O preço não devia ser um dado

"Perspective defines what you see and what you don’t see. People observe things as they appear to them in their day-to-day lives. For example, media convey those events they consider the most important and thereby shape the perspective of the audience. Their readers and viewers process news items as they are served up to them.
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In a similar way, items on the agenda of a company’s board shape the perspective of middle managers and employees. Price is rarely an item on that agenda, which is down to the fact that no one on the board has direct and undivided responsibility for pricing.
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Broken up into several pieces, the pricing policy comes under the competency of the commercial, managing, financial, and operational directors. Each director only sees a piece of the pricing puzzle, and the consequences of suboptimal prices often go unnoticed. Pricing is considered a given, and not a critical decision; the price is exogenous instead of endogenous.
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The result is an underdeveloped perspective on pricing. Scant heed paid to pricing matters at board level leads to pricing decisions being sometimes made almost casually, with the decision-making process largely hidden from view, and only the end product, i.e., prices, reaching the desks of managers and employees.
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Organization of the pricing function is barely explicit and almost always suboptimal."

Trechos retirados de "Pricing: The Third Business Skill" de Ernst-Jan Bouter.