Most CEOs take a narrow, tactical view of pricing and delegate pricing to lower levels of the organization. This myopic approach is costly, as it prevents companies from realizing their potential. In the hands of the best-run companies, pricing is not a battlefield tactic to win a particular competitive skirmish but a transformative long-term strategy for sustained competitive advantage. We present an agenda of six specific action items that defines how to unlock the power of pricing. CEOs and senior executives, our research suggests, should not set prices, but instead, they should create the context, the capabilities, the behaviors, the infrastructure, and the aspirations that enable their organization to excel in pricing.

大多数 CEO 对定价采取狭隘的战术观点，并将定价委托给组织的较低层级。这种短视的方法代价高昂，因为它阻止了公司实现其潜力。在经营最好的公司手中，定价不是赢得特定竞争小冲突的战场策略，而是持续竞争优势的变革性长期战略。我们提出了六个具体行动项目的议程，这些项目定义了如何释放定价的力量。我们的研究表明，CEO 和高级管理人员不应该设定价格，而是应该创造环境、能力、行为、基础设施和愿望，使他们的组织能够在定价方面表现出色。