"Most companies still make pricing decisions in reaction to change rather than in anticipation of it.
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So how do marketing and financial managers at exceptional companies achieve sustainable exceptional profitability? It is not the result of slashing overhead more ruthlessly than their competitors. In fact, Deloitte's data indicates that exceptional performers tend to spend a bit more than competitors (as a percent of sales) on R&D and SG&A. Their exceptional profitability and, eventually, exceptional stock valuations are built on higher margins per sale that fund initiatives to grow future revenues.
Unfortunately, many companies fail to understand that making sales profitably should be the first priority, not an afterthought, to a growth strategy.
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The difference between successful and unsuccessful pricers lies in how they approach the process. To achieve superior, sustainable profitability, pricing must become an integral part of strategy. Strategic pricers do not ask, "What price is needed to cover our costs and earn a profit?" Rather, they ask, "What costs can we afford to incur, given the prices achievable in the market, and still earn a profit?" Strategic pricers do not ask, "What price is this customer willing to pay?" but "What is our product worth to this customer and how can we better communicate that value, thus justifying the price?" When value doesn't justify price to some customers, strategic pricers do not surreptitiously discount. Instead, they consider how they can segment the market with different products or distribution channels to serve the more price-sensitive customers without undermining the perceived value to other customers. And strategic pricers never ask, "What prices do we need to meet our sales or market share objectives?" Instead, they ask,
"What level of sales or market share can we most profitably achieve?""
Trechos retirados de "The Strategy and Tactics of Pricing" de Thomas T. Nagle, Georg Müller and Evert Gruyaert"
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