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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 a recent study by Robert Half Finance & Accounting, only 26 percent of CFOs polled said their companies allow all employees to fulfill CPE requirements during business hours. Another 24 percent say it depends on the employee, and half said they rarely or never let any staff take classes while on the clock.
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Wendy’s achieved another quarter of same store sales growth. Was it their sassy social media campaign that reminds detractors of the existence of refrigerators? Was it their new menu items? Or was it the fast food chain’s competitive pricing? Of the three, I think it was their social media campaign that propelled otherwise strong product and pricing strategy to outperform.
Read More Growth strategy plan is the key to success. Constant development in the market can make promotional efforts difficult for marketers tasked with finding methods adapted to those rapid changes. Staying on the course involves constantly following current trends and tendencies, which are not always obvious.
Read More I have seen three or four multinationals, and four to six local suppliers sell the same core product in the same country, at roughly the same price. Because there is so much competition in these markets, customers ask for discounts and drive suppliers to bid against each other to win their business. It is hard to make a stable supplier business in these situations. How can one win? And, what does value-based pricing have to contribute to these markets?
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