The Three Capitals of Pricing – Human, Systems and Social Capital

In this paper we explore the possibility, heretofore unexplored in the marketing literature, that firms “invest funds” in their pricing processes. This builds on some of the recent economic work on the costs of price adjustment. To do this we undertook a two-year, cross- disciplinary, ethnographic study on the nature of investments made by senior managers to enhance the effectiveness of the pricing processes within their firms. We discovered at least three distinct types of investments that managers at these firms made to price more effectively, which we term as the three capitals of pricing - human capital, systems capital and social capital. Our evidence suggests that pricing is really about managing both prices and investments in the pricing capital used to set and adjust those prices. The existence of these three forms of pricing capital provides a new perspective on pricing strategy, suggesting that firms compete on prices simultaneously in three different ways within their organizations. First, they compete on whether to invest in pricing capital versus or other areas of capital investment, such as plant, equipment, etc. Second, they decide what form of pricing capital to invest in – human, systems or social. Third, they set and adjust prices constrained by the existing pricing capital they have in place at the time of their pricing actions. We discuss the implications of these three forms of pricing capital and these new perspectives on pricing for the marketing, economics and strategy literature.Cost of Price Adjustment, Menu Cost, Managerial and Customer Costs of Price Adjustment, Pricing Capital, Pricing Production Process (PPP), Price Rigidity, Sticky Prices, Rigid Prices, Microfoundations of the Costs of Price Adjustment, Allocative Efficiency, Price System, Endogenous Price Adjustment Cost, Pricing, Human Capital, Systems Capital, Social Capital, Resource Based View of the Firm, Ethnography

Demand methods of price management: An empirical research

One factor which companies often take as a reference point for their pricing decisions is demand. This, however, is often done only partially, with priority being given to quantitative factors rather than qualitative factors. In this context, the aim of this study was to supply companies with a tool to facilitate and enhance price management in areas related to demand. In order to achieve this objective, the following procedure was implemented. Firstly, an extensive review of existing literature was carried out. This has made it possible to identify a set of factors which can influence consumer behaviour with respect to prices, and which should therefore be taken into account when making pricing decisions. The factors identified were then grouped into several categories (variables related to price, variables related to the product, variables related to the characteristics and the behaviour of the consumer, and variables related to the context of the purchase), in order to offer an overall, linked view. An empirical study was then carried out, interviewing price managers in a selection of companies from Andalusia (Spain). The objective was to gather data on their methods of price management, and to evaluate the practical usefulness of the sets of factors identified. The results of the study have made it possible to draw some interesting conclusions on price management. One of these is the importance which companies attach to pricing decisions. These decisions were taken in all cases by higher management teams. However, on analysing the factors which intervene in pricing decisions, it has been observed that their number is limited. In general, cost is still the major factor, while demandrelated aspects, in particular qualitative aspects, play a secondary role. On investigating the reasons for the priority given to quantitative rather than qualitative data, interviewees basically gave two answers. On the one hand, quantitative information (costs and sales) is easier to obtain, use and interpret than qualitative information (motivation, perception and attitude). On the other hand, most companies, and in particular the smaller ones, have no budget available for qualitative market studies. There may be a third reason for this behaviour, which was not explicitly mentioned at first by interviewees. This is the lack of knowledge regarding qualitative demand factors: their nature, their meaning, their usefulness and the way in which they can be incorporated into pricing decisions. This study is a first step towards solving this deficiency, since it proposes a chart which contains numerous restrictions in an integrated, organised fashion. Logically, it would be impractical to take them all into account simultaneously. This is where the work of each company begins, using market studies to establish priorities between the different factors

Beyond the Cost of Price Adjustment: Investments in Pricing Capital

The literature on costs of price adjustment has long argued that changing prices is a complex and costly process. In fact, some authors have suggested that we should think of firms’ price-setting activities as “producing” prices, similar to the way firms use production processes to produce goods and services. In this paper we explore one natural extension of this view, that besides observing costs of price adjustment, we should also expect to see firm-level investments in capital expenditures into these “pricing” production processes. We coin the term “pricing capital” for these investments, and suggest that they can improve the efficiency of the “pricing production” activities by both reducing the costs of adjusting prices, and improving the effectiveness of price adjustments in future periods. Using two types of data sources, we find compelling evidence of the existence as well as the importance of pricing capital in firms. The existence of firm-level “pricing capital” has the potential of fundamentally altering the way we think about pricing and price adjustment in many areas of economics. It suggests looking toward the “pricing capital” to decipher the likely degree and causes of price rigidity and its variation across price setters, markets, and industries. Moreover, “pricing capital” introduces a new, higher-level, pricing decision made by individual firms. Decisions to invest in pricing capital compete with traditional capital investment decisions that have long been studied in economics, such as capital investments in plant, equipment, and R&D. Furthermore, since pricing capital is a choice variable, it implies that costs of price adjustment often used in models of price rigidity are endogenous. As such, pricing capital offers new insights into the micro-foundations of the costs of price adjustment. The most provocative implication of the new theory of pricing, however, is that the allocative efficiency of the price system itself may be determined endogenously by individual price setters who choose whether and how much to invest in pricing capital.Cost of Price Adjustment, Menu Cost, Managerial and Customer Costs of Price Adjustment, Pricing Capital, Pricing Production Process (PPP), Price Rigidity, Sticky Prices, Rigid Prices, Microfoundations of the Costs of Price Adjustment, Allocative Efficiency, Price System, Endogenous Price Adjustment Cost

Completing contracts ex post: How car manufacturers manage car dealers

This article illustrates how contracts are completed ex post in practice and, in so doing, indirectly suggests what the real function of contracts may be. Our evidence comes from the contracts between automobile manufacturers and their dealers in 23 dealership networks in Spain. Franchising dominates automobile distribution because of the need to decentralize pricing and control of service decisions. It motivates local managers to undertake these activities at minimum cost for the manufacturer. However, it creates incentive conflicts, both between manufacturers and dealers and among dealers themselves, concerning the level of sales and service provided. It also holds potential for expropriation of specific investments. Contracts deal with these conflicts by restricting dealers’ decision rights and granting manufacturers extensive completion, monitoring and enforcement powers. The main mechanism that may prevent abuse of these powers is the manufacturers’ reputational capital.Franchising, incomplete contracts, self-enforcement, automobile

Smart Pricing: Linking Pricing Decisions with Operational Insights

The past decade has seen a virtual explosion of information about customers and their preferences. This information potentially allows companies to increase their revenues, in particular since modern technology enables price changes to be effected at minimal cost. At the same time, companies have taken major strides in understanding and managing the dynamics of the supply chain, both their internal operations and their relationships with supply chain partners. These two developments are narrowly intertwined. Pricing decisions have a direct effect on operations and visa versa. Yet, the systematic integration of operational and marketing insights is in an emerging stage, both in academia and in business practice. This article reviews a number of key linkages between pricing and operations. In particular, it highlights different drivers for dynamic pricing strategies. Through the discussion of key references and related software developments we aim to provide a snapshot into a rich and evolving field.supply chain management;inventory;capacity;dynamic pricing;operations-marketing interface

Managerial and Customer Costs of Price Adjustment: Direct Evidence from Industrial Markets

We study the price adjustment practices and provide quantitative measurement of the managerial and customer costs of price adjustment using data from a large U.S. industrial manufacturer and its customers. We find that price adjustment costs are a much more complex construct than the existing industrial organization or the macroeconomics literature recognizes. In addition to physical costs ("menu costs"), we identify and measure three types of managerial costs—information gathering, decision-making and communication costs, and two types of customer costs—communication, and negotiation costs. We find that the managerial costs are more than six times, and customer costs are more than twenty times, the menu costs. In total, the price adjustment costs comprise 1.22 percent of the company’s revenue and 20.03 percent of the company’s net margin. We show that many components of the managerial and customer costs are convex, while the menu costs are not. We also document the link between price adjustment costs and price rigidity. Finally, we provide evidence of managers’ fear of "antagonizing" customers.Menu Cost, Cost of Price Adjustment, Managerial Cost, Customer Cost, Information Gathering Cost, Information Processing Cost, Decision Making Cost, Communication Cost, Thinking Cost, Negotiation Cost, Customer Antagonization Cost, Convex Cost of Price Adjustment, Sticky Prices, Price Rigidity

The Future of Retail Operations

Retailing consists of all the activities associated with the selling of goods to the final consumer. In this article, we review the research on retail operations published in Manufacturing & Service Operations Research (M&SOM) since 1999. We then discuss the current retail landscape and the new research directions it offers, in which M&SOM can play a prominent role