Everyday Price Research Articles

Charging the non-networked: Water pricing governance of the heterogeneous infrastructures beyond the utility network in Dar es Salaam

Though urban scholars have drawn our attention to the multiple water infrastructures serving urbanites in the global South, studies rarely explored the practice through which prices are produced and governed within the heterogeneous infrastructures that supply water beyond the utility. Drawing perspectives from everyday pricing practices and heterogeneous water infrastructures, we contribute to the scientific discourse on heterogeneous infrastructures, everyday practices and infrastructure governance by showing how multiple infrastructural systems beyond the utility network, such as hydro-mobile and private network water providers produced prices to mediate water collection. Prices were established based on the cost of electricity, fuel, repairs and maintenance, location and/or distance, nature of road connectivity to clients’ residences, and providers’ expected profit margins. Water providers’ discretions and learning by doing enabled the continuity of pricing practices. The conventional practice of non-collective negotiation and bargaining produced specific prices between water providers and end-users. The novelty of the paper emanates from the ways in which prices are produced and governed. In contrast to conventional tariff systems, reflectivity, creativity, practical knowledge and experiences acquired by non-state actors over time works to produce prices. The involved non-state actors exercised regulatory power over prices of water produced and supplied beyond the utility. When prices were established, they remained subject to modification. We argue that the focus on pricing sheds light on an important aspect of heterogeneous infrastructure provision and governance: where varied prices are established outside formal regulation, they reflect, shape and exacerbate fine-grained socio-spatial differences between individuals within single neighbourhood.

Pricing tactics – dealing with everyday price pressure

Pricing tactics – dealing with everyday price pressure

Measuring the Relationship between Crude Oil Price, Stock Market and Gold Price with Reference India

India is one among the highly potential market for the oil consumption. When we are considering the industrial line, natural gas and oil industry, it portraits a great significant influence on the economic growth and development through the GDP and per capita flow of income. The year-wise statistics was collected for two decades from 2000 to 2019 and the everyday prices such as gold price, Nifty opinions and Crude oil prices are intended and taken the annual averages of it. The aim for selecting the data from the year 2000 to 2019 is very vital. It was selected to find out the influence of new financial policy 1991 after 10 years of its application. Moreover, the main implication of this work is to find the causal association among these financial variables. The price of gold is considered as 24 carat, the average price was taken for analysis. The ANOVA model has been applied to predict the relationship between the variables in order to find out the cause and effect. It reveals the positive correlation between the variables. It is also revealed from the study that the price of gold had an exponential increase over a period of two decades and alongside the Nifty points also increased in the same period of time. On the whole, it is found from the data that the gold price is having the positive relation with Nifty points of the stock market and the crude oil price did not have any influence on the determination of gold price.

Retailer-led healthy pricing interventions: a pilot study within aquatic and recreation centres in Victoria, Australia

This study aimed to pilot the feasibility, acceptability and effectiveness of three co-developed healthy food and beverage pricing interventions in a community retail setting. Aquatic and recreation centres in Victoria, Australia were recruited to co-develop and pilot pricing interventions within their onsite cafés, for 15 weeks from January 2019. A mixed method intervention evaluation was conducted. Interviews were conducted with food retail managers to understand the factors perceived to influence implementation, maintenance and effectiveness. Customer surveys assessed support for, and awareness of, interventions. Interrupted time series analysis estimated the impact of pricing interventions on food and beverage sales. Three centres each implemented a unique intervention: (i) discounted healthy bundles ('healthy combination deals'), (ii) offering deals at specific times of the day ('healthy happy hours') and (iii) increasing the prices of selected unhealthy options and reducing the prices of selected healthier options ('everyday pricing changes'). Café team leaders did not identify any significant challenges to implementation or maintenance of interventions, though low staff engagement was identified as potentially influencing the null effect on sales for healthy combination deals and healthy happy hours interventions. Customers reported low levels of awareness and high levels of support for interventions. Everyday pricing changes resulted in a significant decrease in sales of unhealthy items during the intervention period, though also resulted in a decrease in café revenue. Co-developed healthy food and beverage pricing interventions can be readily implemented with broad customer support. Everyday pricing changes have demonstrated potential effectiveness at reducing unhealthy purchases.

An insight into pay-what-you-want pricing

Purpose– Extant literature on pricing posits that consumers’ internal reference price (IRP) drives willingness to pay (WTP), when external pricing cues are available. This positive IRP-WTP relationship is further moderated by involvement and price consciousness. The purpose of this paper is to test how the IRP-WTP relationship will be moderated by involvement and price consciousness, albeit in the pay-what-you-want (PWYW) context. In the PWYW setting consumers can pay any amount of money (including nothing) and no external pricing cues are provided.Design/methodology/approach– A survey was engaged to measure the key variables, and the data was analyzed using hierarchical multiple regression with spotlight analyses.Findings– In the normal everyday pricing context, involvement strengthens the IRP-WTP relationship, while price consciousness weakens it. Contrary to this normal pricing wisdom, in the PWYW context, it was found that both involvement and price consciousness weaken the IRP-WTP relationship, thereby driving down consumers’ WTP.Research limitations/implications– Future studies should use experimental design to manipulate some of the independent variables used in the study, focus on the mediating processes that underlie PWYW decision-making and extend the findings in the context of wider demographics.Practical implications– Managers should focus on segmentation, branding and product experiences to ensure higher returns of PWYW businesses.Originality/value– This paper addresses lack of overall research in the PWYW area, and also addresses some key gaps left by extant research of Kimet al.(2009) that was published in theJournal of Marketing.

Ross Stores, Inc.

AbstractRetail ‐ Apparel and Accessory Stores (MIC: 5.8 SIC: 5651 NAIC: 448140)Ross Stores operates a chain of off‐price retail apparel and home accessories stores, which target value conscious men and women between the ages of 25 and 54, primarily in middle income households. The decisions of Co., from merchandising, purchasing and pricing, to the location of its stores, are aimed at this customer base. Co. offers brand name and designer merchandise at low everyday prices, generally 20% to 60% below regular prices of most department and specialty stores, in an organized and easy‐to‐shop environment. As of Jan 29 2005, Co. operated 639 Ross Dress for Less stores and ten dd's DISCOUNTSsm stores in 26 states and Guam, which are supported by four distribution centers.

Ross Stores, Inc.

Mergent's Dividend AchieversVolume 3, Issue 3 p. 240-240 U.S. Company Reports Ross Stores, Inc.† First published: 30 June 2006 https://doi.org/10.1002/div.4466 † Contact: : Norman A. Ferber — Chmn. Address: : 8333 Central Ave., Newark, CA 94560-3433 Web Site: : www.rossstores.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Abstract Retail - Apparel and Accessory Stores (MIC: 5.8 SIC: 5651 NAIC: 448140) Ross Stores operates a chain of off-price retail apparel and home accessories stores, which target value conscious men and women between the ages of 25 and 54, primarily in middle income households. The decisions of Co., from merchandising, purchasing and pricing, to the location of its stores, are aimed at this customer base. Co. offers brand name and designer merchandise at low everyday prices, generally 20% to 60% below regular prices of most department and specialty stores, in an organized and easy-to-shop environment. As of Jan 29 2005, Co. operated 639 Ross Dress for Less stores and ten dd's DISCOUNTSsm stores in 26 states and Guam, which are supported by four distribution centers. Volume3, Issue3Summer 2006Pages 240-240 RelatedInformation

Ross Stores, Inc.

Mergent's Dividend AchieversVolume 3, Issue 2 p. 241-241 U.S. Company Reports Ross Stores, Inc.† First published: 20 April 2006 https://doi.org/10.1002/div.4049 † Contact: : Norman A. Ferber — Chmn. Address: : 8333 Central Ave., Newark, CA 94560-3433 Web Site: : www.rossstores.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Abstract Retail - Apparel and Accessory Stores (MIC: 5.8 SIC: 5651 NAIC: 448140) Ross Stores operates a chain of off-price retail apparel and home accessories stores, which target value conscious men and women between the ages of 25 and 54, primarily in middle income households. The decisions of Co., from merchandising, purchasing and pricing, to the location of its stores, are aimed at this customer base. Co. offers brand name and designer merchandise at low everyday prices, generally 20% to 60% below regular prices of most department and specialty stores, in an organized and easy-to-shop environment. As of Jan 29 2005, Co. operated 639 Ross Dress for Less stores and ten dd's DISCOUNTSsm stores in 26 states and Guam, which are supported by four distribution centers. Volume3, Issue2Spring 2006Pages 241-241 RelatedInformation

Ross Stores, Inc.

AbstractRetail ‐ Apparel and Accessory Stores (MIC: 5.8 SIC: 5651 NAIC: 448140)Ross Stores operates a chain of off‐price retail apparel and home accessories stores, which target value conscious men and women between the ages of 25 and 54, primarily in middle income households. The decisions of Co., from merchandising, purchasing and pricing, to the location of its stores, are aimed at this customer base. Co. offers brand name and designer merchandise at low everyday prices, generally 20% to 60% below regular prices of most department and specialty stores, in an organized and easy‐to‐shop environment. As of Jan 29 2005, Co. operated 639 Ross Dress for Less stores and ten dd's DISCOUNTSsm stores in 26 states and Guam, which are supported by four distribution centers.

Ross Stores, Inc.

Mergent's Dividend AchieversVolume 2, Issue 2 p. 238-238 U.S. Company Report Ross Stores, Inc.† First published: 22 April 2005 https://doi.org/10.1002/div.2409 † Contact: : Norman A. Ferber — Chmn. Address: : 8333 Central Ave., Newark, CA 94560-3433 Web Site: : www.rossstores.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Abstract Retail - Apparel and Accessory Stores (MIC: 5.8 SIC: 651 NAIC: 48140) Ross Stores operates a chain of off-price retail apparel and home accessories stores, which target value conscious men and women between the ages of 25 and 54 in middle-to-upper middle income households. The decisions of Co., from merchandising, purchasing and pricing, to the location of its stores, are aimed at this customer base. Co. offers brand name and designer merchandise at low everyday prices, generally 20% to 60% below regular prices of most department and specialty stores, in an attractive easy-to-shop environment. As of Jan 31 2004, Co. had 568 stores in operation. Volume2, Issue2Spring 2005Pages 238-238 RelatedInformation

TAKING THE BULL BY THE HORNS

ASK VINCENT A. CALARCO, 60, chairman, president, and chief executive officer of Crompton Corp., if he is still bullish on the chemical industry, and he will give an unqualified yes as his answer. The chemical industry is enabling more subsidiary industries than ever before, says the man who has headed Crompton for 18 years. Just look at the types of products our industry provides, from cleaning compounds to pharmaceuticals to the latest bioengineered products. We still have many important contributions to make. But a black cloud hangs over the business. While customers expect chemical makers to continue to innovate and enable new markets, Crompton and others find that increasingly difficult to do because of the stresses and strains affecting a company today, Calarco says. Among those strains are customers who want low everyday prices in the face of whipsawing energy and raw material costs. Then, too, there is the matter of global competition, not just ...

Effective category management depends on the role of the category☆

Assessing a retailer’s performance in a category is important to both manufacturers and retailers. Based on data from 19 food categories sold in 106 major supermarket chains operating in the largest 50 retail markets in the U.S., the work reported in this article uses an analysis of variations in category performance across retailers to infer the key drivers of effective category management and how those drivers depend on the role the category plays in the overall retail portfolio. Not surprisingly, the best performing retailers: (a) offer broader assortments, (b) have strong private label programs, (c) charge significantly lower everyday prices, and (d) use feature advertising to drive store traffic and display to increase in-store purchases. More interestingly, we find systematic differences in the impact of the price, promotion and assortment variables that depend importantly on the role (staple, variety enhancers, niche, or fill-in) that the particular category plays in the store’s overall portfolio.

Statement on the breakfast cereals industry

This summary of my recommendations as advisor to the US District Court in an antitrust proceeding involving the acquisition by Post of Nabisco Cereals is based almost entirely on the evidence in that case. There is ample basis for dissatisfaction with the performance of the industry—especially with its comparative absence of everyday price competition, except where private brands bulk large. There is no reason to believe, however, that the merger at issue would weaken price competition or that if Nabisco were sold to some other entity it would be any more willing to dilute the value of its Shredded Wheat brand by selling product for private labeling. On the other hand, the merger would probably make the combined entity more effective in the ways in which the industry typically competes—including heavy distribution of coupons and specials, which are undeniably a form of price competition. [EconLit cites: L100, L410, L660] © 1999 John Wiley & Sons, Inc.

Creating Micro-Marketing Pricing Strategies Using Supermarket Scanner Data

Micro-marketing refers to the customization of marketing mix variables to the store-level. This paper shows how prices can be profitably customized at the store-level, rather than adopting a uniform pricing policy across all stores. Historically, there has been a trend by retailers to consolidate independent stores into large national and regional chains. This move toward consolidation has been driven by the economies of scale associated with these larger operations. However, some of these large chains have lost the adaptability of independent neighborhood stores. Micro-marketing represents an interest on the part of managers to combine the advantages of these large operations with the flexibility of independent neighborhood stores. A basis for these customized pricing strategies is the result of differences in interbrand competition across stores. These changes in interbrand competition are measured using weekly store-level scanner data at the product level. Obviously, this presents a huge estimation problem, since we wish to measure substitution between each product at a store-level. For a chain with 100 stores and 10 products in a category we would need to estimate over 100,000 parameters. To reliably estimate these individual store differences we phrase our problem in a hierarchical Bayesian framework. Essentially, each store-level parameter can be thought of as a combination of chain-level and random store-specific effects. The improvement in estimating this model comes from exploiting the common chain-level component. In addition, we relate these store-specific changes to demographic and competitive characteristics of the store's trading area, which helps explain why these differences are present. These estimated differences in price response are in turn used to set store-level prices. To simplify and focus the problem we limit our attention to everyday price changes (i.e., the prices of products that are not advertised). There are many marketing variables that can be adjusted at a storelevel (e.g., promotions and product assortments); the reason we concentrate upon everyday pricing is driven by its importance in the marketing mix, that most profits are earned on products sold at their everyday price, and the amenability of everyday prices to store-level customizations. A limitation of this approach is that it yields only a partial solution to the retailer's global optimization problem. A challenge for the retailer in implementing micro-marketing pricing strategies is to retain a consistent image while altering prices that adapt to neighborhood differences in demand. Our approach is to search for price changes that leave image unchanged. We argue that a sufficient condition for holding the input to store image constant from everyday pricing is to hold average price and revenues at their current levels. We implement this condition by introducing constraints into the profit maximization problem. Future research into store choice may yield more efficient conditions. A benefit of holding the retailer's image constant is that it does not require costly new information about competitors and promotional activity. Instead, retailers are able to derive these store-level customizations based largely upon scanner data. This is very advantageous since this information is already being collected and is readily available. Our results indicate that micro-marketing pricing strategies would be profitable and could increase gross profit margins by 4 percent to 10 percent. When these gross profit gains are considered after administrative and operating costs are taken into account, they could increase operating profit margins by 33 percent to 83 percent. These gains come from encouraging consumers through everyday price changes to switch to more profitable bundles of products, and not through overall price changes at the chain-level. These results show that the information contained in the retailer's store-level scanner data is an under-utilized resource. By exploiting this information using newer and more powerful computational techniques managers can better appreciate its value. The implication is that profits could be increased and gains can be made by using this information as the basis for micro-marketing.

EDLP, Hi-Lo, and Margin Arithmetic

The authors examine the viability of an “everyday low price” (EDLP) strategy in the supermarket grocery industry. In two series of field experiments in 26 product categories conducted in an 86-store grocery chain, they find that a 10% EDLP category price decrease led to a 3% sales volume increase, whereas a 10% Hi-Lo price increase led to a 3% sales decrease. Because consumer demand did not respond much to changes in everyday price, they found large differences in profitability. An EDLP policy reduced profits by 18%, and Hi-Lo pricing increased profits by 15%. In a third study, the authors increase the frequency of shallow price deals in the context of higher everyday prices and find a 3% increase in unit volume and a 4% increase in profit. Finally, they draw a conceptual distinction between “value pricing” at the back door and EDLP pricing at the front door.

EDLP, Hi-Lo, and Margin Arithmetic

The authors examine the viability of an “everyday low price” (EDLP) strategy in the supermarket grocery industry. In two series of field experiments in 26 product categories conducted in an 86-store grocery chain, they find that a 10% EDLP category price decrease led to a 3% sales volume increase, whereas a 10% Hi-Lo price increase led to a 3% sales decrease. Because consumer demand did not respond much to changes in everyday price, they found large differences in profitability. An EDLP policy reduced profits by 18%, and Hi-Lo pricing increased profits by 15%. In a third study, the authors increase the frequency of shallow price deals in the context of higher everyday prices and find a 3% increase in unit volume and a 4% increase in profit. Finally, they draw a conceptual distinction between “value pricing” at the back door and EDLP pricing at the front door.