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Journal articles on the topic 'Pricing strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 6 September 2023

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1

Gao, Runting. "On the Importance of Pricing Strategy in Marketing Strategy." Frontiers in Business, Economics and Management 10, no. 1 (July 17, 2023): 158–61. http://dx.doi.org/10.54097/fbem.v10i1.10234.

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This paper investigates the significance of pricing strategies within the scope of marketing strategies. Emphasizing its central role, the research delineates various types of pricing strategies, exploring how they can differ based on industry applications. By employing a literature review and case study methodology, we analyze the challenges faced by businesses when implementing pricing strategies, along with the potential future trends in this domain. The conclusion accentuates that, in an increasingly competitive market, businesses need to effectively craft and constantly optimize their pricing strategies in alignment with consumer behaviors, regulatory constraints, data-driven challenges, and considerations for sustainability and social responsibility. As personalization, dynamic pricing, transparency, and fairness become prevalent, businesses are offered opportunities and challenges that necessitate strategic evolution for sustained competitiveness.
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2

Apak, Sudi, Kamer Hagop Taşcıyan, Funda Sezgin, and Richard Lynch. "Pricing strategy: hedge funds." Procedia - Social and Behavioral Sciences 41 (2012): 544–58. http://dx.doi.org/10.1016/j.sbspro.2012.04.067.

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3

Miahkykh, Iryna M., Mariana S. Shkoda, and Oleksandr М. Peresypko. "ENHANCING THE ENTERPRISE PRICING STRATEGY MANAGEMENT." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 137, no. 4 (December 5, 2019): 95–103. http://dx.doi.org/10.30857/2413-0117.2019.4.9.

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The fundamental objectives of this study is to provide insights to the “pricing policy” concept, to explore the factors that affect pricing of commercial products, as well as to develop recommendations to enhance the company's strategic management in the area of its pricing policy. To attain the above objectives, the following research methods have been employed: system analysis and logical generalization – to improve the framework for the enterprise pricing strategy management optimization; a substrate approach – to justify and group the internal and external factors affecting the pricing policy. It is noted that while estimating the price for products, the company seeks to obtain the desired profit, both in the short run, and for the future, in the long term to ensure their competitiveness. Thus, within a pricing policy it is critical to maintain the permanent process of selection and comparison of an acceptable ratio between the product output and its price subject to the market. However, mere competitors’ price monitoring or price comparing and adjustments, are not yet sufficient for achieving business success. While shaping the pricing policies and adjusting prices, a company should focus on consumer purchasing power, since the market factor plays a key role in pricing. Moreover, for many enterprises price is the major tool for managing supply and demand. It is also very important that these methods are applied synchronously, which will enable the company to set relevant prices and make products competitive through pricing quality management policies. Since the cost accounting method refers to the costs associated with product manufacturing and sales, respectively, the target costs are recorded, whereas the market approach facilitates businesses to assess the current situation in the market. In the strategy of managing pricing policies, it is necessary to seeing the importance of the relationship and correlation between the sales strategy and the marketing concept of the enterprise. Another significant finding of the study in the context of pricing strategy management is the need to consider the relationships and correlation between a sales strategy and the company marketing concept. Thus, while designing pricing strategies, first of all, it is critical to focus on setting the relevant price level that will contribute to maximizing the total company profit under limitrophe regulation of its business activities in a competitive environment, as well as to develop the optimal pricing policy and select a particular management strategy in line with specific company goals and activities.
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4

Tan, Hua Shan, and Yang Yang. "Pricing Strategy of Cruise Companies." Applied Mechanics and Materials 380-384 (August 2013): 4579–82. http://dx.doi.org/10.4028/www.scientific.net/amm.380-384.4579.

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This paper researches the product pricing problems of cruise companies in the oligopoly market, discusses a cooperative game model and a non cooperative game model, and gives equilibrium results of pricing game between two oligopoly companies by analyzing the solution of models.
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5

Lo, Ching Wing,. "MARKETER’S PRICING STRATEGY VS. COMPETITION LAW." Labuan e-Journal of Muamalat and Society (LJMS) 12 (June 30, 2018): 101–10. http://dx.doi.org/10.51200/ljms.v12i.1353.

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Marketers put greater emphasis in pricing strategy during their marketing planning simply because pricing is one of the most important elements of marketing mix that can generate revenue. Formulating of product or service prices is a strategic activity because the price or prices assigned to a product or range of products will create an impact on consumer’s perception towards a company’s products and determine its subsequent purchase. Marketers need to exercise creativity in pricing strategy in order to attract consumer’s positive perceptions and purchase decisions. As a result, various pricing strategies have been introduced for products and services such as value-based pricing, bundle pricing, price skimming, penetration pricing, competitors oriented pricing, and discriminatory pricing to name a few. By applying all these creative pricing strategies, to great extent have enable marketers to compete effectively as well as to win over consumer’s perception in purchase decisions. On one hand, it is an effective strategy for the marketers to succeed in business. But on the other hand it may be unfavourable to the consumers especially when there are unfair trading practices occurred on the pricing strategies implemented. In this situation it is classified as anti-competition and abuse of dominant position. In order to protect both the business-to-business consumers and end consumers, the Malaysian government has implemented the Competition Act 2010 which came into force on 1 January 2012 with the aim to control anti-competition and abuse of dominant position. The Competition Act 2010 is changing the way marketers formulating and implementing their pricing strategies. This is because the Competition Act 2010 has specific clauses in prohibiting enterprises in setting prices by exploiting consumer’s position for their profiteering advantage. Hence, marketers are presently caught in a difficult position when formulating pricing strategy which at the same time has to comply with the Competition Act 2010. To date, limited review has been conducted on marketer’s pricing strategy vis-à -vis competition Act pricing policy. The purpose of this paper is to compare the marketer’s pricing strategy and competition Act pricing policy and to evaluate how the relevant sections of the competition Act impact marketer’s pricing decisions. In the conclusion, non-pricing strategies are recommended to counter the competition Act pricing policy prohibitions.
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6

Yang, Yu, Hua Zhou, Jun Hui Liu, and Yun Feng. "Dynamic Pricing Strategy and Optimal Resource Selection Strategy Based on Credibility Model." Applied Mechanics and Materials 668-669 (October 2014): 1615–20. http://dx.doi.org/10.4028/www.scientific.net/amm.668-669.1615.

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With the gradual development of Cloud Computing, the model of work and business will fundamentally change in the future. Current market trading mechanism under the cloud computing environment is lacking in flexibility and most of companies adopt a fixed-rate pricing model, which is difficult to meet the different needs of users. Based on cloud bank model, this paper introduces economic theory to provide a theoretical basis for the development of resource prices and propose a dynamic pricing strategy and maximize utility resource selection strategy based on market supply and demand and credit for cloud bank. In the last part of this paper, we use simulation platform to do a simple experiment to test this dynamic pricing strategy. Experiment result shows the pricing strategy could adjust computing resource prices automatically under the general market price rule conditions and maximize utility resource selection strategy could get the max utility for resource consumers.
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7

Popov, Dragomir, and Femi Odebiyi. "PRICING MODELS IN A CAPTIVE MARKET: A CASE STUDY OF LCC DORMITORIES." CBU International Conference Proceedings 5 (September 23, 2017): 389–95. http://dx.doi.org/10.12955/cbup.v5.955.

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The purpose of this study is to identify the residents’ preference among three pricing strategies: a la carte pricing strategy, limited choice pricing strategy, and bundled pricing strategy. The study analyzes the correlation between the year of study of the dormitory residents and the preferred pricing strategy. It uses an online survey for LCC International University students who were enrolled for the 2015-2016 academic year. A fixed choice set analysis is performed to analyze 126 valid responses. The results show that 42.4% of the respondents prefer an a la carte pricing strategy, contrary to the currently limited choice pricing strategy employed by LCC residency halls. Additionally, the study finds out that the residents are more likely to switch their preference from a bundled pricing strategy to an a la carte pricing strategy the higher their year of study is. Resident preferences for pricing strategies can provide dormitory operators with valuable information on establishing best pricing structures.
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Farmaciawaty, Desy Anisya, Ahmad Danu Prasetyo, Niken Larasati, Raka Achmad Inggis, Novialita Ayu C. Wibowo Putri, and Nur Budi Mulyono. "Pricing Strategy and Pricing Determinant Factors in Sharing Logistics." Jurnal Manajemen Teknologi 20, no. 2 (2021): 107–16. http://dx.doi.org/10.12695/jmt.2021.20.2.1.

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Abstract. There is a significant change in our current business practices where the change leads the mainstream business practice into a new concept: Sharing Economy. In this research, the sharing economy will be narrowed down to a specific topic called sharing logistics. This research aims: (1) to identify the determinants that are perceived as a priority by customers in logistics service, (2) to explore the pricing method suitable for sharing logistic companies based on priority determinants, which are previously identified. To arrive at the objectives of the research, many works of literature were reviewed related to the matter of determinants and pricing strategies in the logistics service industry and related to the concept of sharing economy. Primary data was also collected through an interview with the expert of the leading logistic service company in Indonesia. In addition, the analytical hierarchy process (AHP) was conducted as well to find the proportion that represents determinants’ priority based on the perspective of the customers of logistic service providers and academic researchers. Hopefully, by identifying the determinants that are perceived as a priority by customers in logistics service, and with its appropriate pricing method, companies that run their business in logistics sharing will have a proper pricing method guideline in the first place. Keywords: Sharing economy, sharing logistics, pricing method, determinants of logistics service, analytical hierarchy process
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9

Zhou, Ji Chang. "Pricing Strategy Study on Environmental Pollution Liability Insurance in China." Advanced Materials Research 113-116 (June 2010): 1529–32. http://dx.doi.org/10.4028/www.scientific.net/amr.113-116.1529.

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The research discovered that the calculation pricing theory, the risk effectiveness pricing theory, the financial pricing theory is the pricing main theory basis, adopts the option pricing and in the calculation pricing union, the pricing method in the pricing technology uses one by one method and the classification unifies, adopts the corresponding pricing strategy in the practical application, only then can calculate conforms to the insurance enterprise, the insurance company, the third party wish and the benefit price.
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10

Feng, Shuai, Xiaojian Hu, Aifeng Yang, and Jiqiong Liu. "Pricing Strategy for New Products with Presales." Mathematical Problems in Engineering 2019 (December 27, 2019): 1–13. http://dx.doi.org/10.1155/2019/1287968.

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An increasing number of firms and retailers use presale strategies to induce customers to purchase before new products enter the market to increase their market share. Presales have gradually become a hot issue in business and academic circles. Based on a skimming pricing strategy and a penetration pricing strategy, this paper uses the different choice behaviors of two types of consumers to investigate the pricing strategy of preselling new products. The results show that if the proportion of fashion consumers is relatively low and their willingness to buy in the spot channel is below the threshold, the retailer should focus on traditional consumers by using a skimming pricing strategy; otherwise, the retailer should switch to a penetration pricing strategy. Moreover, we find that to gain more profits, the retailer should introduce a presale channel using either a penetration pricing or skimming pricing strategy. The introduction of a presale channel may not only reduce inventory risk and cost and enhance the market share and profitability of the enterprise but also help consumers avoid the risk of shortage and enhance their sense of security.
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11

Maeda, Yasunari. "Purchasing Strategy with Dynamic Pricing." IEEJ Transactions on Electronics, Information and Systems 142, no. 2 (February 1, 2022): 145–46. http://dx.doi.org/10.1541/ieejeiss.142.145.

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12

Pitt, Leyland F., Pierre Berthon, Richard T. Watson, and Michael Ewing. "Pricing strategy and the net." Business Horizons 44, no. 2 (March 2001): 45–54. http://dx.doi.org/10.1016/s0007-6813(01)80022-7.

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13

Dasgupta, Sudipto, and Sheridan Titman. "Pricing Strategy and Financial Policy." Review of Financial Studies 11, no. 4 (October 1998): 705–37. http://dx.doi.org/10.1093/rfs/11.4.705.

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14

Ellickson, Paul B., Sanjog Misra, and Harikesh S. Nair. "Repositioning Dynamics and Pricing Strategy." Journal of Marketing Research 49, no. 6 (December 2012): 750–72. http://dx.doi.org/10.1509/jmr.11.0068.

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15

Kapoor, Anuj Pal, and Madhu Vij. "Onlymobiles.com: Redefine the Pricing Strategy." Asian Case Research Journal 23, no. 02 (December 2019): 399–414. http://dx.doi.org/10.1142/s0218927519500160.

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Mr. Shrutam Desai, the 38-year-old founder of Onlymobiles.com, was always ahead of the market trend. His love for travelling exposed him to various geographies, demographics and cultures and as a result, he was always ahead of the market curve in predicting the market dynamics. Onlymobiles. com was competing with hundreds of online as well offline retailers in the mobile phones and accessories market. Onlymobiles.com, were selling mobile and smart phones of smaller ticket size and most of the orders were purchased with CoD (cash on delivery) option. While, CoD was essential for sustainable and profitable growth, it posed challenges for the business. In order to compete with the established players and, at the same time, be profitable, Desai examined the options that would help Onlymobiles.com create its niche in the market. He weighed between a change in the retail strategy or a change in the service strategy for Onlymobiles.com.
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16

Obijiaku, Callistus Chisom, and Kyungbaek Kim. "Price estimation based on business model pricing strategy and fuzzy logic." Korean Institute of Smart Media 12, no. 1 (February 28, 2023): 54–61. http://dx.doi.org/10.30693/smj.2023.12.1.54.

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Pricing, as one of the most important aspects of a business, should be taken seriously. Whatever affects a company's pricing system tends to affect its profits and losses as wall. Currently, many manufacturing companies fix product prices manually by member of an organization's management team. However, due to the imperfect nature of humans, an extremely low or high price may be fixed, which is detrimental to the company in either case. This paper proposes the developement of a fuzzy-based price expert system (Expert Fuzzy Price (EFP)) for manufacturing companies. This system will be able to recommend appropriate prices for products in manufacturing companies based on four major pricing strategic goals, namely : Product Demand, Price Skimming, Competition Price, and Target population.
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17

Zhang, Ping. "Research on the Technology of Service Pricing Optimization Strategy for Mobile Communication Enterprise." Applied Mechanics and Materials 713-715 (January 2015): 1427–30. http://dx.doi.org/10.4028/www.scientific.net/amm.713-715.1427.

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Price is the main competition means in China's mobile communications market, scientific pricing methods and strategies are important issues must be resolved by operators. Meanwhile, the pricing strategy selection of service product is an important decision factor in mobile communication business marketing. Based on this, this paper through analyzing on the cost-plus pricing strategy, competition-oriented pricing strategy and customer-oriented pricing strategy, consider mobile communication enterprise pricing strategy should be selected according to their own environment and the different stages of the mobile service growth, so that pricing is more in line with the subjective wishes of the client, and favorable for long-term interests of the enterprise.
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18

Yu, Zhao Zhao, and Shou Wen Ji. "The Two-Step Pricing Strategy Research of Regional Logistics Information Platform Based on Game Theory." Advanced Materials Research 655-657 (January 2013): 2274–78. http://dx.doi.org/10.4028/www.scientific.net/amr.655-657.2274.

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The paper establishes a two-step pricing strategy of regional logistics information platforms model based on Game Theory. Then it gives the basic membership fee pricing strategy and the usage fee pricing strategy based on Staekelberg Strategy.
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19

Pandey, Neeraj, Nikhil Mehta, and Shreya Basu Roy. "Semiconductor Pricing Strategy in USB Market: A Market Leader’s Dilemma." Business Perspectives and Research 5, no. 1 (November 30, 2016): 1–10. http://dx.doi.org/10.1177/2278533716671614.

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The semiconductor market has become more competitive than ever before with new players joining the industry. There is pressure for innovation and differentiation in this industry to maintain leadership. The resultant innovative products have wide application but are sold in hypercompetitive market. The industry requires price management at transaction level to achieve efficiency and excellence with each of the diverse customers. The pricing in the semiconductor industry is done more scientifically as compared to other industries like FMCG, consumer durables, and health care. Pricing software aid managers in determining the appropriate price. This research looks holistically at the pricing issues especially faced by market leader with focus on Universal Serial Bus (USB) customers. The market leader traditionally does premium pricing in semiconductor industry. We question that—Should a market leader always charge price premium in all its product lines? Which pricing strategy is better—skimming pricing strategy or penetrative pricing strategy? The objective of the research is to find appropriate pricing strategy for the specific product category. A right price would lead to enhanced revenue besides better customer conversion ratio.
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20

Terzi, Marina C., Damianos P. Sakas, and Ioannis Seimenis. "Pricing Strategy Dynamic Simulation Modelling within the High-Tech Sector." Key Engineering Materials 495 (November 2011): 167–70. http://dx.doi.org/10.4028/www.scientific.net/kem.495.167.

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New Product Development (NPD) in the high-tech sector is a rapid paced concept that requires constant efforts and great market awareness. Pricing has received little attention from companies, even if systematic pricing monitoring may lead to serious conclusions regarding the proper allocation of resources and the segmentation of the marketplace. The purpose of the present study is to develop the concept of pricing strategies simulation modelling for the development of new high-tech products. The Pricing Simulation Model successfully represents the process that companies should carefully consider so as to employ the optimal pricing strategy.
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Thomas, Sanju John, Mukund Haribhau Bade, Sudhansu Sekhar Sahoo, Sheffy Thomas, Ajith Kumar, and Mohamed M. Awad. "Urban Water Management with a Full Cost Recovery Policy: The Impact of Externalities on Pricing." Sustainability 14, no. 21 (November 4, 2022): 14495. http://dx.doi.org/10.3390/su142114495.

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Water has complex cost dimensions and is considered a scarce commodity under a reduced-recycle-reuse system with a full cost recovery strategy. The impact of externalities from the social, economic, and ecological aspects of exploiting water resources are often not accounted into the pricing mechanism. We discuss the current work model as well as a pricing strategy for a water infrastructure program with a full cost recovery strategy. Single and multi-block pricing models are created, and their effect on water pricing is discussed. The impact of externalities is accounted for, and respective cost components, namely, environmental cost, opportunity cost, and ecological imbalance cost are included in the water pricing, to analyze the impact on the cost of produced water. A comparison under the normalized, single-block and multi-block pricing strategy are discussed and the payback period is found. It is seen that the unit cost of potable and non-potable water is brought down from 0.94 USD/m3 and 0.51 USD/m3 to 0.62 USD/m3 and 0.29 USD/m3, respectively using a multi-block pricing strategy. It is recommended that policy interventions in a full cost recovery water pricing strategy should consider the cost of externalities with a multi-block pricing system for breakeven in water infrastructural investments.
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Spruit, Marco, and Nizar Abdat. "The Pricing Strategy Guideline Framework for SaaS Vendors." International Journal of Strategic Information Technology and Applications 3, no. 1 (January 2012): 38–53. http://dx.doi.org/10.4018/jsita.2012010103.

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Software as a Service has become a dominant IT news topic over the last few years. Especially in these current recession times, adopting SaaS solutions is increasingly becoming the more favourable alternative for customers rather than investing on brand new on-premise software or outsourcing. This fact has inevitably stimulated the birth of numerous SaaS vendors. Unfortunately, many small-to-medium vendors have emerged only to disappear again from the market. A lack of maturity in their pricing strategy often becomes part of the reason. This paper presents the ‘Pricing Strategy Guideline Framework(PSGF)’ that assists SaaS vendors with a guideline to ensure that all the fundamental pricing elements are included in their pricing strategy. The PSGF describes five different layers that need to be taken to price software: value creation, price structure, price and value communication, price policy, and price level. The PSGF can be of particularly great use for the start-up vendors that tend to have less experience in pricing their SaaS solutions. There have been no SaaS pricing frameworks available in the SaaS research area, such as the PSGF developed in this research. The PSGF is evaluated in a case study at a Dutch SaaS vendor in the Finance sector.
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Cahyani, Ni Putu Evi Yuli, I. Ketut Astawa, and Ni Nyoman Triyuni. "Increasing Room Occupancy and Room Revenue through Price Decision Strategy." International Journal of Glocal Tourism 1, no. 1 (March 30, 2021): 1–12. http://dx.doi.org/10.58982/injogt.v1i1.12.

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Purpose: The purpose of this article is to find out the pricing strategy implemented currently and the strategy should be implemented to increase room occupancy and room revenue at 5 star hotel in Kuta tourist area, Bali, Indonesia. Research methods: The data analysis techniques used in this research are quantitative analysis technique, analyzed using path analysis in SPSS Program version 25 and the qualitative descriptive analysis to interpret data information through word based on the result and the real situation. Findings: The pricing strategies implemented currently at the hotel are pricing strategy based on competitor, flexible pricing, and discount pricing. This strategy has a positive effect on room occupancy and room revenue. The flexible pricing is a profitable strategy to increase room occupancy and room revenue of the hotel. Implication: The hotel must pay attention to the prices offered by the competitors, the flexible prices offered by the hotel website, the discount priced offered to the customers and reconsider pricing strategies that have proven ineffective to be implemented in the future.
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Wu, Shin-yi, and Rajiv Banker. "Best Pricing Strategy for Information Services." Journal of the Association for Information Systems 11, no. 6 (June 2010): 339–66. http://dx.doi.org/10.17705/1jais.00229.

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Zhang, Zuopeng ("Justin"), and Sajjad M. Jasimuddin. "Pricing Strategy of Online Knowledge Market." International Journal of E-Business Research 4, no. 1 (January 2008): 55–68. http://dx.doi.org/10.4018/jebr.2008010104.

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Mehrdar, Atabak, and Ting Li. "An Optimal Pricing Strategy with Cannibalization." Academy of Management Proceedings 2020, no. 1 (August 2020): 21205. http://dx.doi.org/10.5465/ambpp.2020.21205abstract.

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27

Gourley, David, and Thomas T. Nagle. "The Strategy and Tactics of Pricing." Journal of Marketing 52, no. 3 (July 1988): 133. http://dx.doi.org/10.2307/1251457.

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Zheng, Shengming, and Yugang Yu. "Manufacturer encroachment with equal pricing strategy." Transportation Research Part E: Logistics and Transportation Review 152 (August 2021): 102346. http://dx.doi.org/10.1016/j.tre.2021.102346.

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Pawlak, Kim. "Time to Change Your Pricing Strategy?" Membership Management Report 18, no. 3 (February 2022): 2. http://dx.doi.org/10.1002/mmr.31866.

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Shi, Min, and Wei Yu. "Pricing Strategy and Corporate Bond Value." International Journal of Operations Research and Information Systems 3, no. 3 (July 2012): 40–52. http://dx.doi.org/10.4018/joris.2012070103.

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Pricing strategy is expected to impose profound impacts on a firm’s cash flow and default risk. However, little research has been done to examine its direct impacts on financial markets. Applying event study methodology on the airline industry data, this paper aims to fill this gap by investigating whether and how corporate bond value is affected by pricing cut events in the airline industry in various time windows. The authors’ empirical results find significant positive abnormal bond returns in the announcement month. However, the price effect becomes insignificant and vanishes in the following months. By integrating financial market and marketing behavior analysis, this paper provides managerial insights for both marketing managers and corporate bond investors.
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Cho, Hyung-Rae, and Minho Rhee. "Effect of Aftermarket on Pricing Strategy." Journal of Society of Korea Industrial and Systems Engineering 43, no. 3 (September 30, 2020): 21–28. http://dx.doi.org/10.11627/jkise.2020.43.3.021.

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Haraldsson, Ingemar. "Agricultural Marketing Strategy and Pricing Policy." Agricultural Economics 3, no. 2 (May 1989): 166–68. http://dx.doi.org/10.1111/j.1574-0862.1989.tb00081.x.

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Malighetti, Paolo, Stefano Paleari, and Renato Redondi. "EasyJet pricing strategy: determinants and developments." Transportmetrica A: Transport Science 11, no. 8 (July 20, 2015): 686–701. http://dx.doi.org/10.1080/23249935.2015.1063021.

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Wang, Ziping, Samar K. Mukhopadhyay, and Dong Qing Yao. "Bayesian pricing strategy for information goods." International Journal of Operational Research 17, no. 4 (2013): 399. http://dx.doi.org/10.1504/ijor.2013.054971.

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Baker, Timothy, David Collier, and Vaidy Jayaraman. "A new pricing strategy evaluation model." International Journal of Operational Research 29, no. 3 (2017): 295. http://dx.doi.org/10.1504/ijor.2017.084357.

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Jayaraman, Vaidy, Timothy Baker, and David Collier. "A new pricing strategy evaluation model." International Journal of Operational Research 29, no. 3 (2017): 295. http://dx.doi.org/10.1504/ijor.2017.10005236.

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Wu, Lingli, Shiming Deng, and Xuan Jiang. "Sampling and pricing strategy under competition." Omega 80 (October 2018): 192–208. http://dx.doi.org/10.1016/j.omega.2018.01.002.

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38

Krishnan, Trichy V., Frank M. Bass, and Dipak C. Jain. "Optimal Pricing Strategy for New Products." Management Science 45, no. 12 (December 1999): 1650–63. http://dx.doi.org/10.1287/mnsc.45.12.1650.

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Coe, Barbara J. "Strategy in retreat; pricing drops out." Journal of Business & Industrial Marketing 5, no. 1 (January 1990): 5–25. http://dx.doi.org/10.1108/eum0000000002734.

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Yu, Wen-der, Kwo-Wuu Wang, and Ming-Teh Wang. "Pricing Strategy for Best Value Tender." Journal of Construction Engineering and Management 139, no. 6 (June 2013): 675–84. http://dx.doi.org/10.1061/(asce)co.1943-7862.0000635.

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Shi, Mengze. "Social Network-Based Discriminatory Pricing Strategy." Marketing Letters 14, no. 4 (December 2003): 239–56. http://dx.doi.org/10.1023/b:mark.0000012470.94220.db.

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Wang, Wenjie, and Lei Xie. "Coordinating Demand and Supply for Crowd Logistics Platforms with Network Effect." Mathematical Problems in Engineering 2021 (June 28, 2021): 1–14. http://dx.doi.org/10.1155/2021/1567278.

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The crowd logistics platforms connect stochastic demand with uncertain delivery supply which is provided by independent service providers. Considering direct-network effects and cross-network effects between the demand and supply side, a dynamic surge pricing model for crowd logistics platforms is built. The pricing strategy is derived to coordinate the supply with demand to equilibrium. Furthermore, the pricing strategy minimizing cumulative delivery orders is analyzed. The numerical simulation results show that the dynamic surge pricing strategies can stimulate the uncertain delivery supply for maximizing platforms’ revenue. And, direct-network effects pose a positive impact on the dynamic surge pricing strategy. In contrast, the cross-network effects have a negative impact on the pricing strategy. However, direct-network effects and cross-network effects negatively influence platforms’ revenue.
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43

Yu, Haifei, Shanshan Zheng, and Hao Wu. "User Privacy Awareness, Incentive and Data Supply Chain Pricing Strategy." Sustainability 15, no. 4 (February 12, 2023): 3362. http://dx.doi.org/10.3390/su15043362.

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In recent years, the collection, mining, and utilization of data have become a new profit growth point for enterprises, and these events have also accelerated the pace of enterprises to collect users’ data. However, the relevance of personal data privacy and the frequent occurrence of data leakage events have increased users’ privacy awareness. The purpose of our study is to enhance the effective flow of data while protecting users’ data privacy. The data supply chain consists of the end user, data provider, and service provider, and involves the flow of the value-added process of data. Our study focuses on the pricing strategy of data products considering data incentive and data protection levels. We propose three models—centralized pricing, decentralized pricing, and revenue-sharing pricing—and solve them, and then we analyze the impact of users’ privacy awareness on data incentives, protection, and pricing of data products in the three models. We also analyze which pricing method works best for participants.
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44

Chang, Yang-Ming, Joel M. Potter, and Shane Sanders. "Inelastic sports ticket pricing, marginal win revenue, and firm pricing strategy." Managerial Finance 42, no. 9 (September 12, 2016): 922–27. http://dx.doi.org/10.1108/mf-02-2016-0047.

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Purpose A standard result of firm theory is that a monopoly maximizes profit somewhere along the elastic portion of its demand curve. However, empirical studies of sports ticket pricing routinely find that (home) teams price along the inelastic portion of demand. Despite compelling theoretical explanations of this finding, at least one important factor remains unconsidered. A profit-maximizing team considers not only direct marginal revenue and direct marginal cost when setting a ticket price but also deferred, strategic benefit (revenue) from present game success. The paper aims to discuss these issues. Design/methodology/approach Prior literature finds that a given win is valued in that it generates additional future revenue and likelihood of home victory rises, ceteris paribus, in crowd density. The authors construct a firm profit maximization problem in which a sports team considers both present and future revenue when pricing home games in the present period. Findings If the deferred benefit is sufficiently large, a forward-looking, profit-maximizing team prices along the inelastic portion of its static demand curve. Importantly, this same price falls along the elastic portion of the firm’s (empirically unobserved) dynamic demand curve. Originality/value This is the first model of sports ticket pricing to recognize the intertemporal nature of demand for a sports match.
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Sato, Kimitoshi, and Katsushige Sawaki. "A continuous-time dynamic pricing model knowing the competitor’s pricing strategy." European Journal of Operational Research 229, no. 1 (August 2013): 223–29. http://dx.doi.org/10.1016/j.ejor.2013.02.022.

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Zhao, Ze Bin, and Yu Tian. "Traffic Behaviors Simulation under Congestion Pricing Revenue Redistribution Strategy." Applied Mechanics and Materials 253-255 (December 2012): 1982–87. http://dx.doi.org/10.4028/www.scientific.net/amm.253-255.1982.

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On the basis of behavioral model under congestion pricing revenue redistribution, this paper proposes the general idea, process of the simulation and designs the essential simulation module of congestion pricing revenue redistribution based on the Multi-Agent technology and Starlogo. Traffic behaviors are simulated under the situation that congestion pricing revenue is used to raise the level of bus service and extend the road capacity. Also the simulation is compared with other two situations with and without congestion pricing. The results demonstrate that this method overcomes the localization of the traditional micro traffic flow simulation model, and the traffic flow of congesting section can be effectively reduced and distributed more optimal.
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47

Oram, Richard L., Eric C. Mitchell, and A. Jeff Becker. "Management Framework for Transit Pricing." Transportation Research Record: Journal of the Transportation Research Board 1521, no. 1 (January 1996): 77–83. http://dx.doi.org/10.1177/0361198196152100111.

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A management framework for developing and managing a fare strategy for Tidewater Regional Transit (TRT) is suggested, and the underlying rationale and decision-making steps are illustrated. Results of roundtable meetings held with TRT management and staff in January 1994 and experiences organizing and implementing pricing strategies in corporate, nonprofit, and other transit organizations throughout North America are reported. It is proposed that TRT focus its pricing strategy on a clear understanding of its primary and secondary management objectives and on how the various pricing components can help fulfill these objectives. In providing this framework, examples of relevant pricing strategies in other nonprofit and commercial entities are highlighted. An understanding of positive and negative facets of discount programs is provided to illustrate effective discount methods and common pitfalls. A simple, sequential process for managing pricing strategy effectively is outlined and recommendations offered on how to maintain an effective pricing strategy within an organization.
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Zhenghua, Deng, and Hu Xiao. "Joint Pricing Strategies for Tobacco Manufacturing Equipment and Optional Value-added Service." Tobacco Regulatory Science 7, no. 5 (September 30, 2021): 1829–41. http://dx.doi.org/10.18001/trs.7.5.105.

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Objectives: This paper constructs an analytic model for optimal pricing in which the interrelationship between the tobacco equipment and the optional value-added service supplied by tobacco equipment manufacturers are effectively depicted, and derives the closed-form solutions of the optimal prices, which has previously been considered analytically intractable in the bundling problem of pricing two goods. The research reveals that when the marginal cost of the optional value-added service is 0 and the valuation of the service for tobacco manufacturing enterprises is relatively low, it is advisable to adopt pure bundling pricing strategy; when the marginal cost of the service is 0 but the valuation of the service is relatively high, it is advisable to adopt separate pricing strategy; when the marginal cost of the service is greater than 0, separate pricing strategy is always optimal. And it is interesting that, under separate pricing strategy, the higher valuation of the tobacco equipment leads to lower price for the service; the higher marginal cost of the service leads to higher price for the service, but lower price for the tobacco equipment. This paper also proves that there are only two basic pricing strategies for tobacco equipment manufacturers: pure bundling pricing and separate pricing of the tobacco equipment and service.
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Wang, Ping, In-Lin Hu, and Chen-Chi Chang. "Exploring the value and innovative pricing strategy of digital archives." Electronic Library 32, no. 1 (January 28, 2014): 96–105. http://dx.doi.org/10.1108/el-01-2012-0004.

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Purpose – The research issues of digital preservation have apparently moved from how to set up the digital archives to on-going business models. The aim of this paper is to investigate the key factors for digital archives' success. This paper provides a business model for the sustainability of digital archives. Design/methodology/approach – Both pricing strategies and business models related to digital archives are very important. From the point of archive preservation, how to preserve digital archives permanently and make them accessible are the most important research issues. This paper, based on a review of the academic literature, adopts the innovative pricing approach to develop the business models and pricing strategy. Findings – The research defines the different needs at start-up versus the on-going operations for digital preservation. Considering digital archives as information goods, this study adopts the TRIZ method to establish a pricing strategy for digital preservation. It discusses the pricing strategy for digital preservation using an innovative method of creative problem-solving theory from the perspectives of the archives institutes, materials providers and consumers. Originality/value – This study recommends the pricing strategies for the digital preservation programs and the government's price policy based on the TRIZ analysis method.
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Hu, Haichao. "Research on Task Pricing Strategy of “Taking Photos to Make Money” APP." E3S Web of Conferences 235 (2021): 03012. http://dx.doi.org/10.1051/e3sconf/202123503012.

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“Taking photos to make money” APP is a kind of self-service mode under the mobile Internet mode, so it is of practical significance to study the task pricing for the later improvement of service. Based on this, this paper firstly determines the main indexes and calculation methods that may affect task pricing, then uses the one-way analysis of variance to determine the significant differences caused by each index variable on task pricing, and then uses multiple regression analysis to consider the influence of multiple factors on task pricing. As a result, the index variable should be removed. Then the relationship between the other three indicator variables and task pricing is analyzed. And then you get the equation. Finally, the unfinished data in the original data were selected, and the influence of index variables on task pricing was observed by using multiple regression analysis. The reasons for unfinished tasks are analyzed mainly because the shortest distance between members and tasks is not considered.
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