2003

• August 2003 

  Pricing new products

  Companies habitually charge less than they could for new offerings. It’s a terrible habit.

• August 2003 

  Rechanneling sales

  A decade of change has upset the industrial producers’ traditional approach to selling. The time has come for many of them to change their sales channels.

• February 2003 

  Riding out the storm

  In uncertain economic times, companies should focus on the fundamentals: pricing, marketing, and product development.

• February 2003 

  The power of pricing

  Transaction pricing is the key to surviving the current downturn—and to flourishing when conditions improve.

2002

• November 2002 

  Fighting for your price

  A new kind of professional purchaser bent on getting rock-bottom costs threatens suppliers of basic materials. But these companies can save themselves by taking up the purchasers’ weapons.

• February 2002 

  Power by the minute

  US electricity utilities risk another California-style crisis unless regulators link prices in the wholesale and retail markets.

2001

• August 2001 

  Putting a price on solutions

  Remember: the whole is worth more than the sum of its parts.

• June 2001 

  Getting prices right on the Web

  Two widely disparate approaches to pricing have dominated the sale of goods and services on the Internet.

2000

• November 2000 

  Shedding the commodity mind-set

  No product really has to be a commodity. The trick is to know what services your customers want—and to charge more.

  Includes:

• November 2000 

  The hidden value in postmerger pricing

  Postmerger pricing can contribute as much as 30 percent of the value of all synergies realized by merger deals. Why is it usually neglected?

• November 2000 

  Virtual pricing

  E-business practitioners accept discouraging assumptions about the nature of pricing on the Internet. Yet the Net could be a pricer’s paradise.

• February 2000 

  Bringing discipline to pricing

  Different local market environments create quite different opportunities for pricing. You must understand these environments to set prices optimally.

1999

• May 1999 

  The euro: How to keep your prices up and your competitors down

  The euro’s introduction is likely to accelerate the equalization of prices from one European country to another, and average price levels will fall. But if suppliers do not manage their pricing correctly, the euro’s financial implications could be disastrous for them.

1998

• August 1998 

  Why your price band is wider than it should be

  Too many ad hoc pricing decisions. Key determinants: consumption expandability and brand equity. Consider competitors and channels last.

1997

• February 1997 

  Setting value, not price

  The first task is to map benefits versus price—as the customer sees them. Bear in mind that equal value doesn’t mean equal market share. The key decision: do you stay on the line of value equivalence, or get off?

1995

• August 1995 

  Pricing commodities: What you see is not what you get

  Say goodbye to the tonnage mentality. The difference in profitability between similar orders can be 20 percent. Get the true cost of every order to both manufacturing and sales. Two case examples in steel and pulp and paper.

1993

• November 1993 

  Taking the mystery out of tomorrow’s prices

  With price forecasts, getting close is often close enough.

• August 1993 

  Price wars

  No-nonsense advice on how to avoid the death spiral of permanently lost profit, declining value, and heightened price sensitivity.