Catherine, one of our podcast listeners, wants to know how to establish her organization's reputation for having low prices without the companion reputation for having cheap and low-quality products. It's a good question that, in my experience, is easy to get wrong. However, since I would imagine some of you have a similar problem, I also wanted to share that discussion here with you.
The fundamental problem for many businesses is wanting a reputation for low prices and high quality. However, these are two ideas that conflict in the minds of consumers. People are savvy enough to know that to have a low price, you need low costs, and low costs typically are associated with low-quality materials or construction.
So, disrupting this assumption is difficult. It is possible, though.
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For example, Amazon has a reputation for low costs and high quality. Part of that is because service quality and delivery speed come into that high-quality assessment. Moreover, they have a reputation for continuous improvement, which is often another quality indicator.
However, prices on Amazon have crept up over the years, too. So, the difficulty is that these things are linked, even for big brands like Amazon. High quality and improvements (plus market factors beyond their control) lead to higher prices, even if you have a low-price reputation.
Price Image Is Affected by Non-Pricing Experience Details
It is important to remember that non-price factors drive your reputation for pricing. When discussing the reputation for low prices, this area falls under the Price Image area of customers' price evaluation. Price image is influenced heavily by things other than the numbers involved.
Surprisingly, many non-number factors have a lot more sway for customers. For example, décor can indicate to people what to expect regarding pricing. If it looks lush and beautiful, and many attentive staff are there to help and guide you, these signals indicate that prices will be high. The reverse is true, also. If you pile things in heaps and have the appearance that no one works there, then that indicates prices will be low.
There's a famous story about the first Home Depot. The night before it opened, some employees shined all the concrete floors to look nice for a grand opening. The founder was furious! He ordered the team to scuff up the floors. He wanted it to look like a lived-in store, a warehouse, or someplace construction workers go. He was sending signals that it was a low-price store.
Price image is the intersection between pricing and branding. If we use these indirect signals, like décor or service, they will affect pricing reputation more than our quality image. Look for opportunities where the signal will send a stronger low-price signal than a low-quality signal.
People evaluate pricing in two other ways, too. For example, let's say you want to manage your estate with a will and trust. However, you have never priced something like this before. If the law office tells you they can do it for $2,000, you might not know if that is reasonable. In cases where you don't know, you resort to two other common price evaluation shortcuts; these are internal and external reference points. Internal reference points are based on experience, i.e., you know what your brother paid. External reference points come from the environment, meaning the information is given to you, as in the quote you get from them or the price tag for related items you see before you get the quote.