Setting the Right Price
One of the ways people get to know you is by the identity you project. Your company name, the way you present yourself, your business card and brochure, where you work, and other ways you conduct your business create an image that gives your customers information about you. Pricing is a part of your image, too. Many entrepreneurs make the mistake of underpricing. They believe that the only way to attract customers is to have the lowest possible price. But this attitude can damage your business. First of all, when you underprice you won't be adequately compensated for your time. You must be able to make enough money to pay your bills and grow your business, or you won't be in business very long. Ironically, underpricing can actually result in getting fewer customers, not more. Think about this from the customer's perspective. Let's say you are looking for someone to do a job for you. You contact five companies, and get prices of $4000, $2700, $2500, $2400, and $1000. Which one would you select? Assuming that the quotes are all based on the same specifications, most people would immediately eliminate the $4000 quote as being way out of line; however, they would also be suspicious of the $1000 quote. Why is it so much less than the others? Do they use substandard materials? Are their workers less skilled? Will they do a poor job--if they do the job at all? Price isn't the only factor people consider when making a purchase. You might choose the $2700 quote because you decide the price is reasonable, and someone from the company called you back quickly. You get a good feeling from their responsiveness, and decide they may be worth a few dollars more than the lowest bidder. Some markets are more price sensitive than others, and there is probably a price point you can't exceed for your product or service. But coming in far below the "going rate" can be just as harmful to your business as overpricing. Copyright Cathy Stucker. As the Idea Lady, Cathy Stucker can help you attract customers and make yourself famous with inexpensive and free marketing ideas. Get free tips, articles and more at http://www.IdeaLady.com/.
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People buy for their own reasons, not anyone
else's.
The stronger position is found in the experience, outcome,
or benefit you provide as opposed to the methods you use for
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positioning. The environment of Starbucks creates an experience
that invites us to come study for exams, hang out and
philosophize with friends, or get the day started with a warm
cup of java and the morning news. Starbucks is an invitation to
linger, not just get your coffee and go.
When you are assessing your own position and considering how you
might improve your image and thus your market share, remember
that there are essentially four winning positions: better,
different, faster, or cheaper. You can certainly position
yourself as one of these, perhaps even two; capturing a position
as three of them is tough and probably not desirable, and
cornering all four is just about impossible.
Not everyone is up to the task of creating another Starbucks.
It's tempting, with price wars so rampant, to believe that a
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truth this is the most difficult because of fixed costs. It's
like doing the limbo: you can go only so low, and then you're
overextended or flat on your back. Definitely not the easiest
position to be in.
How about being better instead? Contrary to popular belief, this
is perhaps the easiest position to take, since making an
improvement or simply creating the impression of greater quality
or ability has no constraints. One tip: when you capture the
different category, you may get the better category as a
by-product.
Starbucks capitalized on this technique, as did Dennis Rodman,
the oddball of basketball. He came up with a way to take two
positions in fans' eyes: both different and better. Okay, maybe
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was unbeatable, but certainly he was perceived for a time as
better (cooler, trendier) among those who were captivated by his
style. His fashion and fascinating antics made him so unique that
he became unforgettable. And because he was also an excellent
ball handler, he became famous and highly regarded in his
sport.
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up, so BMW -- a competitor with a parity product -- simply
repositioned itself. Its tag, "the ultimate driving machine,"
appeals to a younger crowd and gives them luxury with power and
handling. This is "hip luxury," which is different from the
Mercedes position, which could be summed up as "elegant luxury."
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BMW marketers had both a strong sense of the position they
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créme de la créme within their target market. You can do this,
too. Once you've figured out what position you can successfully
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Who is my premium client? Who would be the most enjoyable
and rewarding to serve?
What are this client's unique desires, needs, and
challenges? How can I best serve this client?
What do I (or can I) provide in a unique way to help my
clients achieve their business outcomes?
How can I position myself as an expert in this market?
With this information, you can tailor your marketing efforts --
everything you say to people, any support materials you use,
even the way you dress and act -- directly to this audience to
help establish your position. This is the first step to "owning
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Positioning is like popularity: You have to be seen in the right
places and with the right people. This is more than social
climbing: You learn more about your clients and they learn more
about you when you frequent the same places, attend the same
functions, join the same associations, be published in their
periodicals, and develop products and services specifically for
them.
Positioning is as much about who you are not as it is about who
you are. Starbucks is not a cheaper and faster cuppa joe; it is
an upscale, gourmet coffee experience. BMW is no old-style
luxury; it is stylish performance. Dennis Rodman is no gentleman
forward; he is the outrageous, extreme athlete who is a
recognized celebrity even for people who don't know basketball
from billiards.
Do you want to win big? If so, have the courage to answer these
questions clearly and define your own game: Who are you? Who are
you not? Who are your clients? These are the essential decisions
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market.
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