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Am I Pricing Right?
IMPACT

IMPACT PRICING
Strategy 
Every business owner is haunted by this fundamental question. Expert pricing
strategist Mark Stiving draws upon more than 15 years of experience in
Value 
profitable pricing and delivers a practical plan to help you confidently answer.
Segmentation 

PRICING
Price—it’s the most powerful marketing tool you have—and the least
understood. Zeroing in on the areas where your efforts will generate the
greatest impact, Stiving breaks down critical pricing concepts and provides Portfolio 
the blueprint to integrate proven pricing strategies into your growth plans.
Be empowered to strengthen your pricing structure to withstand any
conditions, dramatically elevating your company performance, position, and
Dynamics 
profits for long-term success.
Costs 
Learn how to:

 Set prices that drive your market position Your Blueprint for Driving Profits
 Implement value-based pricing to charge what customers are willing to pay
 Use price segmentation to leverage value and capture new business

STIVING
 Cash in on complementary products and product versions with portfolio pricing
 Prepare for changing conditions by pricing strategically now
 Correctly use costs to make profitable pricing decisions

Following in the footsteps of sited examples including Apple, BMW,

McDonalds, Mercedes, and other market leaders, learn how to create a
powerful price strategy that does more than cover costs.

Mark Stiving, www.markstiving.com, is a respected price strat-

egist with a Ph.D. in Marketing (Pricing) from U.C. Berkeley and
more than 15 years of experience helping companies implement
value-based pricing strategies to increase profits. A speaker,
coach, and consultant, Stiving has worked with esteemed com-
panies such as Cisco, Procter and Gamble, Grimes Aerospace,
and Rogers Corporation, as well as many small businesses and
entrepreneurial ventures. Read more from Stiving on his blog,
www.PragmaticPricing.com.

ISBN 13: 978-159918-431-9

ISBN 10: 1599184311

Mark Stiving, Ph.D.

$20.00
Business / Management /
Entrepreneurship
Cover design by
Andrew Welyczko entrepreneurpress.com
IMPACT
PRICING
 IMPACT
PRICING
Your Blueprint for Driving Profits

Mark Stiving
PragmaticPricing.com
Publisher: Jere Calmes
Cover Design: Andrew Welyczko, CWL Publishing Enterprises, Inc.
Editorial and Production Services: CWL Publishing Enterprises,
Inc., Madison, Wisconsin, www.cwlpub.com

Copyright © 2011 by Mark A. Stiving. All rights reserved.

Reproduction of any part of this work beyond that permitted by

Section 107 or 108 of the 1976 United States Copyright Act with-
out the express permission of the copyright owner is unlawful.
Requests for permission or further information should be
addressed to the Business Products Division, Entrepreneur
Media, Inc.

This publication is designed to provide accurate and authorita-

tive information in regard to the subject matter covered. It is sold
with the understanding that the publisher is not engaged in ren-
dering legal, accounting, or other professional services. If legal
advice or other expert assistance is required, the services of a
competent professional person should be sought.
—From a Declaration of Principles jointly adopted
by a Committee of the American Bar Association
and a Committee of Publishers and Associations

ISBN 13: 978-1-59918-431-9

10: 1-59918-431-1

15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
 For Carol
(and True Love)
 Contents

Preface xi
Part One. Pricing Fundamentals:
What You Need to Know 1
1. Vision: See Where Your Pricing Needs to Go 3
Strategy Is a Communication Tool 4
Market Cap Pricing 6
Nonfinancial Objectives 10
Low Price as a Corporate Strategy: Don’t Do It! 11
Summary 14
2. Pricing Strategies: A First Glance 17
Neutral, Penetration, and Skimming 18
Value-Based Pricing 21
Negotiated vs. TIOLI Pricing 22
Summary 24
3. Value: What Is Your Product Worth? 27
Customers Buy Perceived Value 28
Choice Value, Value in Use, and Deal Value 31
Will I? Which One? 33
Your Customer’s Brain: Value-Based Buying 38
Summary 39
vii
 Contents

4. Value-Based Pricing: Mandatory to Maximize Profits 41

Value Accounting 42
Identify Your Customer’s Second-Best Option 45
Determine the Price of the Second-Best Option 46
List Your Advantages and Disadvantages Relative
to the Second-Best Option 47
Estimate in Dollars the Value of Each
Advantage and Disadvantage 49
Calculate Your Price 50
Summary 51
5. Create Value: Let Pricing Guide You 53
Create Real Value with Differentiation 54
Increase Perceived Value 56
Influence the Second-Best Option 58
Influence the Perceived Price of the
Second-Best Option 60
Use Price to Signal Quality 60
Summary 62
6. Costs Matter: But Not How You Think 65
Fixed Costs Are Irrelevant to Pricing 66
Variable Costs Are Relevant 68
Standard Costs Can Be a Mistake 70
Observable Costs 72
Cost-Plus Pricing 73
Summary 74

Part Two. Pricing Segmentation: The Most

Profitable Strategies 77
7. Introduction to Price Segmentation: Rich and Poor 79
How to Segment on Price 81
Is This Fair? 82
Summary 84
8. Customer Characteristics: Who Are You? 87
Age 88
Local vs. Tourist 88
Geography 89
Market Segment 89
viii
 Contents

Historical Purchase Behavior 89

Summary 90
9. Customer Behaviors: Jump This Hurdle 93
Coupons (Effort) 94
Rebates (Effort) 95
Sales Events (Patience) 95
End-Aisle Displays (Thoroughness) 96
Purchase Ahead (Foresight) 97
Loyalty Clubs (Investment) 97
Channel/Internet 97
Pay as You Wish 98
Summary 99
10. Transaction Characteristics: At Point of Purchase 101
Volume 102
Weather 103
Time of Day 104
Location 104
First-Time Buyer 104
Number of Quotes 105
Summary 105
11. Loyalty and Price Segmentation: Treat Your
Best Customers the Best 107
Part Three. Portfolio Pricing: No Product Is an Island 111
12. Versioning: Develop the Right Product Line 113
Versioning 114
Good, Better, Better . . . 116
Good, Better, Best 121
Version by Market 122
Summary 123
13. Complementary Products: Linking and Leveraging 125
Loss Leader 126
Durables and Consumables 127
Accessories 128
Captive Customers 128
De-Bundling 129
Bundling 130
ix
 Contents

Product Funnel 132

Summary 133
14. Free: How to Get Paid for Free 135
Summary 140

Part Four. Pricing Dynamics: Prepare for Change 141

15. Introduction to Pricing Dynamics: Customer Expectations 143
Customers Despise Price Increases 144
Start High, Then Discount 145
EDLP vs. Hi-Lo 148
Summary 149
16. Responding to the Economy: The 800-Pound Gorilla 151
Recessions 152
Inflation 153
Summary 155
17. Responding to Competitors: Darn Them 157
Price Wars 159
Summary 162
18. Product Life Cycle: Prices Change with Age 163
New Product Introduction 164
Growth 165
Maturity 166
Decline 166
Portfolio 167
Summary 168
Wrap Up: Now What? 169
Pricing Drives Products 170
Is Your Pricing Right? 171
How This Book Was Priced 172
How This Book Was Priced 173
Glossary 175
Bibliography 183
Index 185

x
 Preface

The single most important decision in evaluating a business is pricing

power.
—Warren Buffett

P
rice is the most powerful marketing tool. To have a real
impact on your profitability, you swing the sledgeham-
mer called pricing. Even though it’s the most powerful,
it’s also the least understood.
You already know pricing is important. That’s why you
picked up this book. Your burning question is how to do it
better. How can you use this sledgehammer to increase your
profits?
A pricing expert would certainly be able to find areas to
improve your pricing. This isn’t a knock on you because it is
true for almost every company. The real question is: Can you
do this yourself? Can you, without hiring a specialist, find
ways to improve your pricing that significantly impact your
profitability? That’s the goal of this book, to provide you with

xi
 Preface

a roadmap on how to find new pricing strategies to increase

your profits.
Most books on pricing describe tens, hundreds, and
maybe thousands of pricing strategies and tactics. Which
ones work for you? Unfortunately, it’s not easy to answer
that question in a book. Instead of attempting to identify the
specific tactics that will work for you, this book breaks down
pricing into the big-picture concepts that significantly
impact profitability in almost every company. The objective
is to help you focus on the areas where you are likely to find
gold.
I once interviewed an athlete active in ski jumping, the
sport where a skier goes straight down a ramp and when he
reaches the end, he jumps and flies through the air as far as
possible. I still recall what he thought was one of the hard-
est skills required to be a good ski jumper—telescoping
focus. “While going down the ramp you need a broad focus,
looking for issues in the snow, feeling changes in the wind,
anything that might influence the jump. As you approach
the end of the ramp, you have to narrow your focus, intently
watching the edge to get the timing of the jump just right.
Once you leave the ramp, you need a wide focus again dur-
ing flight, and then narrow your focus once more for the
landing.”
Pricing, like ski jumping, requires telescoping focus. It
needs both a broad focus and a narrow focus. However, most
people who work in pricing have a narrow focus, figuring out
how to put a specific price on a specific product, executing
whatever pricing strategies and processes have been handed
to them.
Somebody in your company needs a telescoping focus on
pricing . . . and that is you. This book will guide you in your
quest. The ski jumper’s broad focus had him looking for
changes in snow or wind and once he identified an area of

xii
 Preface

concern, he dealt with it. This book will show you the broad
areas in pricing where you should most be concerned. Then,
as you drill down deeper, with increasing focus, you’ll create
new pricing strategies that grow your profits.

Somebody in your company needs a telescoping focus on pricing . . .

and that is you.

#impactpricing
The pricing framework you’ll learn will help you impact
your company’s performance. This book begins with some
fundamentals you must know before jumping into setting
pricing strategies. Don’t shortchange the process. Be sure to
read the fundamentals. The book then launches into many
profitable strategies you’ll want to use in your company.
These powerful strategies are presented broadly with specific
examples to help you apply this strategy to your situation.
As you know, pricing is different for almost every product
and market, but the broad strategies presented here are uni-
versal. After reading this book, you’ll know where to find the
most additional profit to be gained through pricing.

B2B vs. B2C

We are all familiar with B2C (business to consumer) markets
because we are all consumers. We purchase gas at Chevron
or groceries at Kroger. We purchase books from Amazon.com
or our local bookstores. We buy hamburgers and fries from
McDonald’s. All of these are B2C markets, and we are all
familiar at least with the buying side of these markets.
However, you may be less familiar with B2B (business to
business) markets. These are the oil refineries that sell gaso-
line to the Chevron stations. They are the parts manufactur-
ers that sell car parts to Ford. Companies like Cisco, SAP,
Oracle, Intel, Flextronics, and McKinsey are all companies
that sell mostly to other companies.

xiii
 Preface

There are differences between B2B and B2C markets

that are relevant to pricing. For example, consumers tend to
be more susceptible to psychological aspects of pricing than
professional buyers at corporations. And in chapter 2 you
will read more about negotiated vs. TIOLI (take it or leave it)
markets. However, the key pricing strategies covered in this
book apply to both B2B and B2C markets. Regardless of
which type of industry you are in, you’ll want to know these
concepts.
This book uses a lot of pricing examples. Most of them
are from B2C markets because these examples are familiar
to more people. As pointed out earlier, most of us buy gas,
groceries, books, haircuts, and more. Far fewer of us are
familiar with SalesForce.com, the market for buying bulk
paper, or the management consulting industry. As much as
possible this book will use examples from B2C markets so
more people can relate while still learning the important
pricing strategy being discussed. Although the examples are
mostly B2C, the concepts and strategies apply equally well
in B2B markets.
Whichever market you are in, this book is for you.

Definition of Product
The term product is used throughout the book to mean what
the company is selling. Product may be a physical product,
like a shovel, or it may be a service, like a haircut, or it may
be software like Microsoft Excel. Product may even be a bun-
dle of some or all of these. The word product is used as a
shortcut to avoid saying “product and/or services” all the
time. This term product also means the entire offering,
including any warranties, packaging, services, customer
support, technical support—everything except price.

xiv
 Preface

An Overview of This Book

All pricing situations are different. B2B differs from B2C,
physical products differ from services and software, durables
differ from consumables, and so on. Yet there are pricing
truths, concepts, and strategies that span the differences in
these markets. When you focus narrowly on the details, each
of these is different. But when you look at the broad focus,
they all benefit from similar pricing strategies. These broad
focus areas are value, segmentation, portfolio, and pricing
dynamics. Each is tackled in its own part of the book.
The book is divided into four parts.
Part One: Pricing Fundamentals—This critical part teaches
you how to think about strategy, value, and costs. These key
concepts are used throughout the remainder of the book.
Part Two: Price Segmentation—Once you know how a cus-
tomer values your product, this section describes how to get
different customers to purchase at prices closer to their
actual willingness to pay.
Part Three: Portfolio Pricing—If you have more than one
product, you have the opportunity to make more profit by
pricing the portfolio intelligently, taking into account the
relationships among products. If you don’t have more than
one product you will learn why you should.
Part Four: Pricing Dynamics—Things change. Your costs
change. Your competitors’ prices change. The economy
changes. Your prices must change, too. This section helps
you think through and plan for your inevitable price
changes.
To make the most efficient use of your time while having
a real impact on your pricing, each chapter is organized into
four sections:
Key concepts—Bullet points of important concepts you will
know after reading the chapter.

xv
 Preface

Main text
Summary questions—A series of questions for you to
answer that help you think through the application of some
of the techniques to your business.
Action box—A blank space for you to write down what you
are going to do.
Hashtags—Near the sidebars throughout the text, you’ll find
a Twitter hashtag (#impactpricing). This is a reminder that
you may want to do a Twitter search on material in that side-
bar.
Pricing is the most powerful and least understood mar-
keting tool. It is time to harness the power. It is time to have
an IMPACT.

xvi
Acknowledgments
Writing a first book is fun, hard, frustrating, enlightening,
boring, challenging, lonely, scary, and, at the end, fulfilling.
Many people deserve thanks for supporting, challenging,
encouraging, and just plain helping me.
Rupert Hart, author of Recession Storming, is the impe-
tus behind this book. He convinced me that I could write one
and mentored me through the process.
This book is much better because of the debates every
Sunday night with the ping-pong crew. Brent Bilger and
Morgan Littlewood always provide valuable insight and per-
spective, even though they seemed to get too much enjoyment
finding my mistakes. Cameron Bilger has been extremely sup-
portive, reading early drafts and providing needed feedback.
Many owners of small companies have allowed me to
work with them, using pricing concepts to improve their
businesses. Every engagement has something new to teach.
I especially want to thank Russell Barnett, Blanca Pradenas,
Frank White, Diane Lees, Brian Jenks, and Peter Long.
I want to thank Toastmasters International. In the three
years I’ve been involved with this organization, they have
taught me to communicate clearly, follow my dreams, and
keep moving forward. Special thanks go to Warren Riley,
Miriam Kojnok, John Love, Grace Murao, Vern McGeorge,
Henry Miller, Birgit Starmanns, and Mike Barsul.
The World Champions EDGE turned my dream into a
vision. They provided the insight into what is possible. Here
is a huge thank you to Darren LaCroix and Craig Valentine.
They are my role models.
Finally, my wife, Carol, is an angel. She was loving and
supportive even while I spent hours and hours typing away
on my computer.
Thank you to every one of you who helped. You are . . .
priceless.
xvii
IMPACT
PRICING
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