Pricing Strategy. The unit price for each product will be established based on market demand for the test probes and platforms and related accessories. However, based on extensive research by Dynamac and its previous teams involved in the development of the product line and discussions with Agilent Technologies and major RF/Microwave distributors including Arrow and RFMW manufacturer’s suggested retail price for each unit has been developed and is shown in Appendix (B) (Pricing Schedule). Unit prices may be adjusted from time to time if deemed necessary due to market conditions and customer demand.
Pricing Strategy. Big Ma’s Kitchen pricing will be similar to the competitor’s (competition-based pricing) initially and management may consider lowering prices initially to attract initial patrons. However, near term, when Big Ma’s Kitchen captures at least 2% of the local market, management plans to price products to be more reflective of acquisition costs. The menu items will be very simple. Southern dishes, desserts and baked goods, free organic coffee and fine organic teas. At Big Ma’s Kitchen, cost accounting is important, since the profitability of food can vary significantly and will initially determine the cost of the menu items. We will take advantage of our excellent credit terms with our suppliers and will also update our menu to take advantage of seasonality for example in local produce items. We will also closely monitor the Prime Cost Report which focuses on the controllable expenses of Cost of Goods Sold and Labor. As a new start-up we can currently control employee cost by hiring family members who will work for low and reduced wages.
Pricing Strategy. Prior to beginning to sell Institutional Subscriptions, Google shall propose an initial pricing strategy and, thereafter, Google shall propose subsequent pricing strategies, consistent with the objectives set forth in Section 4.1(a)(i) (Objectives) (each, a “Pricing Strategy”), to the Registry.
Pricing Strategy. Within a reasonable period following receipt of a written request, Google shall make available to the Designated Representative the initial Pricing Strategy and any subsequent Pricing Strategies relating to Institutional Subscriptions offered to Higher Education Institutions that are agreed upon by Google and the Registry pursuant to Section 4.1(a) of the Settlement Agreement. The Designated Representative may distribute such pricing strategies to Interested Institutions. Google will inform the Institution of any Google Products and Services that meet the definition of “Adjunct Product” in the Settlement Agreement and whether the Registry has elected to renegotiate under Section 4.1(a)(ix)(3) of the Settlement Agreement.
Pricing Strategy. The Consultant may advise and assist in developing and implementing well-defined corporatepricing strategies aimed at ensuring that adequate profit margins are consistently achieved, and ensuring proper management of risk relating to forward pricing commitments on large infrastructure contracts. In addition services may be provided in developing "tie-in" pricing structures that promote widespread adoption of the Company's technology, due in part due to pricing incentives on related product lines.
Pricing Strategy. Our retail and corporate customers are especially sensitive to service value. Take-Out Pizza, Inc. must ensure that price and service are perceived to be a good value to our customers. High-quality New York-style pizza will be offered at a reasonable price, but the price will certainly not be the lowest in the area. In the limited-service restaurants industry, one message rings true: other competitor can always beat you on price. Therefore, our pricing strategy will be competitive within the various product range, but will not rely on the selling price to overshadow other advantages of doing business with our company, such as a diverse line of high-quality pizza products, that are readily available, reasonably priced, and backed by service excellence and on-time delivery. In addition, we recognize that price flexibility is critical to our success. We are prepared to offer discounts and allowances, sales promotion prices, and to reduce the price over limited periods of time during the slow-sales hours, in order to increase our operating capacity usage, and reduce or eliminate idle capacity and subsequent losses. Freight-out costs will be accounted for in such a manner that delivery prices will not differ from the prices offered at the counter. One example of pizza delivery prices is presented below: 18-inch New York-style pizza, vegetarian, plain pies (shipping cost is included in the price) • One pie, $19.95 • Four pies, $64.95 • Eight pies, $123.95 • Twelve pies, $ 178.95 There are several U.S.-based manufacturers and suppliers of pizzeria equipment, food supplies, ingredients, packing, and accessories for for pizza preparation. The specific restaurant equipment vendors will be chosen soon, based on competitive bidding process. All the selected manufacturers produce and supply high-quality, energy-efficient kitchen and restaurant equipment, or materials for pizza preparation and delivery, and they compete primarily on price. Maintaining low levels of inventory will help to reduce the cost of financing, handling and storage. However, too low inventory levels may also result in lost sales and unhappy customers. Therefore, we will strive to implement the just-in-time operating environment. This will be achieved by working closely with with our suppliers to coordinate and schedule shipments so that goods and materials arrive just at the time they are needed. Many of the selected suppliers have already committed to special deals for us, such us waiving their b...
Pricing Strategy. How will you position yourself in the market (the same prices, more expensive or less expensive than competitors)? Will you offer volume or prompt payment discounts? What will be your credit policies? When making decisions about your prices, consider competitors’ prices, level of competition in the market, perception of quality-price relationship by customers, production costs and overheads, chain of distribution and the added-value at each stage. We recommend to new businesses to start with an average market price. Lower prices often bring more sales but very little profit (if any). Straight after the launch or periodically, you can offer discounts to attract customers to try your products.
Pricing Strategy. We must charge appropriately for the high-end, high-quality service and support we offer. Our revenue structure has to match our cost structure, so the salaries we pay to assure good service and support must be balanced by the revenue we charge. We cannot build the service and support revenue into the price of products. The market can't bear the higher prices and the buyer feels ill-used when they see the same product priced lower at the chains. Despite the logic behind this, the market doesn't support this concept. Therefore, we must make sure that we deliver and charge for service and support. Training, service, installation, networking support--all of this must be readily available and priced to sell and deliver revenue.
Pricing Strategy. The pricing rights of the Slant Engine and Slant Engine Mobile Units are purely depends in the hand of the cars and motorcycle companies. As Brain Chamber adopted the OPEN SOURCE CODE marketing strategy, hence all rights of manufacturing, pricing and marketing are in the hand of the respective companies to whom the rights are given. Brain Chamber company don't want to fall in the competition pattern in any kind, as the company is xxxxxx involved in the field of research. This will make the company to target its all energy in the field of inventive and innovative research.
Pricing Strategy. It is the expressed intention of both parties that the Product (1) shall be made available to the public sector of Developing Countries as widely as possible in accordance with the terms of this Agreement and (2) shall be provided by or on behalf of Chartex to Public Sector Agencies for distribution through the public sector of Developing Countries at affordable supply prices. UNAIDS recognises that such supply prices (hereinafter referred to as "Public Sector Price") for the Product should make the undertaking of this Agreement by Chartex viable, meaning that the sales of the Product in the public and private sectors of developed and Developing countries as a whole should be a reasonable undertaking from a commercial perspective. Without prejudice to the foregoing, the Public Sector Price shall always be preferential compared to private sector price, it being agreed that the private sector price shall be set at such level as desired by Chartex. The Public Sector Price shall be calculated as specified in paragraph 5 and fixed for each calendar year. In addition, the parties agree that, provided that the annual volume of sales for Public Sector Activities equals or exceeds three million units per fiscal year, the Public Sector Price shall, during an initial three-year term ending December 31, 1999, in no event be greater that 0.38 Pounds Sterling per unit. Based on estimated purchases for 1997, Chartex agrees to fix the Public Sector Price for the 1997 calendar year at 0.38 Pounds Sterling per unit.
