The U.S. furniture and bedding industry totaled revenues of $75 billion comprising some 82,567 businesses in 2013. Revenue from wholesale business operations totaled $33 billion during the same year, shared between 4,021 businesses. Manufacturing in the U.S., numbering 4,906 businesses, accounted for $25 billion of revenue in 2013. With the exception of furniture manufacturing in the U.S. which shows an annual revenue growth rate of 2.4% from 2009-2014, furniture wholesale and retail have seen an overall decline in revenue of -3.2% and -1.5%, respectively (IBISWorld, 2014). Over the next three years, as the housing market and general economy continue to stabilize after the 2008 recession, retail sales of furniture and home items are expected to grow by 1%, reaching a total $90 billion by 2017 (Euromonitor, 2013).
Secondly, segregate the market between consumers and their willingness to pay for a certain product. In other words, the firm must know how reservation prices or elasticity of demands varies among different consumers. Thirdly, a firm must assure to prevent resale. Price discrimination requires that buyers of a particular good are not able to resale that product to other buyers that pays hi...
Textile Industry Trends in the Global Economy
I. Executive Summary
The objective of this paper is to examine how the development of a textile industry contributes to economic growth in the global economy. Because textile manufacturing is a labor-intensive industry, developing countries are able to utilize their labor surplus to enter the market and begin the process of building an industrial economy. Emerging economies then look outward to develop an export strategy based on their comparative advantage in labor costs.
Textile production and consumption is an increasingly global affair as production continues to shift to developing countries.
Their price must be one that is attainable and reasonable for the offerings. The Kotler & Keller text suggests that facilities analyze competitors and their offerings, estimate their own costs, and determine demand, in order to set the appropriate price.
The modern theory of price discrimination began with the work of Arthur Cecil Pigou (1877- 1959) and is defined by Machlup (1955): "Price discrimination may be defined as the practice of a firm or group of firms of selling (leasing) at prices disproportionate to the marginal costs of the products sold (leased) or of buying (hiring) at prices disproportionate to the marginal productivities of the factors bought (hired)". But in simpler terms, "price discrimination is often defined as charging different customers different prices for the same or highly similar offering" (Smith, 2004). The motive behind this is to increase profit by reducing consumer surplus. If the same price is charged to all consumers, some potential revenue is lost since some of the consumers would have been prepared to pay more. But before answering the question of whether firms should price discriminate or not, we will have to distinguish between the various types of price discrimination and before that it is important to note that there are three necessary conditions for a firm to practise price discrimination, namely, the firm must be a price maker, the elasticity of demand must be different in the different markets and finally, the market must be clearly separated.
Pricing strategies are those activities whose main focus is to determine the optimum price of a product (Suttle 2014). Commonly, companies will adjust their main price to accommodate the variations in their customers, products, locations, etc. Price discrimination is evident when a product or service is sold at multiple prices that do not reflect a relative difference in costs (Wolla 2014). There are three degrees of price discrimination: first, second, and third-degree price discrimination. In first-degree price discrimination, price depends on the intensity of the customer’s demand. This kind of discrimination is most common at car dealerships where the salesman tries to set a price that will optimize his producer’s surplus. In second-degree price discrimination, price depends on volume—lower price to buyers who purchase at greater volumes. Examples of this can be seen in bundle packages where a seller charges a lower price for a related group of products that would be more expensive if bought separately. In third-degree price discrimination, the seller charges different amounts to different classes of buyers (Bhasin 2013). This kind of discrimination is evident in the Amusement parks industry which is a highly concentrated industry with an extensive assortment of pricing strategies.
The rivalry between existing companies is intense in the global furniture market and key industry players in Europe include Designs Inc, Galiform plc, Wal-Mart Stores Inc., Argos and others. However, Ikea today is the undisputed market leader in the furniture industry discount on the global scale. The threat of new entrants in the industry is low, and the chances of entrance of new competition Ikea is scarce because the current market is saturated and the significant amount of financial investments and experience are necessary to become a shop furniture discount on a global scale. The bargaining power of customers of Ikea is strong, as competition is intense and customers have a wide range of alternative options offered by
The threat of new entrants is moderately strong. Incumbents do not strongly contest entry of newcomers, but existing industry members are consistently looking to expand their geographic reach and offer a broad product assortment. Brand awareness and customer loyalty are high and greatly important i this industry.
Higher income population is less sensitive towards price of products and will select items base on other factors such as quality as they have higher purchasing power.
Like every other component of tourism marketing mix, pricing in tourism is a sensitive issue. Higher prices can cause a decline in sales and decrease the total income, in order to ensure a profit the price has to include production costs to provide a profit. In pricing a tourism product the company can choose to maximize the short term profits if there is a favorable demand for the product. If a company chooses low initial cost strategy, then the company needs to ensure high market participation.Between other factors the price elasticity of the product depends on the consumers’ perception towards the product value.