如何治疗定价短视

• 作 者: Philippe More George Stalk Jr Peter Stanger Peter Wetenhall
• 机 构: 波士顿咨询公司巴黎办公室,波士顿咨询公司多伦多办公室,波士顿咨询公司多伦多办公室,波士顿咨询公司墨尔本办公室 副总裁兼董事以及公司欧洲定价策略专项的领导人,高级副总裁兼董事,副总裁兼董事以及公司美洲定
• 出 处: 21世纪商业评论
• 发表日期: 2004年期
• 关键词: 定价 定价方案 生产率 企业经理 经济挑战 定价方式 动态定价 竟争优势 成本加成定价法 折扣

企业经理们经常受到定价短视之害。他们没有看见利用定价来提高经营业绩、甚至创造竞争优势的机会。局限于曲解的或者是短期的愿景,他们往往低估了自己驾驭价格的能力,错误地相信客户会接受定价方案中规定的价格;他们被动地接受行业内流行的定价方法,或者是根本不考虑如何来使用定价去改变竞争态势。定价短视的结果之一就是经理们总是通过缩减成本、提高生产率和追求增长来应对所面临的经济挑战。但他们往往忽

Corporate managers are often victimized by pricing shortsights. They do not see the opportunity to use pricing to improve business performance or even create competitive advantage. Limited to misinterpretations or short-term visions, they often underestimate their ability to manipulate prices, mistakenly believe that customers will accept the prices set out in the pricing plan; they passively accept industry-prevailing pricing or do not consider how Use pricing to change the competitive landscape. One of the consequences of pricing shortsightedness is that managers are always meeting the economic challenges they face by cutting costs, increasing productivity, and pursuing growth. But they tend to suddenly