Index

NB: page numbers in italic indicate figures or tables

50 per cent off sales (i), (ii)

    consumer protection law (i)

    expectation of discounts (i)

Active Games Limited (i)

Aldi (i)

Amazon (i)

Apple (i), (ii)

ASDA

    economies of scale (i)

    greeters (i)

    price-match guarantees (i), (ii)

    price presentation (i)

aspirational purchasing (i)

‘Base Price Plus’ approach (i)

best guess pricing (i)

    Friendly Lawyers case study (i)

big retailers

    50 per cent off sales (i)

    discounting for stock clearance (i)

    price presentation (i)

    returns policies (i)

    supermarkets (i)

        bakery smells (i)

        elements to decision (i)

        entry-level products (i)

        greeters (i)

        impulse purchases (i)

        price-match deals (i), (ii)

Breitling (i)

Bright Sparks Limited (i)

bundling (i)

    Microsoft and bundling (i)

    price differentials (i)

        benchmarks (i)

        differentiation of product (i)

        increasing Bronze (i)

        nudging Silver (i)

        ‘platinum’ option (i)

        reducing Gold and Silver (i)

    ‘price of pain’ (i)

    price options (i)

        language of (i)

        and perception of value (i)

        psychology of option choice (i)

    price presentation

        packages with service elements (i)

        revealing vs hiding components (i)

    and pricing models (i)

    and slow-moving stock (i)

    ‘surprise’ extras (i)

    value to customer vs cost to supplier (i)

change, motivation to (i), (ii)

coaching and mentoring (i)

Coastline Vistas Limited (CVL) (i)

competitors

    50 per cent off sales (i)

    customer poaching by (i)

    Fine Worldwide Goods Limited (FWG) case study (i)

    and quotes (i)

    undercutting (i)

confidence gap (i), (ii), (iii)

confrontation, fear of (i)

conscious competency (i)

consumer protection law (i)

cost plus pricing (i)

    ‘normal’ profit margins (i)

    Smithfield Clothing case study (i), (ii)

    Special Events Limited (SE Limited) case study (i)

    Wholesale Equipment Supplies Limited (WES) (i)

‘cost to serve’ (i), (ii)

customer segmentation (i), (ii)

‘desire to please’, the (i), (ii)

    adding value (i)

    clear guidance on (i)

    motivation to change (i)

DFS (i)

directional pricing (i)

    definition of (i)

    Dr Fun’s Amusement Park (DFAP) example (i)

    extreme prices (i)

    information, importance of (i)

    more profitable options (i)

    ongoing business (i)

    small changes in price (i)

    stock reduction (i)

    testing of (i)

    up-selling (i)

discounting (i), (ii), (iii), (iv)

    B2B operations (i)

    B2C operations (i)

    discount policies (i)

    expectation of discounts (i), (ii)

    limiting discounts, importance of (i)

        cash back case study (i)

        cash back vs computer discounts (i)

        Fine Worldwide Goods Limited (FGW) case study (i), (ii)

    moral judgement and fairness (i)

    and pricing models (i)

    reasons people discount

        copying others (i)

        to increase sales (i)

        poor selling skills (i)

        price presentation (i)

    round sum discounting (i)

    and sales increases (i), (ii), (iii)

    small reductions in discounts, impact of (i)

    Special Events Limited (SE Limited) case study (i), (ii), (iii)

    unique pricing (i)

    and the Value Scales (i)

Dr Fun’s Amusement Park (DFAP)

    average spend per head (i)

    bundling (i)

    case study (i)

    directional pricing (i)

    free return visits (i), (ii)

    painful experiences (i), (ii), (iii)

    seasonal businesses (i)

‘economies of scale’ (i), (ii)

elasticity of demand (i)

estimated cost vs true cost (i), (ii), (iii), (iv)

estimates (i)

expectation gap (i)

fear, avoiding (i)

    authority (i)

    defensiveness (i)

    discussing with a manager (i)

financial understanding, your (i), (ii)

    discounting and sales volumes (i), (ii), (iii)

    margin, definition of (i)

    mark-up, definition of (i)

    profit calculation (i)

        confidence gap (i), (ii), (iii)

        costs, working out (i)

        ‘cost to serve’ (i)

        estimated cost vs true cost (i), (ii), (iii), (iv)

        loss leaders (i)

        maximum price (i)

        price vs actual price achieved (i), (ii)

        real profit (i)

        real value (i), (ii)

    subjective judgement and instinct (i)

    uneconomic transactions (i), (ii)

        accounting survey (i)

        ‘cost to serve’ (i)

        customer segmentation (i), (ii)

        discounting and freebies, impact of (i)

        membership schemes (i)

        opportunity cost (i)

Fine Worldwide Goods Limited (FWG) (i)

    case study (i)

    discounting (i), (ii)

Five Ways to Grow (i), (ii)

    average value of each transaction (i), (ii)

    efficiency of the business (i), (ii)

    example impacts of each (i), (ii)

    frequency of transactions (i), (ii)

    number of customers (i), (ii)

    ‘perceived indifference’ (i)

Friendly Lawyers (i)

Good, Quick, Cheap triangle see price triangle

guarantees (i), (ii)

    buyer perception of risk (i)

    buyer’s risk option (i)

    clarity and consistency (i)

    guarantees as an added extra (i)

    honesty and human nature (i)

    price-match guarantees (i)

        conditions on (i)

    returns policies (i)

    seller’s risk option (i), (ii), (iii)

    shared risk option (i), (ii)

    and the Value Scales (i)

Heinz (i)

impulse purchases (i)

JN Boat Supplies Limited (i)

‘last year’s pricing plus a bit’ (i)

    Bright Sparks Limited case study (i)

    ‘value deflation’ (i)

Lidl (i)

‘little and often’ increases (i)

loss leaders (i), (ii), (iii)

    conditional loss leaders (i)

    and unfairness (i)

margin, definition of (i)

Marks & Spencer (i)

mark-up, definition of (i)

maximizing the sale (i)

    cross-selling (i), (ii)

    increasing prices (i)

    increasing volumes (i)

    up-selling (i), (ii)

McDonald’s (i), (ii)

Mechanical Support Services Limited (i)

membership schemes (i)

Metro Software Limited (MSL) (i), (ii)

Microsoft (i), (ii), (iii)

Morrisons (i)

myths on pricing

    50 per cent off sales (i)

        consumer protection law (i)

        expectation of discounts (i)

    loss leaders (i), (ii)

        conditional loss leaders (i)

        and unfairness (i)

    price presentation (i)

    price raising and loss of customers (i)

        market position (i)

        opening up new customer groups (i)

        perception of value and quality (i)

    price sensitivity of customers (i), (ii)

        cars (i)

        plumbers (i), (ii)

        putting price on the table (i)

        supermarkets (i)

        value-added elements, uncovering your (i)

    price setting (i)

        discounting (i), (ii), (iii)

        financial skills of the setter (i)

        frequency of discussion of (i)

        ‘little and often’ increases (i)

        painful experiences, impact of (i)

    prices ending in ‘(i)’ (ii), (iii)

        and cash control (i)

        and psychology (i), (ii)

    uneconomic transactions (i), (ii)

        accounting survey (i)

        ‘cost to serve’ (i)

        discounting and freebies, impact of (i)

        opportunity cost (i)

not-for-profit organizations (i)

Oliver, Charlie (i)

opportunity cost (i)

Orange Mobile (i)

Ouch! points

    best guess pricing (i)

    bundling (i)

    cost plus pricing (i)

    discounting

        and big retailers (i)

        and the bottom line (i)

        and control (i)

        and the profit margin (i)

    guarantees (i)

    inflation and pricing (i)

    management competence (i)

    managing quotes (i)

    ‘perceived indifference’ (i)

    price sensitivity of customers (i)

    pricing as a management issue (i)

    undercutting competitors (i)

    unprofitable clients (i)

    up-selling and cross-selling (i)

    value pricing (i)

    Value Scales (i)

painful experiences, impact of (i), (ii), (iii)

    fear, avoiding (i)

        authority (i)

        defensiveness (i)

        discussing with a manager (i)

‘paralysis of analysis’ (i)

‘perceived indifference’ (i)

Premier Wholesale Limited (i)

price differentials (i)

    benchmarks (i)

    differentiation of product (i)

    increasing Bronze (i)

    nudging Silver (i)

    ‘platinum’ option (i)

    reducing Gold and Silver (i)

price dissatisfaction (i)

price-match deals (i), (ii)

‘price of pain’ (i)

price options (i)

    language of (i)

    and perception of value (i)

    psychology of option choice (i)

price presentation (i), (ii), (iii)

    accuracy and certainty (i)

        estimates (i)

        prices ending in ‘(i)’ (ii)

        round sum discounting (i)

        round sums (i)

        specific numbers (i)

    ASDA example (i)

    and bundling (i)

        packages with service elements (i)

        revealing vs hiding components (i)

    hiding prices (i)

    numbers, impact of actual (i)

    price tickets, impact of (i)

        handwritten tickets (i)

        offers and deals (i)

        printed tickets (i)

    when to reveal the price (i)

        products (i)

        services (i)

    wording (i)

        adjectives (i)

        ‘price’ vs ‘fee’ (i)

        urgency (i)

price raising and loss of customers (i)

    market position (i)

    opening up new customer groups (i)

    perception of value and quality (i)

prices ending in ‘(i)’ (ii), (iii)

    and cash control (i)

    and psychology (i), (ii)

price sensitivity of customers (i), (ii)

    cars (i)

        aspirational purchasing (i)

        ‘Base Price Plus’ approach (i)

        elements to decision (i)

        optional extras (i)

    plumbers (i), (ii)

        elements to decision (i)

        European survey (i)

    price raising and loss of customers (i)

        market position (i)

        opening up new customer groups (i)

        perception of value and quality (i)

    putting price on the table (i)

    supermarkets (i)

        bakery smells (i)

        elements to decision (i)

        entry-level products (i)

        greeters (i)

        impulse purchases (i)

        price-match deals (i), (ii)

    value-added elements, uncovering your (i)

price setting myths (i)

    discounting (i), (ii), (iii)

    financial skills of the setter (i)

    frequency of discussion of (i)

    painful experiences, impact of (i)

price tickets, impact of (i)

    handwritten tickets (i)

    offers and deals (i)

    printed tickets (i)

price triangle (i)

price vs actual price achieved (i), (ii)

pricing team (i)

profit calculation (i)

    confidence gap (i), (ii), (iii)

    costs, working out (i)

    ‘cost to serve’ (i)

    estimated cost vs true cost (i), (ii), (iii), (iv)

    loss leaders (i)

    maximum price (i)

    price vs actual price achieved (i), (ii)

    real profit (i)

    real value (i), (ii)

public sector organizations (i)

quotes, success of (i)

    clarity (i)

    delays (i)

    gathering intelligence (i)

    supplier/customer relationship (i)

returns policies (i)

Rolex (i)

round sums (i)

Sainsbury’s (i), (ii)

Sarah Hill Builders (i)

Sky (i)

SMART goals (i)

Smithfield Clothing (i), (ii), (iii)

Special Events Limited (SE Limited) (i)

    case studies

        discounting (i), (ii), (iii)

        profit margin (i)

    cash back vs computer discounts (i)

    cost price increases (i)

‘surprise’ extras (i)

Tesco

    Clubcard (i), (ii)

    economies of scale (i)

    price as decision-maker (i)

    price-match guarantee (i)

training

    for backroom staff (i)

    for business owners and managers (i)

        coaching and mentoring (i)

        conscious competency (i)

        ongoing learning (i)

    for decision-makers (i)

    for frontline sales staff (i), (ii), (iii)

        ‘desire to please’, the (i), (ii)

    on pricing (i), (ii)

    Special Events Limited (SE Limited) case study (i)

tuition fees (i)

uneconomic transactions (i)

    accounting survey (i)

    ‘cost to serve’ (i)

    customer segmentation (i), (ii)

    discounting and freebies, impact of (i)

    membership schemes (i)

    opportunity cost (i)

‘value deflation’ (i)

value dissipation over time (i)

value pricing (i)

    Apple and value perception (i)

    cars and the importance of costs (i)

Value Scales (i)

    balancing the scales (i)

    ‘bargain’ (i), (ii)

    case study (i)

    discounting (i)

    discussing value (i)

    ‘fair deal’ (i), (ii)

    ‘hidden features’ (i)

    ‘no sale’ (i), (ii), (iii), (iv)

    price dissatisfaction (i)

    price-match guarantees (i)

    price triangle (i)

    value dissipation over time (i)

Victor, David (i)

Waitrose (i), (ii)

Walmart (i)

Which? (i)

Wholesale Equipment Supplies Limited (WES) (i)