Select Page

Global Advisors | Quantified Strategy Consulting

pricing
Term: Price Elasticity

Term: Price Elasticity

Price elasticity measures how sensitive customer demand is to changes in price. By understanding whether demand for a product is elastic (highly responsive to price changes) or inelastic (less responsive), businesses can optimize pricing to maximize revenue, profit and market share. Effective use of price elasticity enables data-driven pricing decisions, supports dynamic and value-based pricing models, and helps forecast the impact of price adjustments on sales and profitability.

Comprehensive Outline of Pricing Elasticity in Pricing Strategy

1. Definition and Core Concept

  • Price elasticity of demand quantifies the responsiveness of quantity demanded to a change in price.

  • Expressed as:

    Price Elasticity of Demand=% Change in Quantity Demanded% Change in Price

  • Elastic demand: Large change in quantity for a small price change.

  • Inelastic demand: Little change in quantity for a price change.

2. Importance in Pricing Strategy

  • Guides businesses on how much they can raise or lower prices without significantly affecting demand.

  • Helps forecast revenue and profit impacts of pricing decisions.

  • Enables segmentation and tailored pricing for different products or customer groups.

3. Factors Influencing Price Elasticity

  • Availability of Substitutes: More substitutes increase elasticity.

  • Necessity vs. Luxury: Essentials tend to be inelastic; luxuries are more elastic.

  • Proportion of Income: Expensive items relative to income are more elastic.

  • Time Horizon: Elasticity increases over time as consumers adjust.

  • Brand Loyalty and Differentiation: Strong brands can reduce elasticity.

4. Pricing Strategies Based on Elasticity

Strategy When to Use Elasticity Context
Penetration Pricing To gain market share quickly High elasticity
Skimming Pricing To maximize early profits Low elasticity
Dynamic Pricing To respond to real-time demand High elasticity
Value-Based Pricing To reflect perceived value Low elasticity
Cost-Plus Pricing To cover costs with a markup Often inelastic markets
Competitive Pricing To match or beat competitors High elasticity
 

5. Practical Applications

  • Dynamic Pricing: Companies like Uber use elasticity to adjust prices in real time, balancing supply and demand.

  • Revenue Optimization: Lowering prices in elastic markets can boost sales volume and revenue; raising prices in inelastic markets can increase margins.

  • Product Segmentation: Essential goods (e.g., food, fuel) are priced with less sensitivity to demand drops, while luxury goods require careful price setting due to high elasticity.

6. Measurement and Data Requirements

  • Requires historical sales and pricing data for accurate calculation.

  • Quantitative methods: Statistical analysis, A/B testing, econometric modeling.

  • Qualitative insights: Customer surveys, market research.

7. Strategic Implications

  • Informs optimal price points for new and existing products.

  • Supports competitive positioning and differentiation.

  • Enables businesses to anticipate and react to market changes, competitor moves, and shifts in consumer preferences.

Summary:
Price elasticity is foundational to effective pricing strategy. By quantifying how demand responds to price changes, companies can make informed, data-driven decisions to optimize revenue, profit, and market position. Understanding elasticity enables the use of advanced pricing models, supports market segmentation, and helps businesses adapt to competitive and economic dynamics.

 

read more
PODCAST: Effective Transfer Pricing

PODCAST: Effective Transfer Pricing

Our Spotify podcast discusses how to get transfer pricing right.

We discuss effective transfer pricing within organizations, highlighting the prevalent challenges and proposing solutions. The core issue is that poorly implemented internal pricing leads to suboptimal economic decisions, resource allocation problems, and interdepartmental conflict. The hosts advocate for market-based pricing over cost recovery, emphasizing the importance of clear price signals for efficient resource allocation and accurate decision-making. They stress the need for service level agreements, fair cost allocation, and a comprehensive process to manage the political and emotional aspects of internal pricing, ultimately aiming for improved organizational performance and profitability. The podcast includes case studies illustrating successful implementations and the authors’ expertise in this field.

Read more from the original article.

read more
PODCAST: A strategic take on cost-volume-profit analysis

PODCAST: A strategic take on cost-volume-profit analysis

Our Spotify podcast highlights that despite familiarity, most managers do not apply CVP analysis and get it wrong in its most basic form.

The hosts explain cost-volume-profit (CVP) analysis, a crucial business tool often misapplied. It details the theoretical underpinnings of CVP, using graphs to illustrate relationships between price, volume, and profit. The hosts highlight common errors in CVP application, such as neglecting volume changes after price increases, leading to the “margin-price-volume death spiral.” The hosts offer practical advice and strategic questions to improve CVP analysis and decision-making, emphasizing the need for accurate costing and a nuanced understanding of market dynamics. Finally, the podcast provides case studies illustrating both successful and unsuccessful CVP implementations.

Read more from the original article.

read more
Strategy Tools: ‘Price-Volume-Profit’ Part 1 – A strategic take on cost-volume-profit analysis

Strategy Tools: ‘Price-Volume-Profit’ Part 1 – A strategic take on cost-volume-profit analysis

By Eric van Heeswijk and Marc Wilson
Eric is an analyst and Marc is a partner at Global Advisors. Both are based in Johannesburg, South Africa.

Almost every person who has studied financial or management accounting at school or university is probably familiar with cost-volume-profit (CVP) analysis. It should be the basis of financial planning in most companies. However, in our experience, most managers do not apply the analysis and get it wrong in its most basic form (e.g. planning for similar / increased volumes together with price increases). The outcome? At best: results that fail to meet budgets. At worst: firms trigger the “margin-price-volume death spiral”. Whether you are a production manager or a CEO, you should understand how CVP analysis applies to your firm. Your business’s survival may be at stake.

Read more at:
https://globaladvisors.biz/blog/2019/11/28/strategy-tools-price-volume-profit-part-1-a-strategic-take-on-cost-volume-profit-analysis/

read more

Download brochure

Introduction brochure

What we do, case studies and profiles of some of our amazing team.

Download

Our latest podcasts on Spotify

Sign up for our newsletters - free

Global Advisors | Quantified Strategy Consulting