Compare and contrast pricing strategies of IPhone in China and UK. How much does location influence the pricing strategies of IPhone?

Compare and contrast pricing strategies of IPhone in China and UK. How much does location influence the pricing strategies of IPhone? ChatLive Chat Journal of Product & Brand Management Matching Appropriate Pricing Strategy with Markets and Objectives Charles R. Duke Article information: To cite this document: Charles R. Duke, (1994),"Matching Appropriate Pricing Strategy with Markets and Objectives", Journal of Product & Brand Management, Vol. 3 Iss 2 pp. 15 - 27 Permanent link to this document: http://dx.doi.org/10.1108/10610429410061870 Downloaded on: 08 July 2015, At: 02:43 (PT) References: this document contains references to 10 other documents. To copy this document: [email protected] The fulltext of this document has been downloaded 7056 times since 2006* Users who downloaded this article also downloaded: Paul T.M. Ingenbleek, Ivo A. van der Lans, (2013),"Relating price strategies and price-setting practices", European Journal of Marketing, Vol. 47 Iss 1/2 pp. 27-48 http://dx.doi.org/10.1108/03090561311285448 Alistair Davidson, Mike Simonetto, (2005),"Pricing strategy and execution: an overlooked way to increase revenues and profits", Strategy & Leadership, Vol. 33 Iss 6 pp. 25-33 http://dx.doi.org/10.1108/10878570510631639 Nigel F. Piercy, David W. Cravens, Nikala Lane, (2010),"Thinking strategically about pricing decisions", Journal of Business Strategy, Vol. 31 Iss 5 pp. 38-48 http://dx.doi.org/10.1108/02756661011076309 Access to this document was granted through an Emerald subscription provided by emerald-srm:380670 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related content and download information correct at time of download. Downloaded by UNIVERSITY OF SOUTHAMPTON At 02:43 08 July 2015 (PT) Pricing is a daily challenge for brand and product managers since it is completely intertwined with product development and management issues. But the use of pricing has developed as a seat-of-the-pants activity for most managers with few clear guidelines to approach product pricing problems (McCarthy and Perrault, 1993). Although pricing has received some attention in both academic and practitioner journals, the application of this research to practice has not progressed as quickly as other facets of product management (Duke, 1991). Additionally, only a few of the needed areas of research are being addressed (Duke, 1989). This interest in pricing at a research level has not substantially impacted the way pricing issues are relayed to those new to the subject or to those needing quick assistance in pricing philosophies, such as newly assigned product managers. Product managers have no guidelines for choosing quickly and with confidence, the appropriate pricing tactics for a specific set of consumer characteristics combined with varied company objectives. Educational materials generally present pricing as a linear decision that isolates separate portions of the pricing decision without consideration for their interrelationships. This “linear” method offers an opportunity to overlook the interaction of firm objectives with customer characteristics. That is, a mismatch of company objectives with the market may occur because linear pricing modules do not regard the “steps” as iterative or interactive. The appropriateness of firm objectives as well as specific pricing tactics within a given set of market circumstances is seldom discussed in pricing literature. This article offers a modification of Tellis’ Price Strategy Matrix framework to be used by managers so that they can judge quickly the appropriateness of pricing objectives and strategies for the special circumstances of either entire markets or special segments. This pricing strategy matrix considers a match of consumer characteristics with company objectives and the competitive situation. It unifies consumer characteristics and company strategic objectives given the competitive situation and makes pricing strategies and tactics easier to grasp and apply. Given the circumstances of each decision, the manager can choose appropriate pricing techniques. This framework is not intended to replace current training or VOLUME 3 NUMBER 2 1994 15 Matching Appropriate Pricing Strategy with Markets and Objectives Charles R. Duke