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Tag Archives: yield management

Prices convey information.

What does a price tell you?

Assume that you were going to purchase a GE Advantium 120 microwave oven on Sunday, August 12. Comparing Sears, Best Buy and Amazon’s sellers at 3 a.m., you would have seen, respectively, $899.99, 809.99 and 744.46. At Amazon’s website, the price changed to slightly more than $850 at 5 a.m., it dropped again to their $744.46 low several hours later and then back above $850 at 10 p.m. During that day, Sears kept the same price, Best Buy changed twice and Amazon, 9 times.

Call it dynamic pricing.

The story of dynamic pricing begins with airline deregulation in 1978. American Airlines (although some say Delta) was the first to realize that different classes of passengers were willing and able to pay different fares. Of course they could not ask if someone was planning a vacation or a business trip, but they could snag the business traveler by charging more if the flight was the next day. And so began what they called yield management. Spreading to hotels and cruises, rental car businesses and a host of others, yield management helped many firms increase revenue.

The dynamic pricing version of yield management has the same revenue enhancing goal. As you probably know, all sorts of goods like bicycles, jewelry and detergents are dynamically priced online. One baby clothes vendor changes his prices every 15 minutes because being cheaper than everyone else means he will top the list of price related search results.

But what does this mean? In a market economy, price is a source of information. Prices enable the supply side to assess productivity, to identify cost and to project profits. On the demand side, price can convey quality and affordability. With price changing frequently, the information flow increases.

Or, as one market participant commented, “The long term implication is that a price is no longer a price.”

My sources and other resources: A front page WSJ article, “Don’t Like This Price? Wait a Minute ” was interesting and had this fascinating graphic comparing price changes from Sears, Amazon and Best Buy. In addition, this academic article explains yield management while this more recent study looks at internet dynamic pricing.

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Dynamic Pricing for Tickets Displays the Power of Prices

Have you ever hesitated to book an airline reservation and, within moments, the price changed? Or, could you have known that delaying your purchase of a ticket to God of Carnage in LA last summer would have saved you almost $70?

The reason is “dynamic pricing.” Airlines do it, hotels also, and now theater owners.

According to the NY Times, Broadway theater owners are using dynamic pricing to cater to the “haves” and “have-lesses.” For airlines, that has meant vacationers paying much less than business travelers. Even for certain restaurants, you could pay more for Saturday evening at 8:00 than Tuesday at 9:30. With the LA example, early ticket purchasers spent $120 but when demand plunged, the price did also.

With dynamic pricing a seat is not just a seat. It becomes a commodity that has to be used when available because you cannot store it. Its customers have different needs, its future demand is uncertain, and its providers have pricing power. Implemented appropriately, dynamic pricing maximizes revenue.

The Economic Lesson

Dynamic pricing is all about price elasticity of demand. If price changes a lot and the quantity we buy remains almost the same, as with medication, then our demand is inelastic. By contrast, if price swings have a big impact on buying, then our response is elastic. With Broadway shows and airline seats, certain consumers have an elastic response to higher prices; when price ascends they say, “No.” Others, the inelastic group, will buy no matter what.

An Economic Question: Thinking of “dynamic pricing,” we could say that we have 2 demand curves among Broadway theater ticket buyers. Explain and draw.

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How much will the San Francisco Giants charge for a baseball ticket? It all depends on, “past ticket sales, the day and time of the game, the teams’ records, the pitching match-up, the weather, the going rate on resale Web sites like StubHub and other data.” So, when 2 star pitchers were named for this year’s Memorial Day game between the Giants and the Colorado Rockies, tickets that had been selling for $17 rose as high as $25.

Somewhat similarly, during the 1980s, American Airlines was the first to use a flexible pricing system that was called yield management. After airline deregulation, American Airlines had to figure out how to compete against young upstart airlines with lower costs and lower fares. Their response was a computerized booking system that constantly changed fares. Suddenly, their revenue depended on when the flight was booked, whether the flier stayed over a Saturday night (which identified business travelers who would pay more than the discretionary traveler), and other variables. Just like the San Francisco Giants, American was maximizing revenue by pricing customers individually.

The Economic Lesson

Whenever they have some monopoly power, business firms act more as price makers than price takers. Price makers have the power to shift their own supply curve to a new position. As a result, they help to decide where supply will cross demand to determine price. By charging different prices for the same product, they can cater to different consumers with different demand curves. Price takers have much less control. Their price is determined by the intersection of a supply curve that many similar firms create and a demand curve shaped by many consumers.

When the San Francisco Giants realized they could maximize revenue because they had price making power, they implemented their “dynamic pricing” approach.

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