27 July
Cost-Driven Pricing
Customers do not see it as their job to ensure that manufacturers make a profit.
Most American and European companies set their prices by adding up costs and then putting a profit margin on top. And then, as soon as they have introduced the product or service, they have to start cutting the price, have to redesign the product at enormous expense, have to take losses—and, often, have to drop a perfectly good product or service because it is priced incorrectly. Their argument? "We have to recover our costs and make a profit." But the only sound way to price is to start out with what the market is willing to pay and design to that price specification. To start out with price and then whittle down costs is certainly more work initially. But in the end it is much less work than to start out wrong and then spend loss-making years bringing costs into line.
Price-led costing is an American invention and over one hundred years old. It gave the General Electric company world leadership in electric generating stations way back in the early years of the twentieth century. That's when GE began to design turbines and transformers to the price the customers, the electric power companies, could pay. They were designed from the price the customer could pay and was willing to pay; and so the customer could and did buy them.
7月27日
成本导向定价
顾客并不认为，确保制造商获得利润是他们的责任。
大多数美国和欧洲企业在定价时，都是先把各项成本加总，然后在上面加上一定的利润率。于是，产品或服务一经推出，它们就不得不开始降价，不得不付出巨额费用重新设计产品，不得不承受亏损，而且往往还不得不放弃原本非常好的产品或服务，只因为定价不正确。它们的理由是什么？“我们必须收回成本并获得利润。”然而，唯一合理的定价方法，是从市场愿意支付的价格出发，再按照这一价格要求设计产品。先确定价格，然后逐步削减成本，最初当然需要做更多工作。但最终，这远比一开始就走错方向，然后用多年亏损的时间使成本符合价格要求省事得多。
价格导向成本法是美国人的发明，已有一百多年的历史。早在20世纪初，它就使通用电气公司在发电设备领域取得了世界领先地位。当时，通用电气开始按照顾客——也就是电力公司——能够支付的价格来设计涡轮机和变压器。这些产品从顾客能够并愿意支付的价格出发进行设计，因此顾客买得起，也确实购买了它们。
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