Compare and contrast pricing strategies of IPhone in China and UK. How much does location influence the pricing strategies of IPhone?

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Journal of Product & Brand Management
Matching Appropriate Pricing Strategy with Markets and Objectives
Charles R. Duke
Article information:
To cite this document:
Charles R. Duke, (1994),”Matching Appropriate Pricing Strategy with Markets and Objectives”, Journal of Product & Brand
Management, Vol. 3 Iss 2 pp. 15 – 27
Permanent link to this document:
http://dx.doi.org/10.1108/10610429410061870
Downloaded on: 08 July 2015, At: 02:43 (PT)
References: this document contains references to 10 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 7056 times since 2006*
Users who downloaded this article also downloaded:
Paul T.M. Ingenbleek, Ivo A. van der Lans, (2013),”Relating price strategies and price-setting practices”, European Journal of
Marketing, Vol. 47 Iss 1/2 pp. 27-48 http://dx.doi.org/10.1108/03090561311285448
Alistair Davidson, Mike Simonetto, (2005),”Pricing strategy and execution: an overlooked way to increase revenues and
profits”, Strategy & Leadership, Vol. 33 Iss 6 pp. 25-33 http://dx.doi.org/10.1108/10878570510631639
Nigel F. Piercy, David W. Cravens, Nikala Lane, (2010),”Thinking strategically about pricing decisions”, Journal of Business
Strategy, Vol. 31 Iss 5 pp. 38-48 http://dx.doi.org/10.1108/02756661011076309
Access to this document was granted through an Emerald subscription provided by emerald-srm:380670 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please
visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of
more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online
products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication
Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
*Related content and download information correct at time of download.
Downloaded by UNIVERSITY OF SOUTHAMPTON At 02:43 08 July 2015 (PT)
Pricing is a daily challenge for brand and
product managers since it is completely
intertwined with product development and
management issues. But the use of pricing has
developed as a seat-of-the-pants activity for
most managers with few clear guidelines to
approach product pricing problems
(McCarthy and Perrault, 1993). Although
pricing has received some attention in both
academic and practitioner journals, the
application of this research to practice has not
progressed as quickly as other facets of
product management (Duke, 1991).
Additionally, only a few of the needed areas
of research are being addressed (Duke, 1989).
This interest in pricing at a research level
has not substantially impacted the way
pricing issues are relayed to those new to the
subject or to those needing quick assistance in
pricing philosophies, such as newly assigned
product managers. Product managers have no
guidelines for choosing quickly and with
confidence, the appropriate pricing tactics for
a specific set of consumer characteristics
combined with varied company objectives.
Educational materials generally present
pricing as a linear decision that isolates
separate portions of the pricing decision
without consideration for their
interrelationships. This “linear” method offers
an opportunity to overlook the interaction of
firm objectives with customer characteristics.
That is, a mismatch of company objectives
with the market may occur because linear
pricing modules do not regard the “steps” as
iterative or interactive. The appropriateness of
firm objectives as well as specific pricing
tactics within a given set of market
circumstances is seldom discussed in pricing
literature.
This article offers a modification of Tellis’
Price Strategy Matrix framework to be used
by managers so that they can judge quickly
the appropriateness of pricing objectives and
strategies for the special circumstances of
either entire markets or special segments.
This pricing strategy matrix considers a
match of consumer characteristics with
company objectives and the competitive
situation. It unifies consumer characteristics
and company strategic objectives given the
competitive situation and makes pricing
strategies and tactics easier to grasp and
apply. Given the circumstances of each
decision, the manager can choose appropriate
pricing techniques. This framework is not
intended to replace current training or
VOLUME 3 NUMBER 2
1994
15
Matching Appropriate Pricing
Strategy with Markets and
Objectives
Charles R. Duke

Compare and contrast pricing strategies of IPhone in China and UK. How much does location influence the pricing strategies of IPhone?

ChatLive Chat

Journal of Product & Brand Management
Matching Appropriate Pricing Strategy with Markets and Objectives
Charles R. Duke
Article information:
To cite this document:
Charles R. Duke, (1994),”Matching Appropriate Pricing Strategy with Markets and Objectives”, Journal of Product & Brand
Management, Vol. 3 Iss 2 pp. 15 – 27
Permanent link to this document:
http://dx.doi.org/10.1108/10610429410061870
Downloaded on: 08 July 2015, At: 02:43 (PT)
References: this document contains references to 10 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 7056 times since 2006*
Users who downloaded this article also downloaded:
Paul T.M. Ingenbleek, Ivo A. van der Lans, (2013),”Relating price strategies and price-setting practices”, European Journal of
Marketing, Vol. 47 Iss 1/2 pp. 27-48 http://dx.doi.org/10.1108/03090561311285448
Alistair Davidson, Mike Simonetto, (2005),”Pricing strategy and execution: an overlooked way to increase revenues and
profits”, Strategy & Leadership, Vol. 33 Iss 6 pp. 25-33 http://dx.doi.org/10.1108/10878570510631639
Nigel F. Piercy, David W. Cravens, Nikala Lane, (2010),”Thinking strategically about pricing decisions”, Journal of Business
Strategy, Vol. 31 Iss 5 pp. 38-48 http://dx.doi.org/10.1108/02756661011076309
Access to this document was granted through an Emerald subscription provided by emerald-srm:380670 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please
visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of
more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online
products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication
Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
*Related content and download information correct at time of download.
Downloaded by UNIVERSITY OF SOUTHAMPTON At 02:43 08 July 2015 (PT)
Pricing is a daily challenge for brand and
product managers since it is completely
intertwined with product development and
management issues. But the use of pricing has
developed as a seat-of-the-pants activity for
most managers with few clear guidelines to
approach product pricing problems
(McCarthy and Perrault, 1993). Although
pricing has received some attention in both
academic and practitioner journals, the
application of this research to practice has not
progressed as quickly as other facets of
product management (Duke, 1991).
Additionally, only a few of the needed areas
of research are being addressed (Duke, 1989).
This interest in pricing at a research level
has not substantially impacted the way
pricing issues are relayed to those new to the
subject or to those needing quick assistance in
pricing philosophies, such as newly assigned
product managers. Product managers have no
guidelines for choosing quickly and with
confidence, the appropriate pricing tactics for
a specific set of consumer characteristics
combined with varied company objectives.
Educational materials generally present
pricing as a linear decision that isolates
separate portions of the pricing decision
without consideration for their
interrelationships. This “linear” method offers
an opportunity to overlook the interaction of
firm objectives with customer characteristics.
That is, a mismatch of company objectives
with the market may occur because linear
pricing modules do not regard the “steps” as
iterative or interactive. The appropriateness of
firm objectives as well as specific pricing
tactics within a given set of market
circumstances is seldom discussed in pricing
literature.
This article offers a modification of Tellis’
Price Strategy Matrix framework to be used
by managers so that they can judge quickly
the appropriateness of pricing objectives and
strategies for the special circumstances of
either entire markets or special segments.
This pricing strategy matrix considers a
match of consumer characteristics with
company objectives and the competitive
situation. It unifies consumer characteristics
and company strategic objectives given the
competitive situation and makes pricing
strategies and tactics easier to grasp and
apply. Given the circumstances of each
decision, the manager can choose appropriate
pricing techniques. This framework is not
intended to replace current training or
VOLUME 3 NUMBER 2
1994
15
Matching Appropriate Pricing
Strategy with Markets and
Objectives
Charles R. Duke

Compare and contrast pricing strategies of IPhone in China and UK. How much does location influence the pricing strategies of IPhone?

ChatLive Chat

Journal of Product & Brand Management
Matching Appropriate Pricing Strategy with Markets and Objectives
Charles R. Duke
Article information:
To cite this document:
Charles R. Duke, (1994),”Matching Appropriate Pricing Strategy with Markets and Objectives”, Journal of Product & Brand
Management, Vol. 3 Iss 2 pp. 15 – 27
Permanent link to this document:
http://dx.doi.org/10.1108/10610429410061870
Downloaded on: 08 July 2015, At: 02:43 (PT)
References: this document contains references to 10 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 7056 times since 2006*
Users who downloaded this article also downloaded:
Paul T.M. Ingenbleek, Ivo A. van der Lans, (2013),”Relating price strategies and price-setting practices”, European Journal of
Marketing, Vol. 47 Iss 1/2 pp. 27-48 http://dx.doi.org/10.1108/03090561311285448
Alistair Davidson, Mike Simonetto, (2005),”Pricing strategy and execution: an overlooked way to increase revenues and
profits”, Strategy & Leadership, Vol. 33 Iss 6 pp. 25-33 http://dx.doi.org/10.1108/10878570510631639
Nigel F. Piercy, David W. Cravens, Nikala Lane, (2010),”Thinking strategically about pricing decisions”, Journal of Business
Strategy, Vol. 31 Iss 5 pp. 38-48 http://dx.doi.org/10.1108/02756661011076309
Access to this document was granted through an Emerald subscription provided by emerald-srm:380670 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please
visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of
more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online
products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication
Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
*Related content and download information correct at time of download.
Downloaded by UNIVERSITY OF SOUTHAMPTON At 02:43 08 July 2015 (PT)
Pricing is a daily challenge for brand and
product managers since it is completely
intertwined with product development and
management issues. But the use of pricing has
developed as a seat-of-the-pants activity for
most managers with few clear guidelines to
approach product pricing problems
(McCarthy and Perrault, 1993). Although
pricing has received some attention in both
academic and practitioner journals, the
application of this research to practice has not
progressed as quickly as other facets of
product management (Duke, 1991).
Additionally, only a few of the needed areas
of research are being addressed (Duke, 1989).
This interest in pricing at a research level
has not substantially impacted the way
pricing issues are relayed to those new to the
subject or to those needing quick assistance in
pricing philosophies, such as newly assigned
product managers. Product managers have no
guidelines for choosing quickly and with
confidence, the appropriate pricing tactics for
a specific set of consumer characteristics
combined with varied company objectives.
Educational materials generally present
pricing as a linear decision that isolates
separate portions of the pricing decision
without consideration for their
interrelationships. This “linear” method offers
an opportunity to overlook the interaction of
firm objectives with customer characteristics.
That is, a mismatch of company objectives
with the market may occur because linear
pricing modules do not regard the “steps” as
iterative or interactive. The appropriateness of
firm objectives as well as specific pricing
tactics within a given set of market
circumstances is seldom discussed in pricing
literature.
This article offers a modification of Tellis’
Price Strategy Matrix framework to be used
by managers so that they can judge quickly
the appropriateness of pricing objectives and
strategies for the special circumstances of
either entire markets or special segments.
This pricing strategy matrix considers a
match of consumer characteristics with
company objectives and the competitive
situation. It unifies consumer characteristics
and company strategic objectives given the
competitive situation and makes pricing
strategies and tactics easier to grasp and
apply. Given the circumstances of each
decision, the manager can choose appropriate
pricing techniques. This framework is not
intended to replace current training or
VOLUME 3 NUMBER 2
1994
15
Matching Appropriate Pricing
Strategy with Markets and
Objectives
Charles R. Duke