The Pricing Strategies of Fast Foods vs. Restaurants Dateesha L. Cavin Webster University 28 April 2011 Abstract This paper explores the difference in pricing strategies of Fast Food vs. Restaurants. Fast food restaurants compared to sit-down restaurants are exceedingly popular because they prove to fit comfortably in our active‚ modern day lives. Today‚ many people eat fast food instead of cooking meals at home. The reason for this is that many of us are constantly busy with our daily responsibilities
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Task 2 For this project I have compared prices of the return flight to Dublin from London Luton airport in August‚ September and November low-cost airlines company called Ryanair. I was looking for the closest times I could get for 7AM‚ 1PM and 6PM leaving the following day‚ in 30 days time and leaving in 3 months time. Date affect from 10 th of January 2014. Results are presented in table and chart below. London Luton to Dublin Dublin To London Luton August 16th‚ Saturday 06:35 - 07:50
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Mid term assignment Pricing strategies Lecturer: Stuart Francis Student: Bailly Florent Topic: Flat screens‚ flattering prices case study London Campus London Campus Academic year: 2012/2013 Academic year: 2012/2013 Question 1 By 2001‚ pioneers in LCD television market have decided to use a pure skimming pricing strategy‚ which involves charging a relatively high price for a short time (Investopedia‚ 2013). This strategy is usually employed when a new‚ innovative product is
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What implication do fluctuations in foreign exchange rates have on the pricing decisions of export marketing managers? Globalization is no longer an abstraction but a stark reality that virtually all firms‚ large and a small‚ face. Firms that want to survive in the 21st century must confront all encompassing force that pervades every aspect of business. However‚ exchange rate fluctuation is an issue that affects the decisions marketing managers make about pricing. Management faces different decision
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calculations‚ making Nike’s cost of debt after tax to be 2.7%. Joanna decided to use the CAPM model in her calculation of Nike’s cost of equity. She used the risk-free rate of 5.74% on a 20-year Treasury bond‚ the geometric mean for market risk premium from 1929 to 1999 which was 5.9%‚ and Nike’s average beta from 1996 to 2001‚ which was 0.80 to make her calculations. Using these values‚ she obtained a cost of equity of 10.5%. Joanna then took the weights and costs of debt and equity that she
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Assignment 3: Pricing Strategy and Channel Distribution 1. Determine and discuss a pricing strategy (Penetration and Skimming) The penetration pricing strategy approach is what we are going use to represent our SONO water filter products in today’s market. Since it serves as many customers as possible representing different valua-tions‚ this pric¬ing model will be our best option. The advantage this approach holds for us is the low volume customers‚ who presumably have a relatively lower valu¬ation
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2.1 Competitive Pricing Strategies assessment brief This assessment asks you to apply your learning so far about the marketing mix‚ in particular pricing‚ along with supply and demand in the airline industry. The task accounts for 10% of your marks in Phase 2. Learning Objectives This task will help you to: Recognise the concept of the business organisation operating within the parameters of a changing external environment Demonstrate an awareness of current issues‚ facts and events in the national
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What is Price Elasticity of Demand? What is it? Today’s market focuses on a chain of supply and demand. The products which are in demand are the products which are produced and supplied in the market. This process is vice-versa. The demand of also increases with an increase in the production of the goods and the production also increases when there is demand for the product created in the market. This fundamental concept is fairly easy to understand. Now there are several factors which shape
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responsibility of the Olympic Delivery Authority while the London Organizing Committee of the Olympic Games (LOCOG) was responsible for staging the games. Paul Williamson was hired by the LOCOG as the Head of Ticketing‚ and he soon realized that pricing tickets was a large endeavor in itself‚ with many challenges. The Trade-Offs Chris Townsend‚ Williamson’s boss and the Commercial Director of the LOCOG‚ made sure Williamson never lost sight of their ultimate goal‚ maximizing ticket revenues and
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2.3.4 Customized Pricing Bid Response Model (CPBRM) Majority of the literature in the price-optimization area focuses on pricing of consumer goods or the optimal design of auctions but‚ a large percentage of firms face pricing decisions in a business-to-business setting where a customer requests bids from a small set of competing firms getting a quote for the product or service. When the total annual sales to the firm requesting the bid does not justify a dedicated sales person on behalf of the
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