Featured Article

PACCAR Pricing Spineometer: 2 of 5 Vertebrae

By Tim J. Smith, PhD May 16, 2025

PACCAR, a multinational truck, parts, and financing company, had a negative 2024. Examining PACCAR’s Truck, Parts, and Other business specifically, revenue fell 5% to $31 billion and earnings before interest and taxes fell 17% to $4.5 billion over the last year. (This article excludes PACCAR’s financial services business and makes no comments regarding how pricing should be managed in that line of business.) A review of PACCAR’s 28 January 2025 earnings call…

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In This Issue

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False Marketer of the Year

By James T. Berger January 3, 2017

Donald Trump, marketer of the year? Not by a long shot. For a good marketer also delivers on the brand promise. That looks unlikely—and possibly down right malignant. So instead, we have designated him “False Marketer of the Year.”

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Strategic Movements: January 2017

By Tim J. Smith, PhD January 3, 2017

“Discounting becomes a drug that is hard to get off, and creates this basis for consumer to not trust regular prices,” Uri Minkoff.

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Nicholas Woodman: Learning in Business is the Ultimate Action Sport

By Tim J. Smith, PhD December 10, 2016

I suspect Mr. Woodman believed that the GoPro could become the hot item for the holiday season. But $400 seemed a bit high for the average consumer. Why not drop it? If the price was lower, then more people may buy it, and GoPro may become a consumer product giant. Perhaps it could join the leagues of Apple, Cannon, and Sony?

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Five Pricing Best Practices for Organizations

By Kyle T. Westra December 10, 2016

Dedication to understanding its customers makes a company more knowledgeable about the competitive landscape and better equipped to anticipate changing conditions. The entire company feels less insular and more connected to its existential purpose: serving customer needs profitably.

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