1. Do you believe Evo’s pricing strategy for evogear.com meets the five pricing objectives outlined in the text? Provide examples for each objective.

In a recent year, Evo, the Seattle-based snow and water sports equipment e-tailer, made Inc. magazine’s list of the 500 fastest-growing private companies. Founder Bryce Phillips started the company in 2001 out of his garage as a way to support his expensive ski habit. He rounded up and sold closeout and used skis in hopes that other enthusiasts would be looking for a good deal on good stuff. Four years later, Phillips had added snowboards, skateboards, wakeboards, and all the apparel and accessories one could need. He amped up the Web site and opened an 8,000-square-foot retail store in the funky Freemont neighborhood for those who want to try before they buy. The Seattle store also offered all the fashions you would need to look awesome in the lodge or bar after a long day on the slopes. His original three employees now numbered around 40 and, in addition to the bargains, he added top-of-the-line new stuff, too. The success of Evo and Evogear.com has been incredible, but Phillips isn’t going back on what got him there in the first place:
good stuff at a great price, hassle-free.
The online shopper is a different kind of shopper, and the online retailer is different as well. The low overhead enjoyed by online retailers allows them to stock more inventory in a lower-rent warehouse. Larger orders translate into better discounts from the manufacturer or wholesaler. Evo is able to pass these savings on to the consumer.