By Steve Lapa
Lapcom Communications Corp
President
Think about the concept for just a minute. Manhattan Island for $24? Peter Minuit knew value.
Two of my favorite sales training exercises are the Timex vs. the Rolex and the Bic vs. the Monte Blanc. In each role play we pit price against value with intangibles like prestige, self-esteem, peer recognition and good old Sam Walton-style common sense surfacing in the role play.
Sales managers reading this column should try those exercises to help develop and sharpen the skill sets necessary for success in radio-audio sales.
Price theory is now faced with two variables that may redefine value: inflation and meta-data, two distinctly different forces that can test our tolerance of price in the value equation. Stay with me, this gets simple, fast.
Assume almost everything costs more, you can pick your favorite reason. Mine is the price of men’s haircuts. I always wonder why the less hair I have, the price still goes up. Less hair, less time to cut, lower price? I have tried, but the price goes up every year. Why? The answer is the most important variable in current price theory, mastered by the airline-tourism business and it is about to be tested at a quick-serve restaurant near you. It is called demand, or in the Uber-driven currency, “surge pricing.” Eventually, you will be hit, even shocked, with the demand curve surge-pricing model.
The theory is simple: when just a few seats remain on the airplane or the hotel is heavily booked, the price goes up. When you desperately need Uber for a ride from the airport during rush hour, the price for that ride is different from the ride during non-rush hours. How about tickets to your favorite event? Sports and concerts have been in the demand-pricing business as long as someone was willing to pay. Surge pricing is a newer twist but has historic roots in tipping the maître d or the valet.
Now comes the latest price model. Just how hungry are you? Imagine your favorite dining spot changing menu prices by variables such as time of day, day of the week, number of orders waiting, even the number of cars in the drive-thru lane. Imagine watching the prices on the digital menu board change before your eyes based on the number of people waiting in line. This is not speculative price theory; it can start tomorrow or not.
Pricing has one variable we all take for granted. The customer, or in our case the advertiser. What is tolerated and what is rejected? We are privileged to operate in a market-driven economy. What variables will go into your pricing model today?
Steve Lapa is the president of Lapcom Communications Corp. based in Palm Beach Gardens, FL. Lapcom is a media sales, marketing, and development consultancy. Contact Steve Lapa via email at: Steve@Lapcomventures.com.