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…

Read More

In This Issue

unsplash default post photo-350px

“Smart Homes” – An Analysis of Emerging Business Models and Pricing Strategies

By Kamesh Chelluri August 2, 2013

Over the last few years, communication service providers as well as cable operators have been pioneering the concept of a “smart home” as a one-stop solution that satisfies their customers’ needs for safety, security, convenience, et cetera. Does this offering have a market?

Read More
unsplash default post photo-350px

Channel Sales Growth Wisdom From the American Library Association’s 2013 Conference

By David Dalka August 2, 2013

How do publishers successfully market to librarians? David Dalka explores this issue from direct research and interactions at the 2013 American Library Association Conference.

Read More
unsplash default post photo-350px

Business Markets, Response Modes, and Price Performance

By Tim J. Smith, PhD July 9, 2013

Having a long list of prospective buyers may be comforting for a salesperson, but a highly applied sales methodology for business markets suggests salespeople should only pursue prospects that fall within two out of four response modes. What are these response modes? How do they affect price performance? And why should salespeople only pursue two of them?

Read More
unsplash default post photo-350px

The Challenge of Developing Accurate Sales Forecasts

By James T. Berger July 9, 2013

Probably the most important task of a sales manager is the development of meaningful and accurate sales forecasts. Amazingly, many sales managers simply look at historical numbers and don’t even bother to try to predict the future. Why and how should they?

Read More

WIGLAF, STRAIGHT
TO YOUR INBOX