b. current ratio.
c. turnover ratio.
d. total asset turnover.
You Make the CallSituation 3
Paul Bowlin owns and operates a tree removal, pruning, and spraying business in a
large metropolitan area with a population of approximately 200,000. The business
started in 1975 and has grown to the point where Bowlin uses one and sometimes two
crews, with four or five employees on each crew. Pricing has always been an important
tool in gaining business, but Bowlin realizes that there are ways to entice customers
other than quoting the lowest price. For example, he provides careful cleanup of
branches and leaves, takes out stumps below ground level, and waits until a customer is
completely satisfied before taking payment. At the same time, he realizes his bids for
tree removal jobs must cover his costs. In this industry, Bowlin faces intense price
competition from operators with more sophisticated wood-processing equipment, such
as chip grinders. Therefore, he is always open to suggestions about pricing strategy.
Question 1 What would the nature of this industry suggest about the elasticity of
demand affecting Bowlin’s pricing?
Question 2 What types of costs should Bowlin evaluate when he is determining his
break-even point?
Question 3 What pricing strategies could Bowlin adopt to further his long-term success
in this market?
Question 4 How can the high quality of Bowlin’s work be used to justify somewhat
higher price quotes?