strategy consultancy dedicated to helping clients achieve World Class Pricing competency. Paul publishes a monthly pricing column in the Financial Post.
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