Marketers’ race for data is leading to buy-one-get-one deals that make customers work a little bit harder
By Katie Deighton of The WSJ. Excerpts:
"Buy-one,
get-one-free offers are evolving from one of marketers’ simplest and
most alluring tools to…something more complicated.
BOGOs,
as they are called in the industry, once mostly existed to help
companies clear out excess inventory, hit sales targets or go
head-to-head with competitors at key moments. But marketers’ increasing
obsession with data means many of their offers now come with red tape
that is designed to either help collect information about their
consumers or capitalize on a data-driven insight."
"Customers
who order a Domino’s pizza online under the chain’s current “Emergency
Pizza” promotion, for example, can’t get their promised free second pie
at the same time. They have to collect that freebie in a subsequent
online order. And they have to belong to the company’s loyalty program
to participate at all.
The Emergency Pizza campaign has a goal beyond just moving pizzas, said Kate Trumbull,
chief brand officer at Domino’s. It is also designed to drive
memberships in Domino’s Rewards, Trumbull said. Such programs let
businesses collect data on customer spending habits to better tailor
their marketing and wider business strategies."
"At the
heart of a complex BOGO deal is the economic principle of price
discrimination, in which sellers try to keep deals and discounts away
from “price insensitive” shoppers who would likely pay full price in any
instance, said Scott Neslin, a marketing professor at Dartmouth College’s Tuck School of Business.
Making
customers work a little harder for deals increases the chances that
only price-sensitive consumers collect, thereby helping to protect a
company’s margins, Neslin said.
“The complexity throws up a barrier that only the price sensitives are willing to transcend,” he said.
California Pizza Kitchen last month offered a BOGO with a similar twist
to Domino’s, but tweaked the reward: Customers who ordered a cooked
pizza at a restaurant were offered a free “Take and Bake” pizza to cook
at home. The free, uncooked pie was only handed out when they returned
to the restaurant."
Businesses can make more money if they charge different prices to different buyers instead of just one price to everyone.
Charging different prices to different groups of customers based on their ability and willingness to pay (a
discount) is price discrimination. Buyers with a lower price elasticity of demand will be charged a higher price.
If the firm were to charge the same price to each group, they would
actually make less profit since they would end up violating the rule
which says "choose Q so that marginal revenue (MR) = marginal cost
(MC)."
Suppose a firm has two groups of customers, A and B, shown below. Group
A's demand is generally less elastic. The blue line is demand. Green is
MR. The flat line is both MC and ATC (average total cost). Having ATC =
MC is not realistic but it simplifies the explanation.
The darker red lines just show us how to find P and Q for each group. Profit is Q*(P - ATC).

Now group B
Group A profit) 8*(24 - 8) =128
Group B profit) 12*(20 - 8) = 144
Total profit = 128 + 144 = 272
What if they charge both groups 22?
Group A profit) 9*(22 - 8) =126 (at Q = 9, MR does not equal MC)
Group B profit) 10*(22 - 8) = 140 (at Q = 10, MR does not equal MC)
Total profit = 126 + 140 = 266
So there is less profit (266) if they charge the same price to each group than if the price discriminate (272).
Economist Robert P. Murphy gives an example of how there is nothing wrong with price discrimination:
"the granting of special pricing for certain groups need not harm the groups paying full freight.
For
example, if a movie theater in a small town were barred from giving
child, student, and senior discounts — and instead had to charge one
ticket price for all customers — it might not be able to stay in
business. It would hardly help the middle-aged adults to have a "fair"
pricing policy with no theater in town. This example shows the pitfalls
in thinking about "the cost" of providing a seat in a movie theater and
deriving the "fair" price that a theater ought to charge all customers."
See
The Economics of Coupons and Other Price Cuts
Also see
Price Discrimination by Tejvan Pettinger. A key passage is:
"Price discrimination will enable some firms to stay in business who
otherwise would have made a loss. For example price discrimination is
important for train companies who offer different prices for peak and
off-peak. Without price discrimination, they may go out of business or
be unable to provide off-peak services."