September was an important month with the success of Pricing Done Right: The Pricing Framework Proven Successful by the World’s Most Profitable Companies. Check out some of the celebration and press below, and don’t forget to pick up your own copy!
Book Signing Celebration
On Thursday, September 1st, 2016, Wiglaf Pricing celebrated the success of Founder and CEO Tim J. Smith‘s new book, Pricing Done Right, with a book signing party at the Willis Tower Metropolitan Club in Chicago, IL.
Attendees included a wide range of business executives, pricing professionals, and other friends of Wiglaf Pricing. Check out the event photos!
Bloomberg Taking Stock: Tim Smith on the Pitfalls of Pricing
September 12, 2016. Running time 06:20.
Tim Smith, founder and CEO of Wiglaf Pricing, and an adjunct professor of marketing and at DePaul University, on his new book, “Pricing Done Right: The Pricing Framework Proven Successful by the World’s Most Profitable Companies.”
Professional Pricing Society: Pricing Done Right – A Talk With Dr. Tim Smith, CPP
Pricing is so much more than putting numbers on quotes, or associating them with products. Pricing includes aligning one’s pricing strategy their business strategy, defining a competitive price reaction plan, setting target prices, managing price perceptions, managing price discounts, and executing all of this with accuracy and speed. How do leading organization get all this right?
Financial Review by Sinclair Noe: Author Interview with Tim Smith
September 9, 2016. Listen here. Segment begins at 21:25.
Sinclair Noe interviews Tim Smith, author of Pricing Done Right: The Pricing Framework Proven Successful by the World’s Most Profitable Companies.
Sciative Solutions: Pricing Done Right, or At Least Not Wrong
September 5, 2016. Listen here.
While some companies perform well in pricing, others make headlines for their errors that cause profits to turn to losses, jobs to turn into redundancies, and firms to visit bankruptcy court. What separates those that get pricing right from those that get it wrong? How can CEOs stop tripping up on pricing decisions despite all the attention and effort given to pricing?