Pricing

Pricing

Creating clear, flexible, dynamic and value-oriented pricing strategies.

Creating clear, flexible, dynamic and value-oriented pricing strategies.

Many companies still consider pricing to be a tactical lever that starts and ends with setting prices. Others get stuck when it comes to investing in the necessary skills and tools. The result? Value is left on the table and price wars can ensue – not because businesses have lost control of pricing, but because they never controlled it in the first place.

In two insightful articles, we seek to understand why pricing is so misunderstood, and discuss how your organisation can benefit from more effective pricing strategies.

Unlocking the potential of pricing

This article identifies the organisational, behavioural and psychological barriers to good pricing practice – and outlines how these can be overcome. It raises issues like accountability for pricing, where it should sit in in the organisation, and the moral and ethical challenges of dynamic pricing. Read more

Unlocking the potential of pricing: Are you thriving in the water or lost at sea?

This report looks at the critical factors that can drive better pricing. It showcases the results of a 300 executive interviews across a range of sectors including industrial markets, retail, telecommunications, consumer goods and media. The survey shows a desire to raise profitability through pricing, as well as an admission that there is room for improvement. Read more
 

Unless the context otherwise requires, throughout this website “Global Strategy Group”, “GSG”, “KPMG”, and “KPMG network” (“we”, “our”, and “us”) generally refers to the member firms of the KPMG network of independent firms affiliated with KPMG International, a Swiss entity that services as a coordinating entity for the KPMG network. KPMG International provides no client services.

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