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For further information and registration, please contact Alexsandro Labbate at alabbate@
spgconsulting.com
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IN THIS ISSUE
by John E. Hogan, Ph.D., VP & Director of Research, Strategic Pricing Group
Pricing strategy has made it to the executive suite. Given the significant global challenges facing companies today, many senior executives are under considerable pricing pressure. In fact, a recent survey conducted by our friends at the McKinsey Quarterly highlighted pricing as the #1 issue facing senior executives. Given the critical nature of the problem, we're examining two issues that executives must tackle when building a sustainable pricing capability.
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HOW TO REGAIN YOUR MARKETPLACE POWER
BY INVESTING IN PRICING STRATEGY, STRUCTURE AND SYSTEMS
by Elliott Yama, Peter Walsh, & John Hogan, Strategic Pricing Group
Pricing has risen to the top of the corporate agenda. More than ever before, companies are struggling with serious issues regarding how they set and manage prices. But if designed and managed effectively, your pricing capability can be a significant driver of revenue growth and profit for years to come.
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THE QUEST FOR MARKET SHARE
WHY COMPANIES CONTINUE TO GET IT SO WRONG
by Tom Nagle & Peter Walsh, Strategic Pricing Group
For most companies, market share is a key performance measure. But in too many companies, the pursuit of market share has become an obsession and can actually hurt profitability. While there is a relationship between market share and profitability, both are the results of a sustainable competitive advantage. They are the outputs of a well run company, not the inputs.
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