Canadian Product Corporation Limited (CPCL) is a manufacturer of small household appliances. The company has only one manufacturing facility which services all of Canada. CPCL is well established and sells its products directly to department stores.
CPCL wishes to begin manufacturing and marketing its newly developed cordless steam iron. In order to properly evaluate the performance of this new product, management has decided to create a new division for its production and distribution.
Two of CPCL’s competitors have recently introduced their own brands of cordless steam irons at a price of $28 each. CPCL’s usual pricing strategy for new products is full absorption cost plus a 100% markup. For the new iron, at a production and sales volume of 350,000 units per year, this strategy would imply a price of $31.50. CPCL’s president, Mr. T. C. Leopard, is not sure whether this pricing strategy would be appropriate for the new iron and is considering other proposals as follows:
1. Variable product cost plus a 200% markup
2. A price of $27 to undercut the competition
Mr. Leopard hired a market research firm to study the likely demand for CPCL’s cordless steam iron at the three proposed prices. The research firm conducted an extensive market test resulting in projected annual sales volumes over the next five years at these prices. These sales projections are summarized in Exhibit A1-1. The research firm, however, made it clear that there were no guarantees that the market would respond according to the projections. Mr. Leopard was not happy with the probabilities that the market research firm assigned to the various price/volume levels. He therefore used his own knowledge and past experience to assign different probabilities (see Exhibit A1-2). Mr. Leopard then called Joan Helm, the chief financial officer, to analyze the situation and recommend a five-year pricing strategy for the new cordless steam iron. As a first step, Joan assembled some relevant data which is presented in Exhibit A1-3.

REQUIRED
As Joan Helm, comply with Mr. Leopard’s request. Include in your analysis consideration of both quantitative and qualitative factors in determining a five-year pricing strategy for the new iron.

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EXHIBIT A1-1 CPCL EXHIBIT A1-2 CPCL President's Probability Data for Cordless Steam Iron Market Research Data for Cordless Steam Iron Selling Price Selling Price Volume Probability Volume Probability $24.00 $24.00 500,000 10% 500,000 400,000 20% 50 400,000 50 300,000 30 300,000 400,000 40 27.00 27.00 20 400,000 350,000 25 45 350,000 40 250,000 30 250,000 40 31.50 300,000 30 31.50 300,000 40 250,000 50 250,000 50 200,000 20 200,000 10 EXHIBIT A1-1 CPCL EXHIBIT A1-2 CPCL President's Probability Data for Cordless Steam Iron Market Research Data for Cordless Steam Iron Selling Price Selling Price Volume Probability Volume Probability $24.00 $24.00 500,000 10% 500,000 400,000 20% 50 400,000 50 300,000 30 300,000 400,000 40 27.00 27.00 20 400,000 350,000 25 45 350,000 40 250,000 30 250,000 40 31.50 300,000 30 31.50 300,000 40 250,000 50 250,000 50 200,000 20 200,000 10

Answer rating: 100% (QA)

For pricing cordless steam irons there are 2 alternatives Price at Variable cost 200 markup Total variable cost 2800000 therefore variable cost per un... View the full answer