Thinking strategically about pricing decisions
Piercy, Nigel F., Cravens, David W. and Lane, Nikala. (2010) Thinking strategically about pricing decisions. Journal of Business Strategy, Vol.31 (No.5). pp. 38-48. ISSN 0275-6668Full text not available from this repository.
Official URL: http://dx.doi.org/10.1108/02756661011076309
Purpose – Harsh economic conditions have put pricing higher on the agenda but responses to pricing challenges have frequently been tactical. The intent is to build on basic pricing principles to emphasize a strategic perspective on pricing built around opportunities to deliver superior customer value.
Design/methodology/approach – Our logic is drawn from the observation of company pricing practices and interesting moves from conventional to innovative pricing strategies.
Findings – Our observations underline the need for executives to adopt a more strategic view of price and to examine the scope for raising prices, especially in a post-recession economic scenario.
Practical implications – Our action agenda addresses: why there is an urgent need to make pricing decisions strategically, particularly as economic recovery occurs, with important insights coming from innovative pricing models designed to deliver superior customer value; the role of price in strategic positioning – key management considerations are whether price is to play an active or passive role in marketing the product or service, and whether price is high or low compared to alternatives; the challenges of raising prices in recession and recovery conditions, where analysis underlines the importance of considering product differentiation from a customer perspective and comparing this with how strongly the customer needs the product; and the need to design a value-based pricing strategy which integrates the conclusions reached about the strategic role of price.
Originality/value – Viewing pricing as a “quick fix” and the only route to maintaining sales or protecting market share underplays the strategic importance of pricing and its long-term strategic implications. We propose a management action agenda for making pricing decisions strategically.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Divisions:||Faculty of Social Sciences > Warwick Business School > Marketing & Strategic Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||Journal of Business Strategy|
|Publisher:||Emerald Group Publishing Ltd.|
|Number of Pages:||11|
|Page Range:||pp. 38-48|
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