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Price is undoubtedly the strongest management lever available to today's top managers. For increasing operating profit, it beats reductions in variable or fixed costs and improvements in sales volume. Looking at the average economics of the Global 1200, a 1 percent improvement in price will lift operating profit by 11 percent. But the pricing lever is a double-edged sword. A 1 percent reduction in average price brings operating profit down by just as much. Unfortunately, companies around the world undermanage pricing, underinvest in building superior pricing capabilities, and in the process allow percentage points of price to slip through their hands. In The Price Advantage, authors Michael V. Marn, Eric V. Roegner, and Craig C. Zawada explain how companies can turn pricing excellence into a sustainable advantage that allows business to outperform its peers and deliver superior returns to its shareholders. Backed by years of experience and research, the authors use practical examples and detailed analysis to show how companies can achieve pricing excellence in any economic environment. They argue that despite its overwhelming potential, pricing has remained the most misunderstood and underused weapon in the corporate arsenal. The book, released in February by John Wiley & Sons, begins with an overview of pricing fundamentals, demonstrating the power that pricing excellence holds and laying out a three-tier framework that makes the subject easier to address by decision makers. These three levels of pricing – – transaction, product/market strategy and industry strategy – – also show how pervasive and multifaceted pricing opportunities are. Part Two of the book delves into the details of each of these levels, highlighting where companies will likely find areas for true price improvement. Following the exposition of the three levels, The Price Advantage addresses a set of specific questions and challenges that arise when pursuing pricing superiority. Parts Three and Four look at special topics and unique circumstances, such as pricing a new product and handling price wars, and offer guidance for companies facing these events. Part Five continues with a close look at technological and legal considerations, two areas where misperceptions have limited the flexibility top executives felt was available for pricing strategy. Part Six brings the discussion to a close by looking at how companies can implement a pricing excellence program, presenting a detailed case study, and offering a call-to-arms for top managers willing to strive for pricing excellence. Businesses that develop this advantage, the price advantage, will position themselves to navigate profitably through the economic and competitive environment now – – and well into the future. Contents: |
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