"For pricing to be “strategic” it must first be focused on achieving an objective. The problem is that many firms often have multiple and conflicting objectives. I remember one CEO standing in front of a sales force saying he wanted to grow revenue, profits, and market share. This company was in a highly-competitive mature business, and here’s the point: you can’t do all three with price alone. It was no wonder they weren’t making a profit. The first action is to make the objective reasonable, given customer and market conditions. Focus pricing on one thing, hence my mantra: “price for profits, innovate for growth.”
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The basis for pricing to be “strategic” requires a good understanding of:
- how the products and associated services differ from competitors
- what that difference is worth to customers
- how competitors are likely to react
- the products and services costs
- the ability to return profits to a company"
Trecho retirado de "The Actions for Strategic Pricing"
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