Purpose -The purpose of this paper is to test the relationship between organizational antecedents... more Purpose -The purpose of this paper is to test the relationship between organizational antecedents, pricing capabilities, and firm performance. Design/methodology/approach -Quantitative survey of 748 managers from mostly large companies globally. Findings -It was found that the following five key organizational resources (the 5 Cs) -center-led price management, organizational confidence, championing behaviors, organizational change capacity, and pricing capabilities -positively influence firm performance. Furthermore, it was found that center-led price management, organizational change capacity, and championing behaviors act as important antecedents to pricing capabilities and, except for the former, to organizational confidence. The authors also examine interaction and mediation effects. Originality/value -The results thus suggest that generic organizational factors -namely center-led price management -as well as highly idiosyncratic firm, specific capabilities -namely organizational confidence, championing behaviors by top management, organizational change capacity, and pricing capabilities -are key requirements to increase firm performance via pricing.
ABSTRACT This article explores the intersection of pricing strategies and pricing capabilities by... more ABSTRACT This article explores the intersection of pricing strategies and pricing capabilities by summarizing four distinct streams of research. By doing so, it provides insights into the challenges involved in implementing value-based pricing strategies as well as the generic challenges of building pricing capabilities. It also outlines the strategic importance of pricing capabilities.
We address the following paradox: most scholars consider value-based pricing as superior to cost-... more We address the following paradox: most scholars consider value-based pricing as superior to cost- and competition-based approaches in industrial markets – yet, few firms use it. Semi-structured interviews with 44 managers of small to medium size US industrial firms revealed key characteristics that are common to the firms who successfully implement value-based pricing: the ability to face deep transformational change,
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Papers by Stephan Liozu