Price increases
Price decreases
Price stays the same
Price increases
Price decreases
Price stays the same
Price increases
Price decreases
Price stays the same
Price increases
Price decreases
Price stays the same
To find new sources of supply
Decrease the fuel consumption of cars
Reduce the price through government subsidy
Increase the price further through government taxation
The market is less efficient in allocating resources
Demand is increasing faster than supply so invest in supply
Supply is increasing faster than demand so divest in supply
The market is in efficient equilibrium
Asia
Europe
North America
General price increases
General price decreases
Prices stay the same
Tells you how much you have to sell to meet the profit targets
Tells you what market share you have to achieve to meet the profit targets
Specifies your allocation of fixed costs and variable costs
All of the above
What price sensitivity it will take to make a price reduction pay off
What price sensitivity it will take to make a price promotion pay off
Both A and B
Price minus variable cost per unit
Price minus total fixed cost
Quantity sold times contribut ion
20%
50%
100%
200%
Greater than the long-term effect of a price reduction
Less than the long-term effect of a price reduction
The same as the long-term effect of a price reduction
Employing economic analysis that has been tested and proven
Using the forecasts of everyone involved
Both A and B
None of the above
When price increases, demand decreases a lot
When price increases, demand decreases little
When price decreases, demand increases a lot
Both A and C
When the purchase accounts for an insignificant percentage of income
When prices are dropping
When product innovation increases
When prices can be searched on the Internet
When the purchase is a necessity
When prices are increasing
When product innovation decreases
When there are close competitive substitutes
Supply curve kink points
Demand curve kink points
Both supply curve and demand curve kink points
Target return on investment
Lowest variable costs
Highest gross contribution
None of the above
The firm has successfully distanced the product from potential substitute products
There exist perceptual price points wherein small changes in actual price are associated with rather large changes in perceived price and hence demand
There exist close substitute products
Both A and B occur
Both B and C occur
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
$60
$70
$80
$90
$100
$60
$70
$80
$90
$100
$60
$70
$80
$90
$100
Stay the same
Increase
Decrease
The cost of the additional feature
Buyers’ perceived value of the feature
Both the cost and the perceived value
Penetration pricing
Price point pricing
Price skimming
Substitute pricing
Predatory pricing
Luxury goods
Highly demanded new drugs
A Rolex watch
All of the above
Is more likely to attract a large number of buyers
Is more likely to attract competitors
Is illegal if the price is set lower than the firm’s average cost
Will work only when there are substitute products on the market
Increasing demand for competing products
Decreasing demand for competing products
Increasing sales volume and achieving economies of scale and sales efficiencies
Maintaining brand loyalty with price discounts
Extended appliance warranties of Walmart
P&G’s Crest Spinbrush
Extended appliance warranties of Best Buy
None of the above
Can be profitable if you can sell complementary products at a relatively high margin
Is price discrimination if certain consumer groups do not purchase the products
Can be considered predatory pricing if it results in taking sales away from competitors
Can be profitable if there are multiple substitutes in the market
Both A & C
Penetration pricing strategy
Keep raising quality with each improved model
Keep reducing prices with each improved model
Both A and B
Creating the necessary long-term aftermarket relationship with a customer that generates profitability
It creates an industry platform or standard to which all other rivals must use or conform
Both A and B
None of the above
Is illegal in North America
Allows sellers to lower prices for buyers who are knowledgeable about competitive suppliers
Results when sellers maintain their prices at the same level when competitors raise prices
Results when sellers maintain their prices at the same level when competitors lower prices
Is useless when trying to deal with seasonal fluctuations of supply and demand
Are typically seen as much more ethical than their competitors
End up haggling with customers over prices
May be perceived as uncooperative and unreasonable
Are better able to deal with seasonal fluctuations in supply and demand
Often acquire greater brand loyalty as a result of their unwillingness to participate in this illegal activity
Fire employees who participate in this activity
Prosecute employees who participate in this activity
Educate employees regarding legal pricing practices
Set list prices relatively low and allow unrestricted salesperson price negotiations
Base commissions on profits and not sales volume
Price discriminate against slow-paying customers
Many markets use the standard term “2-10, net 30”
Most sellers impose and charge interest penalties on delinquent customer debt
Both A and B
Is a form of price discrimination
Is a form of predatory pricing
Results in lower overall demand for the selling firm’s brand
Results in a sustainable competitive advantage over non-discounting sellers
Is more likely to occur when there are no substitutes in the marketplace
Is illegal in the United States
Results in lower profits for the selling firm, due to the necessarily lower margins
Fixes the price of a product for a period of time (usually one year)
Ties the firm’s price increases to changes in the consumer price index (CPI)
Results in lower prices for complementary products
Is illegal in the United States
Results when sellers maintain their prices even though competitors raise their pr ices
Results when sellers maintain their prices even though competitors lower their pr ices
Is a form of predatory pricing
Results when a seller differentially adapts prices to various buyers
Is in danger of a class action lawsuit for price discrimination
Must prove that afternoon showings cost less on average than evening showings
Cannot sustain such a strategy over the long term
Does so because of lower demand and because it cannot store its excess seating capacity
Is foolishly losing revenue that could have been generated by pricing evening showings at the lower price
Usage segment discounting
Volume discounting
Price shading
All are correct answers
Increasing the annual overall average selling price
Reducing the annual overall contribution margin
Price-sensitive shoppers wait for the sales to occur
Both B and C
That they can reduce the degree of brand loyalty in the market
That they cause buyers to switch to non-promoted brands
The lack of competition that results
That brand switching decreases
None of the above
Lead to a transfer of positive feelings to the product or brand
Are typically superior to free sample promotions
Work best with mature brands
Have strong reinforcing effects and train shoppers to become deal-seeking shoppers
None of the above
About two in three are not supported by special point-of-purchase displays
About 30 percent are not passed on to consumers
They are not noticed by buyers
They are automatically given to all consumers
Both B and D
An equivalent price reduction made in the base price
Coupons and rebates
None of the options are true
The timing of promotion isn’t an important tactical decision
In the fashion world, promotions running late in the season are designed to reduce inventory carrying costs and the risk of fashion obsolescence
Retailers don’t manage the promotions by scheduling their manufacturer orders
Providing an early promotion will not attract buyers who would buy later at the usual higher price
Procter & Gamble’s patented innovation “Pert Plus”
Grind-your–own gourmet coffee beans by entrepreneurial firms
Maxwell House coffee
Both A and B
Companies don’t have innovative strategies
The product- development process is broken
The product-development process needs to be fixed
All of the above
Operate close to production capacity
Salesforce incentives should be based on sales volume
No need to discourage price promotions
None of the above
The price you charge transfer companies for a product or service
The price you charge another unit or subsidiary of your company for a product or service
The price you charge an overseas subsidiary of your company for a product or service
The price you pay transfer companies for a product or services
The market price of the goods and services that the subsidiary faces
The price that minimizes overall taxes
The price that minimizes taxes of the selling subsidiary
The price that minimizes taxes of the buying subsidiary
Tax implications
Currency fluctuations
The personalities involved
The organizational politics involved
If a company can, and it is legal, it will keep most of the profits earned in the country with the highest corporate income tax on profits
If a company can, and it is legal, it will keep most of the profits earned in the country with the lowest corporate income tax on profits
Financial accountants are likely to use the market price as a starting point and make a taxation consideration adjustment
Both B and C
None of the above
Less half the cost savings in sales commissions and distribution that result from selling to a subsidiary (an internal buyer)
Less the cost in sales commissions and distribution that result from selling to a subsidiary (an internal buyer)
Plus half the cost savings in sales commissions and distribution that result from selling to a subsidiary (an internal buyer)
Plus the cost in sales commissions and distribution that result from selling to a subsidiary (an internal buyer)
Organization politics
Power plays
Pushing the legal and ethical limits of tax-based transfer pricing
All of the above