4 Pricing Strategies


How to determine the price level?
  • Cost plus pricing
    • Used mainly by manufactures, assures that all costs (fixed and variable) are covered and includes a desired level of product.


  • Demand pricing
    • Used by companies that sell their product through a variety of sources at differing prices based on demand


  • Competitive pricing:
    • Price according to your competitors. Used in competitive markets with little product differentiations.
    • Number of competitors


  • Mark-up pricing
    • Adds a level of profit to the cost of the product being retailed. Also good for products that are co-packed.

Deliver an Elevator Pitch, fast and slow

Thinking, Fast and Slow, a best-selling book published in 2011 by Nobel Memorial Prize in Economics laureate Daniel Kahneman, unveils a dichotomy between two systems of thoughts:

  • Fast: Instinctive and emotional
  • Slow: More deliberative and more logical

When it comes to decision making, people are more likely to replace a difficult question with one which is easy to answer, indicating that human judgement outweigh in self persuasion and addressing a conclusion.

Bearing this finding in mind, it can be inspirational to deliver an elevator pitch, i.e. a pitch delivery, fast and slow.

Deliver an Elevator Pitch–Slow: Cover the essential and solid points
  • What is the problem you are trying to solve?
  • What is your product or service?
  • What is your market?
  • What is your business model?
  • Who is behind the company?
  • Who is your competition?
  • What is your competitive advantage?
Deliver an Elevator Pitch–Fast: 

A “Hock”:

  • Use a statement or question that stimulates their interest to want to hear more.
  • e.g. Does it ever happen to you that you run into “a problem XXX”?

Passion – Show it! A good pitch raises pulses

  • Investors expect energy and dedication from entrepreneurs.
  • e.g. If the investor asks you “how you are”, do not respond with a negative “aye, not bad,” smile and say ‘I’m very well, thanks, how are you?”
Fast & Slow: A call for action
  • End your presentation with a request or a follow-up meeting

What do investors look for in a Business Plan/ Pitch?

What do investors look for?

A service to predict the future—long-term vision (i.e. sustainable business model) + Growth potential

  • Team
  • Real Problem: How big the problem is?
  • Big & growing market
  • A good/ unique solution
  • Competitive advantage
  • Innovation & Differentiation (High-Alpha= highly risky investment with a proportional reward)
  • Disruptive and 1st mover advantage
  • A clear and a viable business model
  • Plan the Play, Play the Plan (Finding the best way to be agile and stick to the plan—make a balance)
  • Know the odds
  • Avoid the naysayers


What are the sources of professional funding?

  • Accelerators
  • Angels/ Angel Clubs
  • Crowdfunding
  • State, federal & Foreign bilateral funds
  • VC Funds
  • Corporate Venture Funds


P.S. VC Funds VS Corporate Venture Funds

Corporate Venture Funds (CVF) focuses less on RETURN than VC Funds, but more concentrated on the FIT for the corporate’s strategy.


SUMMARY: Remember the VC checklist

  • Excellent team
  • A real problem
  • Big and growing market
  • A unique solution
  • Innovative technology
  • Solid business model


The partnerships & investments of Ant Financial taken place out of China deliver three key messages:

First, Ant Financial’s expansion is primarily based on the “ecosystem-oriented vision”. To bolster the core financial services, i.e. financial transactions, wealth management and private bank, international partnerships have been established with major financial institutions, in particular with banks and transaction service providers. Apparently, the entrant into European market has been achieved based on this principle.


Second, the expansion approach differentiates based on market specialties and local market readiness throughout “Partnership”, “Investment” or “Both”. It is worthwhile to mention that market readiness refers to a package of ingredients, such as:

  1. Digital consumption behaviors: social media adoption rate
  2. Internet & 3G/4G penetration
  3. Banking penetration
  4. Technology development
  5. Regulations

Third, the three blocks of markets, Asia Pacific, US, and Europe, have demonstrated the main features of the the markets and Ant Financial’s short-term and mid-term goals. Evidently, to leverage the social media channels has been one of the key initiatives of Ant Financial.

Domestically, Alipay, mobile payment portal affiliated to Ant Financial, competes with WeChat Payment to acquire consumers and transactions. Comparatively, Alipay is less sticky to maintain customers, and transforming into a more “connected” platform has been put on the agenda of the group. In this sense, it’s not hard to rationalize the investment into Kakao Pay in South Korea.

Under this interpretation, Europe has become a laggard in regard of e-/m- commerce adoption. Partnerships are more dominant than investment deals. Also, banks, as traditional and established financial instituions, and transaction service providers such as Ingenico Group and Worldline in France, are supporting players in the value chain. It means that to enter into Europe, Ant Financial is still in the stage of following the local rules and integrating the current ecosystem without bringing too much disruption as what’s been put on in China.

Copy Right @ China Ventures Net