قدرت قیمت گذاری یک اولویت استراتژیک برای کسب و کار
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قدرت قیمت گذاری یک اولویت استراتژیک برای کسب و کار

عنوان فارسی مقاله: به دست آوردن قدرت قیمت گذاری یک اولویت استراتژیک برای کسب و کار شماست
عنوان انگلیسی مقاله: Make pricing power a strategic priority for your business
مجله/کنفرانس: افق های تجارت - Business Horizons
رشته های تحصیلی مرتبط: مدیریت، اقتصاد
گرایش های تحصیلی مرتبط: مدیریت مالی، اقتصاد مالی، مدیریت کسب و کار، مدیریت عملکرد
کلمات کلیدی فارسی: استراتژی قیمت گذاری، قدرت قیمت گذاری، تمایز بازار، استراتژی نوآوری
کلمات کلیدی انگلیسی: Pricing strategy، Pricing power، Market differentiation، Innovation strategy
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.bushor.2018.09.006
دانشگاه: Weatherhead School of Management, Case Western Reserve University, 11119 Bellflower Road, Cleveland, OH 44106, U.S.A.
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 4/488 در سال 2018
شاخص H_index: 67 در سال 2019
شاخص SJR: 1/296 در سال 2018
شناسه ISSN: 0007-6813
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 12
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E11447
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Competition is fierce


2- Pricing power explained


3- What drives pricing power?


4- The impact of pricing power is real


5- Having pricing power is not enough


6- How does a firm operationalize pricing power?


7- What is the firm’s priority?


References

نمونه متن انگلیسی مقاله

Abstract


In the face of rising business complexity and competitive pressure, many firms succumb to price pressures and enter pricing wars. Others focus on creating, quantifying, and capturing pricing power from their market. Since 2011, with help from Warren Buffet and Jim Cramer, Wall Street financial analysts have begun paying close attention to firms with great pricing power. But what is pricing power? How do firms know whether they have it? And how does it affect profit? This research, based on a survey of 128 organizations, identifies and validates the drivers of pricing power and its impact on firm performance. In this article, I create and validate a pricing power assessment instrument that firms can use to get started. This article offers practical recommendations for go-to-market functions on how to start the pricing power discussion, how to measure it, and how to operationalize it.


Competition is fierce


Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can’t cut enough costs to save your way to prosperity. –—Howard Schultz, CEO of Starbucks (Gossage, 2011) The business world continues to experience dynamic changes. Change is everywhere. Its pace feels exponential, it has tremendously increased competitive pressures, and it has disrupted the world of pricing (see Table 1). Faced with tremendous pricing pressures, many executives have succumbed to competitive intensity by entering price wars, not fully realizing the consequences of such actions (Kramer, Jung, & Burgartz, 2016). A 2016 global pricing study reported that 82% of companies complained of pricing pressures, 49% were experiencing a price war in their industry, and only 30% managed to increase prices successfully in their market (Simon-Kucher & Partners, 2016). While most firms compete on price, others have realized that, after being faced with pricing pressure, years of flat demand, and several waves of cost optimization efforts, they must think differently. They cannot cut their way to prosperity. There is no winning in a price war. Firms have no choice but to invest massively in innovation processes to create value for their customers and markets (Hinterhuber & Liozu, 2012). Wall Street has begun to pay attention to this shift, and financial analysts have started assessing firms’ pricing power (Krishna, Feinberg, & Zhang, 2007). Success stories of pricing power masters have emerged in the financial news (e.g., Apple, Starbucks, Google, Lego, Disney, 3M, Grainger, Netflix, Johnson & Johnson, Caterpillar, Sealed Air). In March 2016, Jim Cramer (Stevenson, 2016) observed: “Sometimes, it just comes down to figuring out who has pricing power: who can raise prices and who can’t.

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