The High Cost of Cheap Prices

By Tom Reilly, author of Value-Added Selling (McGraw-Hill)

Cheap prices seduce and delude. They scream as Sirens to price-sensitive shoppers and delude them into believing they are getting great deals because of the cheap prices. Cheap prices do not equate to great deals. Consider this:

The flying public craved cheap air fares and got them, along with fewer flights, overbookings, cramped planes, diminished service levels, hub systems, and airport congestion. The overcrowding and heightened stress levels gave rise to a new phenomenon, air rage among travelers. Consumers are now suffering the high cost of low prices.

The U.S. consumer appetite for cheap goods contributed to a $531 billion trade deficit in 2015. The trade deficit with China alone was $367 billion (69%) of our total imported goods. American consumers are not buying Chinese goods for their quality. They are buying Chinese goods from discount stores because of their cheap prices. Exporting domestic manufacturing jobs is a high cost to pay for cheap prices.

Cheap gas prices should appeal to everyone. When consumers spend less for gas, they theoretically have more money for other things, but that expectation has not materialized. JPMorgan Chase studied credit card spending and found that people spent their windfall savings on more gas. It is counter-intuitive to think that cheap energy is a bad thing. Economists predicted the upside of cheap oil, but the president of the San Francisco Federal Reserve Bank said, “We got this wrong.” Why?  The losses from lower prices caused energy companies halt investments and lay off workers. Cheap energy is an indicator of slower economic activity. One man’s pain is another man’s pleasure.

The real price of everything, what everything really costs to the man who wants to acquire it, is the toil and trouble of acquiring it. Adam Smith, Wealth of Nations

The exchange of one commodity (money) for another (goods and services) demands equity to be considered value. What buyers sacrifice is the “toil and trouble of acquiring” plus the cost of utility. The price of something says nothing about the cost to own, use, service, store, maintain or dispose of it. That is utility cost.

Buyers sacrifice to acquire. They pay a price and suffer costs. When the return on these two investments is equal to or greater than the sacrifice, they get a great deal. Cheap prices coupled with high costs result in lousy value if the return is less than the investment. Before buyers accept a cheap price as a good deal, they must ask themselves this question, “Is this cheap price too high a cost to pay?”

Next Value-Added Selling public seminar is September 27-28, 2016. It is presented by Paul Reilly. Call to reserve your seat. 636-537-3360 or visit


Brand Preference and Customer Loyalty

The brand of computer I prefer to use comes from Austin, Texas. The brand of motorcycle I prefer to ride comes from Milwaukee, Wisconsin. The brand of beer I prefer to drink comes from St. Louis, Missouri. Okay, with beer, if someone else is buying, I’ll drink their label.

Our research shows that customers have brand preferences for everything from shoes to underwear to automobiles. Companies rely on those preferences for repeat business. Though some brands evoke strong passions among customers—Apple and Harley-Davidson—most brands enjoy preference, not passion. Brands are about things. Loyalty is about people.

Loyalty is rooted in emotion. I prefer a brand of motorcycle, and that significantly influences my buying decision for what I want to buy. Where to buy what I want to buy is another story. I like to buy from places that provide a great customer experience. That customer experience is influenced by two things: company policy and people.

Company policies are practices and procedures that make it easy or difficult to do business with them. I like to buy from places that make it easy for me, the customer, to purchase something. Company policies are designed and implemented by people. This is where loyalty comes into play.

I may prefer a brand, but I reserve loyalty for people.

It is delusional for companies to believe that customers feel loyalty to warehouses full of inventory. Customer loyalty is the emotion buyers feel toward the people with whom they do business. Retention is the behavior of repeat business. When companies lose good people, customer retention is at risk. When companies change policies and procedures that make it difficult to buy, customer retention is at risk. Policies and procedures are not gospel; they are guidelines created by human beings, and human beings sometimes make mistakes. When companies lose good employees over policies and procedures, they will lose customers for the same reason.

Tom Reilly is literally the guy who wrote the book on Value-Added Selling (McGraw-Hill).