完全竞争市场课件.ppt

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1、 2009 Pearson Prentice Hall.All rights reserved.2009 Pearson Prentice Hall.All rights reserved.Chapter12Pricing Decisions and Cost Management 2009 Pearson Prentice Hall.All rights reserved.2009 Pearson Prentice Hall.All rights reserved.Key TermsCompetitive Markets 完全竞争市场Less-Competitive Markets 不完全竞

2、争市场Non-Competitive Markets 非竞争性市场（垄断市场）Cost-Plus 成本加成法Target Price 目标价格，预订价格Value Engineering 价值工程Value-Added Cost 增值成本Price Discrimination 价格歧视Peak-Load Pricing 旺季定价法Predatory Pricing 掠夺性定价Dumping 倾销Collusive Pricing 共谋定价 2009 Pearson Prentice Hall.All rights reserved.Pricing and BusinessHow compan

3、ies price a product or service ultimately depends on the demand and supply for itThree influences on demand&supply:1.Customers influence price through their effect on the demand for a product or service,based on factors such as quality and product features2.Competitors influence price through their

4、pricing schemes,product features,and production volume3.Costs influence prices because they affect supply(Managers who understand the cost of producing their companies products set prices that make the products attractive to customers while maximizing their companies operating incomes.)2009 Pearson

5、Prentice Hall.All rights reserved.Time Horizons and PricingShort-run pricing decisions have a time horizon of less than one year and include decisions such as:Pricing a one-time-only special order with no long-run implicationsAdjusting product mix and output volume in a competitive marketLong-run pr

6、icing decisions have a time horizon of one year or longer and include decisions such as:Pricing a product in a major market where there is some leeway in setting price 2009 Pearson Prentice Hall.All rights reserved.Differences Affecting Pricing:Long Run vs.Short Run1.Costs that are often irrelevant

7、for short-run policy decisions,such as fixed costs that cannot be changed,are generally relevant in the long run because costs can be altered in the long run2.Profit margins in long-run pricing decisions are often set to earn a reasonable return on investment prices are decreased when demand is weak

8、 and increased when demand is strong 2009 Pearson Prentice Hall.All rights reserved.Costing and Pricing for the Short RunAstel manufactures two brands of personal computers-Deskpoint and Provalue.Datatech corporation has asked Astel to bid on supplying 5,000 provalue computers over the last three mo

9、nths of 2008.after this three-month period,Datatech is unlikely to place any futures sales order with Astel.Datatech will sell Provalue computers under its own brand name in regions and markets where Astel does not sell Provalue.Whether Astel accepts or rejects this order will not affect Astels reve

10、nue.Before Astel can bid on Datatechs offer,Astels managers must estimate how much it will cost to supply the 5,000 computers.Direct materials($460per computer*5,000computers)$2,300,000Direct manufacturing labor($64 per computer*5,000 computer)320,000Fixed costs of additional capacity to manufacture

11、 Provalue 250,000Total costs$2,870,000What price should Astels managers bid for the 5,000 computers order?2009 Pearson Prentice Hall.All rights reserved.Strategic and Other Factors in Short-Run PricingIf the Astel experience strong demand for their products or have limited capacity,companies strateg

12、ically increase prices in the short run as much as the market will bear.If the Astels short-run pricing decision it had extra capacity and faced competition,so its focus was on identifying a sufficiently low price at which Astel would still make a profit.(for example:Astel believes that competing bi

13、ds will be between$596 and$610 per computer.)2009 Pearson Prentice Hall.All rights reserved.Lets return to the Astel example.However,this time we consider the long-run pricing decision for Provalue.Astel has no beginning and ending inventory of Provalue in 2009 and manufactures and sells 150,000 uni

14、ts during the year.Astel has three manufacturing overhead cost pools-ordering and receiving components,testing and inspection of final products,and rework(correcting and fixing errors and defects)in its accounting system.Calculating Product Costs for Long-Run Pricing Decisions 2009 Pearson Prentice

15、Hall.All rights reserved.ABC Manufacturing Cost Illustration 2009 Pearson Prentice Hall.All rights reserved.Product Profitability Using ABC Costing:Illustration 2009 Pearson Prentice Hall.All rights reserved.Alternative Long-Run Pricing ApproachesHow do companies use product cost information to make

16、 long-run pricing decisions?Two different approaches for pricing decisions are:1.Market-based-Given what our customers want and how our competitors will react to what we do,what price should we charge?2.Cost-based,which is also called cost-plus-Given what it costs us to make this product,what price

17、should we charge that will recoup our costs and achieve a target return on investment?2009 Pearson Prentice Hall.All rights reserved.Markets and PricingCompetitive Markets-（steel,oil,and natural gas）use the market-based approach.the items produced or services provided by one company are very similar

18、 to items produced or services provided by others.Companies in these markets must accept the prices set by the market.Less-Competitive Markets (automobiles,computers,and consulting services)can use either the market-based or cost-based approach-Both approaches consider customers,competitors,and cost

19、s,only their starting points differ.Some companies first look at costs because cost information is more easily available and then consider customers or competitors-the cost based approach.Others start by considering customers and competitors and then look at costs-the market based approach.Non-Compe

20、titive Markets use cost-based approaches 2009 Pearson Prentice Hall.All rights reserved.Market-Based ApproachStarts with a target priceTarget Price estimated price for a product or service that potential customers will payEstimated on customers perceived value for a product or service and how compet

21、itors will price competing products or servicesUnderstanding customers and competitors is important because:1.Competition from lower cost producers has meant that prices cannot be increased2.Products are on the market for shorter periods of time,leaving less time and opportunity to recover from pric

22、ing mistakes3.Customers have become more knowledgeable and demand quality products at reasonable prices 2009 Pearson Prentice Hall.All rights reserved.Five Steps in Developing Target Prices and Target Costs1.Develop a product that satisfies the needs of potential customers2.Choose a target price3.De

23、rive a target cost per unit:Target Price per unit minus Target Operating Income per unit4.Perform cost analysis5.Perform value engineering to achieve target costExample P461 2009 Pearson Prentice Hall.All rights reserved.Value EngineeringValue Engineering is a systematic evaluation of all aspects of

24、 the value-chain,with the objective of reducing costs while improving quality and satisfying customer needsManagers must distinguish value-added activities and costs from non-value-added activities and costsValue-Added Costs增值成本 a cost that,if eliminated,would reduce the actual or perceived value or

25、 utility(usefulness)customers obtain from using the product or serviceNon-Value-Added Costs a cost that,if eliminated,would not reduce the actual or perceived value or utility customers obtain from using the product or service.It is a cost the customer is unwilling to pay for 2009 Pearson Prentice H

26、all.All rights reserved.Value Engineering TerminologySome costs,such as supervision and production control,fall in a gray area because they include mostly value-added but also some nonvalue-added aspects.Despite these troublesome gray area,attempt to distinguish costs provide a useful overall framew

27、ork for value engineering.Cost Incurrence describes when a resource is consumed(or benefit foregone)to meet a specific objectiveLocked-in Costs(Designed-in Costs)are costs that have not yet been incurred but,based on decisions that have already been made,will be incurred in the futureAre a key to ma

28、naging costs well 2009 Pearson Prentice Hall.All rights reserved.Cost Incurrence and Locked-In Costs Graph 2009 Pearson Prentice Hall.All rights reserved.Value-Chain Analysis and Cross-Functional TeamsTo help reduce costs and achieve a quality level their customers want,the company organizes a cross

29、-functional value-engineering team consisting of marketing managers,product managers,manufacturing engineers,purchasing managers,suppliers,and management accounts.The team modifies Provalues design to reduce costs while retaining features that customers value.Here are some of teams idea:1.improve op

30、erating efficiency and productivity;2.use a simpler,more-reliable motherboard without complex features;3.simplify the Provalue design and use fewer components to decrease ordering and receiving costs and also decrease testing and inspection costs.2009 Pearson Prentice Hall.All rights reserved.Target

31、 Costing Illustration 2009 Pearson Prentice Hall.All rights reserved.Target Costing Illustration 2009 Pearson Prentice Hall.All rights reserved.Problems with Value Engineering and Target Costing Unless managed properly,value engineering and target costing can have undesirable effects:Employees may f

32、eel frustrated if they fail to attain targetsA cross-functional team may add too many feature just to accommodate the wishes of team membersA product may be in development for along time as alternative designs are repeatedly evaluatedOrganizational conflicts may develop as the burden of cutting cost

33、s falls unequally on different business functions in the firms value chain 2009 Pearson Prentice Hall.All rights reserved.Short-run pricing,capacity constraints Vermont Hills Dairy,maker of specialty cheeses,produces a soft cheese from the milk of Holstein cows raised on a special corn-based diet.On

34、e kilogram of soft cheese,which has a contribution margin of$8,requires 4 liters of milk.A well-known gourmet restaurant has asked Vermont Hills to produce 2,000 kilograms of a hard cheese from the same milk of Holstein cows.The dairy has sufficient unused capacity.Elise Princiotti,owner of Vermont

35、Hills,calculates the costs of making one kilogram of the desired hard cheese:Milk(10 liters$1.50 per liter)$15 Direct manufacturing labor 5 Variable manufacturing overhead 3 Fixed manufacturing cost allocated 6 Total manufacturing cost$29 2009 Pearson Prentice Hall.All rights reserved.1.Suppose Verm

36、ont Hills can acquire all the Holstein milk that it needs.What is the minimum price per kilogram it should charge for the hard cheese?2.Now suppose that the Holstein milk is in short supply.Every kilogram of hard cheese produced by Vermont Hills will reduce the quantity of soft cheese that it can ma

37、ke and sell.What is the minimum price per kilogram it should charge to produce the hard cheese?2009 Pearson Prentice Hall.All rights reserved.1.If Vermont Hills can get all the Holstein milk it needs,and has sufficient production capacity,then,the minimum price per kilo it should charge for the hard

38、 cheese is the variable cost per kilo=$15+5+3=$23 per kilo.2.Vermont should not agree to produce any hard cheese unless the buyer is willing to pay at least$43 per kilo.If milk is in short supply,then each kilo of hard cheese displaces 2.5 kilos of soft cheese(10 liters of milk per kilo of hard chee

39、se versus 4 liters of milk per kilo of soft cheese).For the hard cheese,the minimum price Vermont should charge is the variable cost per kilo of hard cheese plus the contribution margin from 2.5 kilos of soft cheese,or,$23+(2.5$8 per kilo)=$43 per kilo 2009 Pearson Prentice Hall.All rights reserved.

40、Cost-Based(Cost-Plus)PricingThe general formula adds a markup component to the cost base to determine a prospective selling priceUsually only a starting point in the price-setting processMarkup is somewhat flexible,based partially on customers and competitorsSetting a Target Rate of Return on Invest

41、ment:the Target Annual Operating Income that an organization aims to achieve,divided by Invested CapitalDo not confuse the target rate of return on investment with the markup percentageCompanies usually first calculate target rate of return on investment and then determines markup percentage.2009 Pe

42、arson Prentice Hall.All rights reserved.Forms of Cost-Plus PricingSelecting different cost bases for the“cost-plus”calculationVariable Manufacturing CostVariable CostManufacturing CostFull Cost-Most firms use full cost for their cost-based pricing decisions,because:Allows for full recovery of all co

43、sts of the product Allows for price stability It is a simple approachCost bases that include fewer costs have a higher markup percentage to compensate for the cost excluded from the base,the markkup percentage also depends on the extent of competition in the marketplace.2009 Pearson Prentice Hall.Al

44、l rights reserved.Life-Cycle Product Budgeting and CostingProduct Life-Cycle spans the time from initial R&D on a product to when customer service and support are no long offered on that productLife-Cycle Budgeting involves estimating the revenues and individual value-chain costs attributable to eac

45、h product from its initial R&D to its final customer service and supportLife-Cycle Costing tracks and accumulates individual value-chain costs attributable to each product from its initial R&D to its final customer service and support 2009 Pearson Prentice Hall.All rights reserved.Insight,Inc.,a com

46、puter software company,which is developing a new accounting package,“General Ledger”.Assume the following budgeted amounts for General Ledger over a six year product life cycle:Total Fixed CostsR&D costs$240,000Design costs 160,000Total Fixed CostsVariable Cost per PackageProduction Costs$100,000$25

47、Marketing Costs 70,000 24Distribution Costs 50,000 16Customer-Service Costs 80,000 30 2009 Pearson Prentice Hall.All rights reserved.Important Considerations for Life-Cycle BudgetingNonproduction costs are largeDevelopment period for R&D and design is long and costlyMany costs are locked in at the R

48、&D and design stages,even if R&D and design costs are themselves small 2009 Pearson Prentice Hall.All rights reserved.Other Important Considerations in Pricing DecisionsPrice Discrimination the practice of charging different customers different prices for the same product or servicePeak-Load Pricing

49、 the practice of charging a higher price for the same product or service when the demand for it approaches the physical limit of the capacity to product that product or service 2009 Pearson Prentice Hall.All rights reserved.The Legal Dimension of Price SettingPrice Discrimination is illegal if the i

50、ntent is to lessen or prevent competition for customersPredatory Pricing deliberately lowering prices below costs in an effort to drive competitors out of the market and restrict supply,and then raising pricesDumping a non-US firm sells a product in the US at a price below the market value in the co