pricinglessons

Six drug #pricing models have emerged to improve product access and affordability by PwC

https://www.pwc.com/us/en/industries/health-industries/library/6-drug-pricing-models.html

Moving from free to fee (MIT Sloan Management Review publication by Wolfgang Ulaga and Stefan Michel)

FMCG discounting: is Australia the worst?

In Australia, A$51 billion is spent on promoted sales; however, 48 per cent of this amount would have happened anyway. In other words, there are grocery items that would sell the same amount whether they were promoted or not. As a result, there is an A$11.3 billion opportunity (considering the discounted amount) for Australian manufacturers and retailers to drive efficiency in their promotions, says Raone Zeviani, Senior Manager at Nielsen Australia

https://insidefmcg.com.au/2018/08/09/retailers-and-suppliers-wasting-over-a11bn-on-discounting/

 

Google flights predicts air faires- Shockingly accurate

An IMD participant was tracking a specific flight. Google Flights (https://www.google.com/flights/) predicted a 27% price increase within the next 23 hours. This is  EXACTLY what happened.

 

 

 

Roboter treiben Flugpreise in die Höhe (Pricing robots create fake demand, increase flight fares)

http://www.20min.ch/finance/news/story/18932141

 

Knapp die Hälfte aller Suchanfragen bei Airlines stammen von automatisierten Computerprogrammen. Mit Folgen für den Passagier.

Wer eine Reise plant, will Flugpreise vergleichen. Doch auch die verschiedenen Vergleichs- und Buchungsportale sowie die Airlines selbst möchten wissen, wie viel die Konkurrenz verlangt. Wenn es aber zu keiner Zusammenarbeit zwischen Plattform und Airline kommt, setzen manche Firmen gemäss «NZZ am Sonntag» automatisierte Computerprogramme ein. Die Zeitung beruft sich dabei auf eine Studie der US-Firma Distil Networks, die rund 70 Gesellschaften berät. Zu ihren Kunden zählt auch die Lufthansa-Gruppe, zu der die Schweizer Airline Swiss gehört.

Diese Computerprogramme, sogenannte Bots, senden fiktive Buchungsanfragen an die Webseiten der Konkurrenz respektive Airlines. Inzwischen sollen solche Anfragen bereits 44 Prozent des gesamten Suchverkehrs ausmachen. Anna Westelius von Distil Networks erklärt: «Bots werden für eine Reihe von problematischen Aktivitäten eingesetzt. Das reicht vom permanenten Absaugen von Preisinformationen, über das Horten von Sitzen, so dass reale Kunden keinen Zugang haben, bis hin zu Versuchen, die Meilenkonten von Reisenden zu plündern.»

Lufthansa sei gewappnet

Das Nachfragen von Preisinformationen hat Folgen für den Passagier: Aufgrund der höheren, wenngleich auch fiktiven, Nachfrage, steigen die Preise.

Die Lufthansa wollte sich zu dem Problem gegenüber der «NZZ am Sonntag» nicht äussern – mit der Begründung, dass es sich dabei um keine Airline-spezifische Angelegenheit handle. Zudem seien sie dank «hochintelligenter Systeme» gegen solche Roboter gewappnet. Weil es sich dabei um ein sensibles Thema handle, wollte auch die Swiss dazu keine Stellung beziehen. (roy)

Performance-Based Pricing at Fidelity

One of the London's largest investment firms has revealed some hard numbers behind its proposed new variable fee structure - where investors will pay more if a fund does well but less if it lags. Fidelity International first announced the move to the 'fulcrum fee', as it was dubbed at the time, in October. However, it failed to put any numbers behind this to show what it would actually cost

http://www.thisismoney.co.uk/money/investing/article-5129219/Fidelity-puts-hard-numbers-new-fee-model.html#ixzz5ApWGCH5o 

What’s your rate? Determine how much to charge clients using this strategy.

First things first, let's quickly go over some of the most common pricing mistakes that freelancers and business owners are committing.

• You base your hourly rate by reverse engineering what your annual salary used to be.
• You can't justify your pricing model and rely solely on calculators, market rates, or the previously mentioned salary.
• You still have a subordinate-to-boss mind-set when negotiating your rate with a client.
• You haven't been collecting social proof, testimonials, or reviews to validate your rates.
• You still charge by the hour. As we've explained in the past, "you are stuck making the same amount of money each hour, no matter how long it takes you to complete an assignment. You can raise your hourly rate, and you might be able to charge a large amount, but you still need to base your earnings on how long you work."
• You haven't raised rates -- despite building a solid portfolio and a stable of clients.

 Click here  for the full article

Good case RT @MirandaNahmias: How to price digital products: The uncomfortable truth, via @Ivorymix http://buff.ly/2qSFaaF #pricing

Ten #Pricing Lessons from Cartoons [Video]

Uber explains their dynamic #pricing approach [video]