new frontier s e r v i c e s costs and pricing. 2 new frontier s e r v i c e s costs 1.start-up...
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new frontier s e r v i c e s
new frontier s e r v i c e s
COSTS AND PRICING
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new frontier s e r v i c e s
new frontier s e r v i c e s
COSTS
1. START-UP COSTS
2. TYPES OF COSTS
PRICING
3. PRICING POLICIES
4. THE MARKETING MIX
ADDITIONAL INFORMATION AND REFERENCES
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new frontier s e r v i c e s
new frontier s e r v i c e s
COSTS
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new frontier s e r v i c e s
new frontier s e r v i c e s
1. START-UP COSTS The initial costs to the running of the business
The first months are harder as you have more expenses than sales
Forecast based on previous research
Logo and brochures design, launch of the website, office furniture, stationery...
Set-up requirements, tax and environmental issues...
Quality management systems: ISO 9000 ‘International Standards for Business, Government and Society’ (ISO 2010)
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new frontier s e r v i c e s
new frontier s e r v i c e s
Leasing? Renting? Important issue to consider as sometimes you can avoid incurring debt just by making the right decision
Planning! It is essential to establish a timeframe with all your activities!
Organise your time!
Be realistic when setting your objectives
Be cautious and bear in mind you might need to include extra time in case any inconveniences come up
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new frontier s e r v i c e s
new frontier s e r v i c e s
2. TYPES OF COSTS Fixed Costs: are constant considering your business activity. If your sales
increase or decrease these are independent of that factor
Variable Costs: vary with your sales or output. Normally these increase when the business activity increases. E.g.: If your sales increase or decrease the amount of raw materials required is different. This cost depends on the level of activity
Mixed Costs: fixed and variable parts. E.g.: A factory consumes electricity (fixed cost) but during one month they have a higher workload, this difference is a variable cost
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new frontier s e r v i c e s
new frontier s e r v i c e s
Examples:
FIXED COSTS VARIABLE COSTS
Telephone, internet Raw materials
Rent Inventory
Stationery Packaging
Repairs Salary commissions
Social security Shipping
Staff training Utilities
Wages and salaries Advertising for a special promotion
Advertising Materials
Depreciation Additional electricity (mixed costs)
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new frontier s e r v i c e s
new frontier s e r v i c e s
PRE-TESTING Crucial before launching the whole project
It will save you money and time later
Bare in mind the costs of elaborating the pilot!
Materials needed, staff, overheads...
Market research before the pre-testing
Test your product/service with a sample from your target customers/potential clients
Modification, changes, improvements...
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new frontier s e r v i c e s
new frontier s e r v i c e s
PRICING
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new frontier s e r v i c e s
new frontier s e r v i c e s
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new frontier s e r v i c e s
new frontier s e r v i c e s
3. PRICING POLICIES Key aspect of the marketing strategy!
Can be, not necessarily, an indication of the quality provided
Industry trends and practices
Aims and goals as a company
Total Costs + Profit Margin
The forecast of the cost is not rigid, it is an approximation
Break-Even Point (BEP): the point at which Costs = Revenues
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new frontier s e r v i c e s
new frontier s e r v i c e s
Break-Even Point: After this Point there is Profit; before this Point there is Loss
Source: Business Tools Pro 2009
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new frontier s e r v i c e s
new frontier s e r v i c e s
There are many issues to be considered, such as:
A. Customers and Demand
B. Competitors
C. Image
D.Subsidies
E. Costs and Profit margins
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new frontier s e r v i c e s
new frontier s e r v i c e s
A. CUSTOMERS AND DEMAND
Who are your customers? Know your customers and their behaviour
Who are your target customers?
Are there many customers?
What are their values? Which are their priorities?
Are you reliable? What is their relationship with you? Customer loyalty?
Which kind of services do you offer? After-sales service?
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new frontier s e r v i c e s
new frontier s e r v i c e s
B. COMPETITORS
What do the competitors offer?
Are there many competitors?
Who are they?
Are they powerful? Do they have a strong reputation?
Which is your comparative advantage? What do you offer that they do not offer? How important is this factor?
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new frontier s e r v i c e s
new frontier s e r v i c e s
C. IMAGE
Which image do you want to give? How would you like to be defined by your customers?
Which message do you want to transmit?
It’s important to highlight the pros of renewable energies
Young, dynamic, adaptable, environmentally-friendly, modern, high-tech...
All of these are important aspects to consider when designing the logo, brochures, advertising campaigns...
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new frontier s e r v i c e s
new frontier s e r v i c e s
D. SUBSIDIES
Additional financial sources
Renewable energies are not price-competitive to traditional sources of energy
Are they easy to reach?
In which sectors? Solar energy? Biomass? Wind power?...
Do these cover your costs?
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new frontier s e r v i c e s
E. COSTS AND PROFIT MARGINS
The price has to include your costs and profit margins! (slide 11)
Remember the Break-Even Point (slide 11 and 12). You have to take into consideration your TOTAL costs (fixed and variable)
BEP TOTAL COSTS = REVENUE. Over this BEP, there is profit, below it there is a loss (see the graph in slide 12)
If your sales do not increase, your total costs have to decrease (fixed and variable) to avoid having a loss
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new frontier s e r v i c e s
new frontier s e r v i c e s
ADDITIONAL INFORMATION AND REFERENCES
Main Source: Dr. Sarah Ingle, lecturer at Dublin City University Business School
START-UP COSTS: Berry, T. 2010. BP Plans. Estimating Realistic Startup Costs. <http:/articles.bplans.com/starting-a-business/estimating-realistic-start-up-costs>
QUALITY MANAGEMENT: International Organization for Standardization (ISO) 2010 <http://www.iso.org/iso/iso_9000_essentials>
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new frontier s e r v i c e s
new frontier s e r v i c e s
THANK YOU FOR YOUR ATTENTION!
Special thanks to Dr. Sarah Ingle
Legal disclaimer: The sole responsibility for the content of this presentation lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the EACI nor the European Commission are responsible for any use that may be made of the information contained therein.