Featured Article
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…
Read MoreIn This Issue
What decisions should the pricing function be making? Where should a corporation position the pricing function? How should the pricing function be structured? We have been asking this question for past two decades but still don’t have a definitive answer nor a standard template. Why? What is so odd about pricing decisions that makes organizational design choices regarding the pricing function difficult?
Read More In “Marketing Malpractice”, Clayton Christensen noted that 90% of consumer products launched annually fail. While several factors can be attributed to the failures, the fundamental reason continues to be the inability to satisfy consumers’ needs profitably. In this article, we provide a comprehensive approach that would enable organizations to sustain profitable products and retire the unprofitable ones.
Read More
Tragedy to laughter in one word (read aloud with increasing speed): Yuck. Yuck yuck. …. Yuck yuck yuck yuck yuck yuck yuck…
Read More SaaS, DaaS, IaaS, and other “X-as-a-Service” business models are proven market disruptors in information technology industries. Executives at enterprise IT solution providers are creating, adapting, or adjusting to competitors’ XaaS business models. But successfully implementing an XaaS business model requires a new approach to both pricing and revenue capture for IT services. What is that new approach?
Read More