7th Annual Pricing Conference
Advanced Pricing Strategies
Developing advanced customer-centric pricing strategies to maximise
profitability and customer retention
Sydney Harbour Marriott “A fool is someone who knows the price of
everything, but the value of nothing.”
1st – 2nd August, 2007
High levels of competition, decreased margins and changes in consumer behavior are pushing
executives to search for the new ways to boost profits without significant investment. Developing an
effective pricing strategy begins with determining the true value of your offerings to customers.
Value-based pricing based on competitive intelligence and customer insight can give you sustainable
competitive advantage by diminishing costs, avoid price war, and attract and retain valuable
customers. Even the smallest change in price can have a direct impact on your bottom line.
And a workshop on the latest strategies, Attend this exclusive event to gain insight into:
tactics and case studies in global pricing • Strategies and tactics in value-based pricing for profit
development facilitated by: • How do customers respond to price changes?
Jon Manning • Integrating a uniform company approach to set price
Sans Prix Pty Ltd. • Using pricing and value concept as a key element in creating strategic advantage in service
• Using Internet as an effective CI tool for pricing
Leading case studies and expert insights • Pricing mistakes and how to avoid them
from: • Adjusting and optimising value-based pricing strategies in product or service life cycle
Om Kundu VP-Global Consumer • Building brand emotion and determining brand value
Citigroup USA • Price Wars: What are the non-price alternatives?
Steven Shepherd GM – Market Intelligence & Chief Economist • Pricing for market share and customer retention, or profit and revenue – balancing the needs of
Sensis Australia shareholder and organisational objectives
Dr. Brian Monger Executive Director • The effect of discounting and baseline sales volume and profitability
The Marketing Association of Australia and New Zealand • Devising pricing strategies to target different market segments
Michael Heyward Director – Pricing & Revenue Management
Accor Asia Pacific Testimonials from attendees at 2006 marcus evans
Giovanni Di Noto Group Sales Manager – Direct Sales pricing event:
Michael Walmsley GM - Market Intelligence & Search Marketing “Brought a multiple of different topics together and provided clarity on the end to end process of
Services pricing. I will be able to trace this back to my business and drive improvements in the area of
Hitwise Australia pricing.”
Paul Trotman Commercial Manager
Phillip Everett Head of Portfolio & Pricing - Business & Financing Products Express Couriers Ltd
National Australia Bank
“Great speakers and I can apply the knowledge gained in my work.”
Mark White Chief Operating Officer Paul Lee Technical Support Engineer
iiNet Isuzu Australia Ltd
Christine Wagner Product Marketing Manager
“A thought provoking conference with speakers from a wide variety of industries that enabled me
to take away some interesting perspectives.”
David Nicol Product Strategy Manager Richard Klapf Manager, Pricing & Revenue Management
Lenovo Australia Air New Zealand
Ravi Muthiah Senior Manager – Pricing “Excellent for providing rigorous framework for pricing process.”
Westpac Richard Varnai Commercial Services Manager
John Staunton Business Manager – Pricing Powertel Ltd.
*Early Bird & Group Discounts
Ask about our savings
Conference Programme Day One
Wednesday, 1st August 2007
0830 Morning coffee and registration 1235 Luncheon
0850 Welcoming address from the Chair 1335 Session Five – Expert Insight
Dr. Brian Monger Executive Director Using Internet as an effective CI tool for pricing
The Marketing Association of Australia and New Zealand (MAANZ) • Going beyond Google - monitoring and predicting the competitors’ next pricing
behaviours and responses through corporate official websites and corporate blogs
0900 Session One – International Keynote • Assessing customers’ value perception through price-comparison websites
Strategies and tactics in value-based pricing for profit • Discovering the best online resources for specific types of information
As price setting decisions move from corporate-driven to customer-driven, companies • Determining how to evaluate the reliability and quality of online information sources
must adjust accordingly. Value-based pricing involves a comprehensive series of activities Michael Walmsley GM – Competitive Intelligence & Search Marketing Services
designed to create and capture perceived value in the marketplace. In this session, Hitwise Asia Pacific
delegates will learn how to use pricing strategies based on customer research and
competitive analysis as powerful weapons to achieve maximum profitability.
1420 Session Six – Panel Discussion
• Using value-based pricing strategies to create profitable market share Pricing mistakes and how to avoid them
• Leveraging your value-based pricing of product and service lines to meet higher profit Choosing wrong pricing strategies can lead to costly mistakes for businesses.This
goals session highlights critical key errors businesses made and discuss methods to avoid
• Redefining the idea of customer value including: total cost of ownership, economic them.
value added, psychographics modeling and others • Examining the most common pricing mistakes in the market
• Employing sophisticated pricing techniques to build your key account relationships • Setting and monitoring KPIs in the pricing world for risk assessment
• Maximising profits through channels while avoiding channel conflict • Demonstrating the basics of pricing research methods to avoid pricing mistake
Om Kundu VP – Global Consumer • Stemming price erosion – how to evaluate pricing problems, and find out their
Citigroup USA antidotes
• Discovering a remedy for pricing mistakes
1000 Session Two – Case Study Dr. Brian Monger Executive Director
How do customers respond to price changes? MAANZ
• Examining three “reference points” that customers use to determine whether a price Ravi Muthiah Senior Manager – Pricing
is acceptable and valuable Westpac
- What is the product or service price in the past? More panelists to be advised
- What the competitor charge for similar product and service?
- The potential costs 1505 Afternoon Refreshments and Networking Break
• Understanding how customers perceive and process price information, how emotions
influence price evaluations, and how biases skew customers’ price evaluation
1530 Session Seven – Case study
• Understanding how customers can be convinced they are getting better value by price Adjusting and optimising value-based pricing strategies in product or
changes service life cycle
• Identifying customers’ switch costs • Setting different pricing goals through the product or service life cycles, technology life
• Predicting the potential profitability and loss of price changes cycles, and competitive turbulence
Steven Shepherd GM – Market Intelligence & Chief Economist • Pricing new products and services to early adopters to maximise the profit, and build
Sensis Australia cutting-edge brand image
• Pricing products and services in fast growing market to penetrate the market rapidly
1045 Morning refreshments and networking break Christine Wagner Product Marketing Manager
1105 Session Three – Case Study
Integrating a uniform company approach to set price 1615 Session Eight – Case study
This session will address importance of creating a culture, in which the productive Pricing for market share and customer retention, or profit and revenue
creation and delivery of value to target customers drives the activities of all employees – balancing the needs of shareholder and organisational objectives
regardless of organisational structure. • Applying different pricing objectives in different industries with:
• Developing a “pricing culture” within the organisation – your biggest challenge as a - Smallish or tight profit margins
pricing professional - Seasonal demands
• Linking your pricing objectives to other corporate objectives to gain other - Perishable products or products with a limited shelf life
- Very fast technology changes
• Integrating pricing into the back end of R&D and innovation
- Low brand loyalty and customer retention
• Getting the organisation's commitment to adopting the pricing improvement
• Pricing your product and service carefully to reward brand-loyal (versus brand-
• Creating internal buy-in to drive pricing strategies execution switching) behaviour
• Connecting different corporate functions for more effective pricing evaluations • Leveraging profitability in low-margin markets
David Nicol Product Marketing Manager • Maximising profits & achieving target sales volumes through price optimisation
Michael Heyward Director of Pricing and Revenue Management
Accor Asia Pacific
1150 Session Four – Expert Advice
Using pricing and value concept as a key element in creating strategic
1700 Closing Remarks from the Chair and End of Day One
advantage in service marketing
Many managers have difficulty in understanding pricing in a services marketing
environment. Price is just a part of:
• Pricing development and value
• Perceptions, valuescaping and pricescaping Endorsed by
• Understanding where the value is
• Pricing the bundled service product
• Pricing the performed service product
• Understanding value concepts in the core service product
• Pricing and augmented services
Dr. Brian Monger Executive Director
The Marketing Association of Australia and New Zealand (MAANZ)
Formed over 15 years ago The Marketing Association is one of the most influential and highly
respected professional and educational bodies for marketers in the Asia Pacific Region.
MAANZ offers both Personal and Corporate membership packages to provide you with the
opportunity to achieve career advancement and enhanced credibility in the profession
through profession development programs and access to the latest information on marketing
practice. Membership of MAANZ also gives you substantial discounts on many major
More Information www.marketing.org.au
Conference Programme Day Two
Contact Marketing at marcus evans
Tel +00 60 3 2723 6736
Fax +00 60 3 2723 6699
Thursday, 2nd August 2007 Email email@example.com
0830 Morning coffee and registration Workshop
Global Pricing Development
0850 Opening address from the Chair This workshop is designed to give delegates an update on the latest “ideas” from the world of
pricing. These ideas include not only the latest pricing strategies and tactics used by companies
around the world, but also practices worth avoiding. It will appeal to pricing professionals, from
0900 Session One – Award Winning Case Study
beginners to veterans, who are looking for new and innovative ideas when it comes to pricing.
Building brand emotion and determining brand value
Branding can lead to less price-sensitivity among valuable customers. How well does • Module 1: The transferability of pricing
price motivate us? A renowned human motivation study shows that, “economy” or Why re-invent the wheel when pricing is transferable from one industry to another?
“saving money” was one of the weakest motivators. While motivators that had Case studies: Byd: Sign (JP), Value Software (US)
emotional ties were dominant. Take the focus off from money and shift it to a unique,
pleasurable experience. A place that the customer is wowed; relationships are built; • Module 2: Value-based pricing
purchasing becomes an unforgettable journey. Complimenting one of the themes of the conference that precedes this workshop, we take a
• Cracking the pricing code to deliver a strong brand value, applying innovation pricing look at the value-based approach to pricing that a number of companies have taken.
as a key element of positioning brands Case studies: Norwich Union (UK), General Motors (US), Ford (US), Matsushita (JP), Canon
• Tapping into major consumer motivations to build an emotional brand Copiers (JP), ABB (CA), SMH (CH)
• Establishing a winning brand and promoting a brand’s emotional benefit by applying • Module 3: Product pricing
profound customer knowledge In this module, we look at pricing opportunities in product markets, through the eyes of Indian
• Generating revenue from “brand equity” – the amount of money that customers are Fast Moving Consumer Goods companies, a Spanish clothing manufacturer and an American
willing to pay just because it’s your brand technology company.
Giovanni Di Noto Group Sales Manager - Direct Sales Case studies: Zara (ES), P&G (IN), Hindustan Lever (IN), Apple (US)
Award winner of Business / e-Commerce Award • Module 4: Confronting price competition
Everything seems to be getting cheaper these days, see how companies are using price
guarantees, fighting price wars, and competing against low cost competitors.
1000 Session Two – Case Study
Price Wars: What are the non-price alternatives? Case studies: Carphone Warehouse (UK), British Gas, Bajaj Auto (IN), Premier Travel Inns (UK),
Fomula 1 (FR), QB House (JP)
Pricing to avoid a price war is not an “attack/defense move”, it is an integral part of
creating value, sustaining customer loyalty and ensuring brand equity. It is for this reason • Module 5: Pricing to unique markets
that companies can avoid price wars by adopting professional and profitable marketing Niche markets, emerging markets and customised products offerings for local markets are
stance. This process calls for management decisions on branding, product design, proving profitable for a growing numbers of companies. Find out how in this module.
distribution, promotion, and customer service. Case studies: Best Buy (US), JC Penny (US), Manila Water (PH), Global Telecom (PH), B&Q (CN),
• What factors can spark a price war and how can executives incorporate these factors MIRS Communications (IL)
with their contingency plans?
• To what extent can a price war be predicted by market dynamics? • Module 6: Price changes & communications strategies
• Differentiation to avoid product and service commoditisation The success of failure of your price changes is often a function of your pricing communication
strategy, both of which are examined in this module.
• Partnering with channel distributors to get out of a price war
Case studies: Norwich Union (UK), Index (TH), AOL (US), UPS (US), Disney (US), The US Petrol
• Offering a low-end product or service to compete the price war without damage the Retailing industry, Oriental City Food Court (UK), General Motors (US), Scottish & Southern
brand image Energy (UK)
Mark White Chief Operating Officer
iiNet • Module 7: Price experiments
Pricing innovators and best practice companies are increasingly associated with a willingness
to experiment when it comes to pricing. This module will show you who’s doing what.
1045 Morning refreshments and networking break
Case studies: Freeserve (UK), Hapag-Lloyd (DE), Capital One (US), Ostfiiresland Hotel (DE)
1105 Session Three – Case Study • Module 8: Pricing & disruptive business models
The effect of discounting on baseline sales volume and profitability A round-up of how pricing is playing a role in tackling disrupted business models.
• Increasing reliance on discounting and drive sales volumes Industries covered include: Newspaper & Print Advertising, Music, Telephony & Photography
• Declining baseline sales and the increased investment in resource and funds by the
• Module 9: Conclusion
A wrap-up of the workshop and a quick look at the latest pricing resources available.
• The affect of discounting on customer’ loyalty, trust, quality perception and purchase
intention Jon Manning
Sans Prix Pty Ltd
John Staunton Business Manager – Pricing
Jon Manning is the founder and principle consultant of Sans Prix Pty Ltd, an independent
strategic pricing consultant based in Melbourne Australia. Jon is experienced in all the major
pricing methodologies, with unique expertise in dynamics and value-based pricing. Jon has
1150 Session Four – Case Study been involved in the pricing of a wide variety of products and services, in numerous countries
Devising pricing strategies to target different market segments and industries for almost two decades.
Customers do not buy features and benefits, they buy value. Value is a benefit but a Jon is member of the Australian Institute of Management (AIMM), the US-based Professional
benefit is not necessarily valuable to all market segments. As companies should position Pricing Society and the Economic Society of Australia.
the same product and service offering to target different market segment in many cases,
value-based pricing strategies must be devised to suit different segments’ perceptions.
• Meeting the price challenges of competing in different customer segments
• Evaluating price sensitivity in different market segments – which segments are usually
the most price sensitive customers? Is there any distinction by size or vertical? What past delegates had to say:
• Investigating the unique purchase procedures of different customer segments “Great presentation … The case studies presented were simply fantastic … The in-depth study
• Attracting and rewarding the right customers with compelling offerings of pricing methodology and strategies were excellent … Great amount of info exchanged
• Innovative pricing for high-margin segments and its impact on returns throughout the programme … I liked the pricing models presented. Thoroughly enjoying …
The content of the programme was great … Jon is very knowledgeable on the subject …
• Encouraging low-end customers and generating profits from them through dynamic
Good cross-communication and clear, precise explanations … ”
Phillip Everett Head of Portfolio & Pricing -- Business & Financing Products
National Australia Bank
1235 Luncheon 1335 Opening and start of workshop
1500 Afternoon Tea
1515 Workshop resumes
1730 Close of workshops and end of conference
7th Annual Pricing Conference
Advanced Pricing Strategies
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Date 1st – 2nd August, 2007
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Whilst Australia has a strong economy, consumer confidence is still down, consumers are price-sensitive, 6. Important note. While every reasonable effort will be made to adhere to the advertised package, marcus evans
however this does not mean that pricing at the lowest possible price is the right thing to do. This can reserves the right to change event dates, sites or location or omit event features, or merge the event with another event,
damage your company’s brand and result in a costly “race to the bottom” with your competitors. If you as it deems necessary without penalty and in such situations no refunds, part refunds or alternative offers shall be made. In
are going to price at a premium you must be able to justify these price i.e. consumers must see the the event that marcus evans permanently cancels the event for any reason whatsoever, (including, but not limited to any
value, pricing decisions are complex and taking a strategic approach is the best way to realise the full force majeure occurrence) and provided that the event is not postponed to a later date nor is merged with another event,
the Client shall receive a credit note for the amount that the Client has paid to such permanently cancelled event, valid for
benefits of accurate pricing.
up to six months to be used at another marcus evans event. No refunds, part refunds or alternative offers shall be made.
This must attend event will enable delegates to increase their strategic understanding and technical 7. Governing law: This Agreement shall be governed and construed in accordance with the law of New South Wales and
expertise in setting price, competitive intelligence, revenue management, and new technologies to the parties submit to the exclusive jurisdiction of the Courts in Sydney. However, marcus evans only is entitled to waive
assimilate what is applicable to the current market place. The conference will also enable delegates to this right and submit to the jurisdiction of the courts in which the Client's office is located.
improve marketing processes through developing and implementing value-based pricing strategy, 8. Client hereby acknowledges that he/she specifically authorizes that marcus evans charge the credit card listed above
manage competitive dynamics, while making profitable marketing decisions through relevant cost-base for the amount provided herein; that this Contract is valid, binding and enforceable; and that he/she has no basis to claim
decisions. that any payments required under this Contract at any time are improper, disputed or unauthorized in any way. Client
acknowledges that they have read and understood all terms of this contract, including, without limitation, the provisions
Who must attend relating to cancellation.
The conference is developed for Directors, VPs, Managers, Heads of:
• Sales and Marketing • Pricing Analysis and Management Business Opportunities: A limited amount of exhibition space is available at the conference.
• Branding, Brand images and building • Product Planning, Development and Management Sponsorship opportunities including lunch and documentation also exist. Please contact
• Revenue Management • Business Strategic Planning Hashim Poonawala on +61 3 8779 7100
• Financial Analysis and Control, • Portfolio Management
• Supply Chain Management • Wholesales and Channel Management
• Demand Planning and Forecasting, etc I would like to thank everyone who has helped with the research and organisation of this event,
particularly the speakers for their support and commitment – Vera Wang Conference Producer
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