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Union Pearson Express: A Train Wreck in Slow Motion
內容大綱
In February 2016, the president of the Union Pearson Express was being pressured to lower the fare price. The rail link between Union Station in downtown Toronto and the Toronto Pearson International Airport had only been running for eight months, but ridership was well below targets. On average, the train ran at only 10 per cent of capacity, and current revenue only covered 35 per cent of operating costs. The president and her team had set the one-way fare price at CA$27.50 to reflect the high-value positioning of the train. However, this price had received a great deal of criticism. The president had attempted to combat the criticism both in the press and with marketing actions, blaming entrenched consumer behaviours regarding travel. She also offered discounts and promotions to boost ridership, which ultimately failed. Now she had to decide whether to lower fares and how to market the Union Pearson Express.
學習目標
This case is designed for either the pricing component of a general marketing course, a dedicated pricing course, or a business economics course. It is suitable for both undergraduate and MBA audiences. After completing the case, students should be able to<br><ul><li>understand the fit between price and positioning;</li><li>develop a price to represent the value of a product or service to a customer;</li><li>use data to calculate elasticity and break-even levels, and use these analyses to inform price;</li><li>incorporate stakeholder preferences in marketing decisions; and</li><li>make pricing decisions when no option is ideal.</li></ul>