Impact Pricing: Your Blueprint for Driving Profits

Entrepreneur Press
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AM I PRICING RIGHT?

Every business owner is haunted by this fundamental question. Expert pricing strategist Mark Stiving draws upon more than 15 years of experience in profitable pricing and delivers a practical plan to help you confidently answer.
Price—it’s most powerful marketing tool you have— and the least understood. Zeroing in on the areas where your efforts will generate the greatest impact, Stiving breaks down critical pricing concepts and provides the blueprint to integrate proven pricing strategies into your growth plans. Be empowered to strengthen your pricing structure to withstand any conditions, dramatically elevating your company performance, position, and profits for long-term success.

Learn how to:
Set prices that drive your market position
Correctly use costs to make profitable pricing decisions

Implement value-based pricing to charge what customers are willing to pay

Use price segmentation to leverage value and capture new business

Cash-in on complementary products and product versions with portfolio pricing

Prepare for changing conditions pricing strategically now


Following in the footsteps of sited examples including Apple, BMW, McDonalds, Mercedes, and other market leaders, learn how to create a powerful price strategy that does more than cover costs.
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About the author

Mark Stiving, www.markstiving.com, is a respected price strategist with a Ph.D. in Marketing (Pricing) from U.C. Berkeley and more than 15 years of experience helping companies implement value based pricing strategies to increase profits. A speaker, coach, and consultant, Stiving has worked with esteemed companies such as Cisco, Procter and Gamble, Grimes Aerospace, Rogers Corporation, as well as many small businesses and entrepreneurial ventures. Read more from Stiving on his blog, www.PragmaticPricing.com.

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Additional Information

Publisher
Entrepreneur Press
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Published on
Sep 2, 2011
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Pages
240
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ISBN
9781613081211
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Language
English
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Genres
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Available on Android devices
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The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

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