An economy pricing strategy sets prices at the bare minimum to make a small profit, but the idea is to make the bare minimum as many times possible by selling as much volume of your products as possible. In this article, the author explains economy pricing strategy, its benefits for companies seeking to keep overhead and operating costs low, and factors to determine whether it is a viable business strategy for your organization.
Inflation is nothing new. We have observed inflationary tendencies in many countries, at least since the gold standard was abandoned in 1971. However, in today’s global economy, the inflation traffic light is on deep red. For pricing executives, all the warning signals should be ringing. In the current economic situation, one can make catastrophic pricing mistakes, but there are also opportunities to escape relatively unscathed if one gets it right, as the author explains.
Choosing a pricing metric is one of the most important choices in pricing model design, and the variety of pricing metrics is as vast as the different types of solutions available and how they create value. Before choosing a pricing metric, you should know the value metrics for your product or service. Approach this with an open mind, expect to find new insights, and give it the time it requires. This is not the place to rush a decision, as the author explains.
While input cost increases and volatility are challenging, they present an opportunity to improve pricing and institutionalize best practices—but margins will likely suffer if these are not executed in a strategic way, as the authors explain.
Pricing professionals have many tools in their toolboxes, but in this article, the author reminds pricers to not underestimate the power of storytelling in pricing projects. Shepherding a management decision can be difficult. Without a story that goes beyond presenting pricing analysis and clearly communicates the results of the analysis, it is nearly impossible.
Strategic partnerships go hand-in-hand with strategic pricing. As the explosion of electronic devices and demand for them continue, and as the shortage of semiconductors continues to exacerbate issues, it’s never been more apparent that all companies need to adapt by understanding their customer and building value beyond pricing. Although focused on the semiconductor industry, this article highlights post-COVID pricing challenges and potential solutions for many sectors.
Increased raw material prices, costs incurred due to the effects of the COVID-19 crisis, backlogs of price increases not delivered in 2020: as predicted, these factors are all driving up inflation rates. However, the majority of companies are unprepared for the commercial implications. This article explores how companies can manage and pass on cost increases through the development of robust price increase processes.
Whether inflation proves to be a short-term phenomenon or a prolonged reality, companies must react swiftly and wisely. Those who are not using a data-driven pricing approach risk letting this (hopefully) short-term crisis put them at a long-term strategic disadvantage. This article outlines four battle-tested inflation response strategies that deliver the rapidity and intelligence this moment calls for. Learn how to be surgical when increasing prices while incentivizing the right behavior from sales reps.
Pricing of standard chemicals is complex. Differences in supplier prices are larger than the laws of supply and demand would account for, and volatility is higher for a variety of reasons. By understanding and mastering this complexity, chemical companies can improve margins by up to 3 percentage points, as the authors explain.
Many consumer-packaged-goods companies are stymied because they do not know how (or think it will be too hard) to make the leap toward much greater transparency on the true impact of promotions. The reality is that getting quick results is feasible. CPG companies are learning that the insights derived from advanced analytics capabilities enhance promotion performance—and the bottom line, as the authors explain.