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My mission is to lead a new conversation about pricing – one that focuses on strategy, not numbers. I comment regularly on topics that have dominated the business media headlines over the last few years and have ignited debates among executives and managers around the world.
A pricing strategy encompasses a business leader’s conscious decisions on how to shape their market by determining the amount of money available, how that money flows, and to whom. These decisions don’t always receive the attention they deserve.
Rising prices affect not only the purchasing power of consumers and businesses, but also the course of societal trends and the outcomes of elections. The responses of businesses and governments often neglect the underlying causes and the consequences.
What is a fair price? Business will struggle to set “fair” prices as long as there is no clear answer to that question. I define a fair price as one that shares value equally across buyers and equitably between buyer and sellers.
The phrase has become synonymous with “surge pricing” and chaotic price fluctuations. That distorted view obscures the underlying power of dynamic pricing to increase access for consumers, regulate demand, and improve customer experience … if it’s done right.
Few innovations have created more buzz or achieved faster adoption. The ability of generative artificial intelligence (GenAI) to lower costs, improve efficiency, and inspire ideas can give business greater degrees of freedom to craft their pricing strategy and set prices.
The conditions seem ripe for “green” to go mainstream. The timing and intensity will depend on lowering the costs to consumers and on assessing the cost of carbon. Sustainability may be the most important pricing challenge of the coming decades.
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