不管是對(duì)奧運(yùn)會(huì)主辦方還是其他企業(yè)，定價(jià)戰(zhàn)略實(shí)在太重要。一直以來(lái)，公司都習(xí)慣于通過(guò)價(jià)格機(jī)制從交易中盡可能多地獲取利益。這種方法存在致命弱點(diǎn)，最大的問(wèn)題是，它會(huì)帶來(lái)公司與消費(fèi)者對(duì)立的局面，而消費(fèi)者一旦感覺(jué)受到欺騙就會(huì)進(jìn)行轉(zhuǎn)移。企業(yè)和組織應(yīng)該向倫敦奧運(yùn)組委會(huì)學(xué)習(xí)，采用“創(chuàng)造共享價(jià)值定價(jià)戰(zhàn)略”。

2012年，倫敦奧組委面臨著一個(gè)巨大的商業(yè)挑戰(zhàn)：對(duì)應(yīng)26項(xiàng)體育競(jìng)技活動(dòng)，倫敦奧組委需要為800萬(wàn)張門票制定公平合理的價(jià)格，既保證收入和上座率，又能實(shí)現(xiàn)奧運(yùn)會(huì)“人人參與”的社會(huì)目標(biāo)。為了實(shí)現(xiàn)這個(gè)目標(biāo)，組委會(huì)運(yùn)用了“創(chuàng)造共享價(jià)值”的定價(jià)戰(zhàn)略。

The committee organizing the?London 2012 Olympic Games?faced an extraordinary business challenge: How to price 8 million tickets in a way that allows equitable access to 26 sporting events, meets revenue and attendance targets, and adheres to the explicit social objective of making the Olympiad “Everybody’s Games.”To accomplish this, the committee took what we call a?shared-value?approach to pricing.

傳統(tǒng)的定價(jià)戰(zhàn)略帶有對(duì)抗性，但是，這種方法需要更多地考慮社會(huì)和合作因素。公司應(yīng)超越枯燥的數(shù)字計(jì)算（這仍然重要，但已經(jīng)不夠），采用人性化的方法創(chuàng)造收益，后者將帶來(lái)附加價(jià)值。這意味著公司將客戶視為創(chuàng)造價(jià)值的合作伙伴并與其建立一種合作關(guān)系，在這樣的關(guān)系中客戶的參與度更高，并會(huì)就他們希望尋求的價(jià)值和可能的實(shí)現(xiàn)方法發(fā)表真知灼見(jiàn)。這樣能把蛋糕做大，使公司和客戶同時(shí)從中受益。

Traditional pricing strategy is by definition antagonistic, but it needs to become a more socially conscious, collaborative exercise. Businesses should look beyond the dry mechanics of “running the numbers” — still relevant but no longer sufficient — and recognize that humanizing the way they generate revenue can open up opportunities to create additional value. That means viewing customers as partners in value creation — a collaboration that increases customers’ engagement and taps their insights about the value they seek and how firms could deliver it. The result is benefits for firms and customers alike.

通過(guò)對(duì)2012年奧運(yùn)會(huì)的定價(jià)策略進(jìn)行深入研究，我們發(fā)現(xiàn)了5項(xiàng)對(duì)公司有益的定價(jià)原則：

By studying the 2012 Games and the committee’s multiyear pricing process, we determined five pricing principles that every business could profitably adopt:

1. 聚焦關(guān)系，而非交易。

Focus on relationships, not on transactions

倫敦奧組委很早就注意到組織與英國(guó)政府、英國(guó)公眾、國(guó)際奧組委等機(jī)構(gòu)之間的關(guān)系，而票價(jià)是其中最有形的連接。正如一位組委會(huì)成員所說(shuō)，票價(jià)收入只占奧運(yùn)會(huì)總收入的20%，但如果定價(jià)出錯(cuò)將是最讓組織方撓頭的事情。

The committee understood early on that it was in various relationships — with the British government, with the British public, with the International Olympic Committee, and so on — and that ticketing was the most visible aspect of those relationships. As one committee member put it, tickets account for 20% of the Games’ revenue but when done wrong result in 80% of an organizer’s headaches.　

對(duì)此的解決方案就是將消費(fèi)者置于交易之上。首先，組委會(huì)為很多項(xiàng)目制定了多階梯票價(jià)，這樣既保證收入，又保證低價(jià)門票。第二，組委會(huì)對(duì)不同年齡段人群設(shè)計(jì)了不同票價(jià)，分別針對(duì)青少年和60歲以上的老人給予折扣。第三，組委會(huì)為開(kāi)幕式門票選擇了高低兩種票價(jià)，分別為20.12英鎊和2012英鎊，其中的象征意義不言自明。最后，組委會(huì)杜絕發(fā)放免費(fèi)門票，以避免往屆奧運(yùn)會(huì)因?yàn)槊赓M(fèi)門票所引發(fā)的公憤。對(duì)很多人來(lái)說(shuō)，這種行為的潛臺(tái)詞是“我們正在救助你”。

The solution was to value customers more than their money. First, the committee increased the number of pricing tiers for many sports, which kept some ticket prices low while still hitting revenue targets. Second, it offered a pay-your-age pricing plan for young customers and discounted tickets to those over 60. Third, for the opening ceremony it chose high and low price points — ￡20.12 and ￡2,012, respectively — whose symbolic rationale everyone understood. Finally, it instituted a strict policy of no free tickets, avoiding the public outrage free tickets had provoked at previous Olympics. To many, these actions said, “We are looking out for you.”

2. 主動(dòng)定價(jià)。

Be proactive

過(guò)往奧運(yùn)會(huì)主辦方常常把觀眾稀少的項(xiàng)目與熱門賽事的門票捆綁銷售，以提高上座率和收入。倫敦奧組委沒(méi)有這樣做，主要考慮它會(huì)增加消費(fèi)者負(fù)擔(dān)，未必能提高上座率。很多曾購(gòu)買捆綁門票的消費(fèi)者并未去觀看冷門項(xiàng)目比賽。

Consider the committee’s decision not to bundle tickets to a more popular sport (swimming, say) with those to a less popular sport (tae kwon do, for instance), a tactic sometimes used in previous Olympics to increase ticket sales and boost attendance at the less popular events. While bundling can increase revenues, it can also add costs for consumers and doesn’t necessarily fill seats. Indeed, past experience with bundling suggested that many who purchased the bundle let the tickets to the secondary event go to waste.

為了避免這樣的問(wèn)題，倫敦奧組委為26個(gè)體育項(xiàng)目分別制定了獨(dú)立的票價(jià)，并詳細(xì)制定了各自的目標(biāo)人群和營(yíng)銷戰(zhàn)略。值得一提的是，組委會(huì)將公共交通和門票進(jìn)行了捆綁銷售，以緩解場(chǎng)館附近的交通堵塞。通過(guò)積極定價(jià)，組委會(huì)既降低了人們不觀看比賽的比例，又提高人們使用公共交通的頻率，使觀眾和組織方皆大歡喜。

To avoid this problem, the committee let the ticketing of every sport stand on its own, creating 26 different pricing plans detailing how tickets should be promoted and sold to the appropriate target markets. Interestingly, however, the committee did bundle public transportation into the ticket price, recognizing the opportunity to reduce traffic congestion in and around the venues. By pricing proactively in this way, the committee discouraged one type of behavior (not attending events) and encouraged another (using public transportation), benefiting both spectators and the Games.

3. 注重靈活性。

Put a premium on flexibility

倫敦奧組委必須提前一年半的時(shí)間對(duì)所有賽事門票制定價(jià)格，此時(shí)的市場(chǎng)需求信息尚不明了。為了應(yīng)對(duì)這種不確定性，如前所述，組委會(huì)為比賽設(shè)定了更多階梯票價(jià)，但是，每檔票價(jià)的門票數(shù)量都不固定，組委會(huì)卻承諾觀眾購(gòu)買的門票越貴，越能獲得好座位。2011年春季，消費(fèi)者通過(guò)一個(gè)在線投票系統(tǒng)選出他們?cè)敢饪吹谋荣惡湍艹惺艿钠眱r(jià)。了解情況后，組委會(huì)可以評(píng)估每種票價(jià)的需求，并據(jù)此重新分配相應(yīng)座位數(shù)量。因?yàn)闆](méi)有事先預(yù)定各種票價(jià)的座位數(shù)量，組委會(huì)可根據(jù)實(shí)際而非預(yù)計(jì)的需求靈活處理票務(wù)，這樣不僅成功出售了更多門票，而且消費(fèi)者的滿意度也很高。

The committee had to price all events more than a year and a half in advance of the Games, before it had a clear understanding of demand. To manage the uncertainty, the committee increased the number of price tiers across events, as mentioned, but did not assign a fixed number of seats to each tier. It did, however, promise that someone paying more would have a better view of the event than someone paying less. In the spring of 2011, fans placed requests for tickets through an online ballot, thereby revealing how much they were willing to pay for various events. This allowed the committee to gauge demand at each price point and reallocate some seats accordingly. By not predetermining the number of seats in each tier, the committee had the flexibility to better satisfy actual rather than anticipated demand, which resulted in more seats sold and happier customers.

4. 提高透明度。

Promote transparency

倫敦奧組委知道自己的一舉一動(dòng)都處于大眾的監(jiān)督之下，尤其躲不過(guò)英國(guó)小報(bào)的耳目。這次奧運(yùn)會(huì)公開(kāi)的定價(jià)目標(biāo)之一，就是避免負(fù)面的媒體報(bào)道。因此，從一開(kāi)始，組委會(huì)就向消費(fèi)者和媒體發(fā)布了透明的信息，包括定價(jià)原理與流程、購(gòu)票時(shí)間線的主要節(jié)點(diǎn)、各個(gè)賽事的階梯票價(jià)、可售門票數(shù)量和組織方對(duì)贊助商與普通大眾的門票發(fā)售情況。到目前為止，組委會(huì)的努力基本上是成功的。

This being England, the committee knew its actions would be subject to intense public scrutiny, especially in the British tabloids. One of the explicit goals in pricing the Games was to limit negative media attention. From very early on, therefore, the committee issued a continuous flow of information to consumers and the media about the rationale and process of ticketing, the major dates in the ticketing time line, the price tiers for each sport, the number of tickets available, and the distribution of tickets to corporate sponsors and the general public. To date, the efforts have been largely successful.

5. 確保市場(chǎng)標(biāo)準(zhǔn)的公平性。

Manage the market’s standards for fairness

說(shuō)起這次奧運(yùn)會(huì)，很多倫敦市民表示希望以最合理的票價(jià)觀看最精彩的比賽。畢竟，倫敦市民親歷場(chǎng)館的建設(shè)，并為奧運(yùn)會(huì)的籌備做出經(jīng)濟(jì)貢獻(xiàn)。但是，不是每位希望觀看特定比賽的觀眾都能成功買到門票，而且一些項(xiàng)目的票價(jià)并不合理。為了應(yīng)對(duì)這些問(wèn)題并滿足觀眾期望，組委會(huì)采取了以下兩個(gè)舉措：

Ask Londoners about the Olympic Games, and many say that they deserve to attend the most desirable events at reasonable prices. After all, they financed and endured the construction. But not everyone who wants to attend a particular event will be able to obtain a ticket, and some tickets may seem unreasonably priced. The committee took two important steps to manage these and other expectations:

首先，從售票第一天開(kāi)始，組委會(huì)就對(duì)為特定年齡人群提供折扣以及低至20或30英鎊以下的特價(jià)門票進(jìn)行大力宣傳。毋庸置疑，媒體會(huì)對(duì)某些價(jià)格昂貴的門票口誅筆伐，但組委會(huì)希望公眾明白，如果沒(méi)有這些昂貴的門票，組織方就無(wú)法為大眾提供多種低價(jià)和特價(jià)門票。

?First, from the moment the ticketing process began, the committee heavily communicated the pay-your-age and senior discounts and the percentage of tickets that would be sold at ￡20, at or below ￡30, and so on. Yes, there would be some very expensive tickets, and the British press would surely comment on that fact, but the committee wanted the general public to realize that without the expensive tickets there would be fewer inexpensive ones.

其次，組委會(huì)堅(jiān)決禁止拍賣搶手門票或進(jìn)行高于票價(jià)面值的二次交易。門票通過(guò)隨機(jī)抽取的方式獲得，以避免任何可能出現(xiàn)的不公平情況。

Second, the committee rejected any suggestion to auction the tickets in highest demand or to allow secondary exchanges above face value. Instead, ticket allocation was carried out through a simple lottery, reinforcing the fact that there was no preferential treatment.

這不只是倫敦奧運(yùn)會(huì)獨(dú)有的挑戰(zhàn)。多數(shù)公司都面臨著類似的挑戰(zhàn)，只是倫敦奧運(yùn)會(huì)有著更緊迫的時(shí)間安排和更廣泛的媒體關(guān)注。雖然很少有公司會(huì)像倫敦奧組委一樣明確公布其共享價(jià)值使命，但大部分公司都能從倫敦奧運(yùn)會(huì)的定價(jià)方法中受益良多。

The committee’s challenge is not unique; it’s the same one most firms face but writ large and executed in a highly compressed time frame under intense public scrutiny. While few firms have been as explicit as the Organising Committee in stating a shared-value mission, most can nonetheless learn from the multiyear process used to devise the Games’ pricing.

奧運(yùn)會(huì)的定價(jià)戰(zhàn)略也可能會(huì)出現(xiàn)小差錯(cuò)。創(chuàng)造共享價(jià)值的定價(jià)戰(zhàn)略尚處雛形期并在不斷演變，一些嘗試必然會(huì)失敗。但是基于買方市場(chǎng)的現(xiàn)實(shí)，客戶的期望正在不斷提高。與消費(fèi)者建立共同的市場(chǎng)價(jià)值能為公司帶來(lái)巨大利益，如果你仍執(zhí)意對(duì)這樣的戰(zhàn)略選擇視而不見(jiàn)，該是面壁反省的時(shí)候了。

The Olympics’ pricing scheme will probably experience some glitches. Shared-value pricing is a nascent and evolving strategy, and some experiments will surely fail. But given the fundamental shifts in consumers’ power and expectations, customers will have dwindling patience for antagonistic pricing. And considering the benefits to be gained by increasing the pool of value in the marketplace and sharing it with customers, any firm that is not evaluating its pricing through a shared-value lens should ask whether it can afford not to.

馬爾科·貝爾蒂諾（Marco Bertini） 約翰·古維爾（John T. Gourville）|文

馬爾科·貝爾蒂諾是倫敦商學(xué)院市場(chǎng)營(yíng)銷學(xué)助理教授，約翰·古維爾是哈佛商學(xué)院工商行政管理學(xué)小艾伯特·韋瑟黑德（Albert J. Weatherhead Jr.）教授。

陳晨 |譯 ?魯志娟 |校 ?李全偉 |編輯

本文有刪節(jié)，原文參見(jiàn)《哈佛商業(yè)評(píng)論》中文版2013年4月《定價(jià)掘金術(shù)》。