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As cold as ice


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Maybe it's based on how much ice each customer melts?

It's clear from this place that farangs can produce a lot of hot air.

SoiBiker I am afraid you cannot do your usually stunt and shy away from figures and facts, your mid-range view and direction may fool some but not all.

Odd post.

What am I shying away from? Who am I trying to fool?

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What do you mean? The figures are right there. Nobody is denying them.

^^

This kind of middle man attitude that it’s not your opinion but everyone’s.

Also your previous post -

"Looks fun - and the fact that it costs a few quid more for foreigners means it won't be full of whiny cheapskate expats.

Definitely worth a visit."

While in an other thread you gave out to members for not eating in cheap food courts.

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I'm not sure what your point is.

The prices are not a matter of opinion. They're stated right there in the article.

"Mai phen rai" Next...giggle.gif

It's pretty simple. The prices are a fact. People have different opinions on the motivation for setting the prices. Some people believe it is because of racism. In my opinion, they're wrong.

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Perhaps it would help to move away from the bickering and look at the actual reasons for this kind of pricing strategy, which has nothing to do with racism and everything to do with pragmatic business sense. How does a business set it's prices to maximise profit? You've probably heard the advice to "charge what the market will bear". In simplistic terms, this makes sense - to charge the maximum that your customers are prepared to pay for your product. However, in the real world things are more complicated. The market is made up of different individuals, in different financial circumstances, with therefore different abilities to pay. A one-size fits all pricing strategy will not extract the maximum profit. In an ideal world, you would charge a different price for each customer in order to extract the maximum profit - but its easy to see why this would be impractical, as you can hardly research the financial affairs of each customer who visits an attraction like this. What you can do, though, is apply a strategy of price segmentation - identifying segments of your market where it is easy and practical to do so, and charging a different price to each segment according to their ability to pay. One common example of this is student discounts. These are not applied out of benevolence towards students, but because they are an easily identified and differentiated group with broadly similar financial means. Obviously, this model does not accurately fit everyone in each segment, but it's good enough to extract more profit than a single price. In countries like Thailand, foreigners represent another such group - they're easy to identify and generally have a higher ability to pay than locals. Applying a different price point to this segment is nothing to do with racism - it's just sound business sense.

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Perhaps it would help to move away from the bickering and look at the actual reasons for this kind of pricing strategy, which has nothing to do with racism and everything to do with pragmatic business sense. How does a business set it's prices to maximise profit? You've probably heard the advice to "charge what the market will bear". In simplistic terms, this makes sense - to charge the maximum that your customers are prepared to pay for your product. However, in the real world things are more complicated. The market is made up of different individuals, in different financial circumstances, with therefore different abilities to pay. A one-size fits all pricing strategy will not extract the maximum profit. In an ideal world, you would charge a different price for each customer in order to extract the maximum profit - but its easy to see why this would be impractical, as you can hardly research the financial affairs of each customer who visits an attraction like this. What you can do, though, is apply a strategy of price segmentation - identifying segments of your market where it is easy and practical to do so, and charging a different price to each segment according to their ability to pay. One common example of this is student discounts. These are not applied out of benevolence towards students, but because they are an easily identified and differentiated group with broadly similar financial means. Obviously, this model does not accurately fit everyone in each segment, but it's good enough to extract more profit than a single price. In countries like Thailand, foreigners represent another such group - they're easy to identify and generally have a higher ability to pay than locals. Applying a different price point to this segment is nothing to do with racism - it's just sound business sense.

Two-tier pricing is common in many places, east or west, but is usually presented as a discount to locals not as a different price. If they would simply say "resident discount" that would ease some sensitivities.

You could just as well turn the argument the other way and wonder why the locals should pay more because tourists can afford it.

The locals' price is still a day's wages for most of them, but only an hour or two to most tourists.

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Perhaps it would help to move away from the bickering and look at the actual reasons for this kind of pricing strategy, which has nothing to do with racism and everything to do with pragmatic business sense. How does a business set it's prices to maximise profit? You've probably heard the advice to "charge what the market will bear". In simplistic terms, this makes sense - to charge the maximum that your customers are prepared to pay for your product. However, in the real world things are more complicated. The market is made up of different individuals, in different financial circumstances, with therefore different abilities to pay. A one-size fits all pricing strategy will not extract the maximum profit. In an ideal world, you would charge a different price for each customer in order to extract the maximum profit - but its easy to see why this would be impractical, as you can hardly research the financial affairs of each customer who visits an attraction like this. What you can do, though, is apply a strategy of price segmentation - identifying segments of your market where it is easy and practical to do so, and charging a different price to each segment according to their ability to pay. One common example of this is student discounts. These are not applied out of benevolence towards students, but because they are an easily identified and differentiated group with broadly similar financial means. Obviously, this model does not accurately fit everyone in each segment, but it's good enough to extract more profit than a single price. In countries like Thailand, foreigners represent another such group - they're easy to identify and generally have a higher ability to pay than locals. Applying a different price point to this segment is nothing to do with racism - it's just sound business sense.

No it's discrimination based on nationality.

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So, for the price of a couple of beers you are going to deny your children experiencing cold weather.

And you lot go on and on about teaching your children about your home countries and what life is like there.

Go on, pay the price and see their wee faces light up.

Why don't you drink less beer and use that money to travel to cooler countries!

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