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Don Sexton Professor of Marketing
Columbia University,
USA
Ruchira Jain VP Consumer Strategy
& Insights
PepsiCo, India
Venu Gorti Executive Vice President
Cogitaas AVA,
Singapore
Dr. Kamal Sen CEO
Cogitaas AVA,
Singapore
AUTHORS
3 3
SO WHATS NEW?
Section 1
• Business Challenge & Category context
Section 2
• The Research & Analytics Solution
Section 3
• Learnings across APAC and PepsiCo
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Example:
How Consumer Surplus Factor can guide correct decision making?
Brand A: A large profitable brand that has historically led price increase in
the category. You are facing a cost pressure and have to take another
round of price increase.
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Pricing Strategy: No pricing power. Should not increase price.
Marketing Strategy: Focus on attributes that drive demand and PV.
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Marketing Strategy: Continued focus on attributes that drive demand
and PV.
Pricing Strategy: No pricing power. Should not increase price.
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Marketing Strategy: Continued focus on attributes that drive demand
and PV.
Pricing Strategy: CSF is optimal. Should increase market share. Can
increase price with further increase in Perceived Value
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RESULTS USED AS PLANNING TOOLS
dashboard for creating
different plan scenarios
for pricing
discussing and finding
agreement on an optimal
pricing scenario
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PORTFOLIO
PRICING
EQUITY TRANSALTES
TO
PRICING
POWER
REGIONAL STRENGTHS & THREATS
VARIANT & SKU
PRICING
CHANGING MARKET
DYNAMICS
SOME INSIGHTS FOR PEPSICO
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Its great that we all feel confident about our pricing
decisions and their impact on business goals
NET IMPACT