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The Problem with Pricing

Why CEOs should pay closer attention to pricing


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With so much money at stake, it’s hard to understand why so many companies neglect pricing, leave it to the sales force, or rely on lower level analysts instead of moving it onto the CEO’s agenda. If your company’s view of pricing isn’t high-level and cross-functional, we believe it’s wrong.

Our research has consistently shown that pricing has up to four times more impact on profitability than other investments. If a business aims to create more value for its shareholders and customers through smarter pricing, the CEO must lead the way.

Download the attached document to learn more.

As used in this document, “Deloitte” means Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Tax LLP, and Deloitte Financial Advisory Services. These entities are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.

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    New Pricing and Profitability Management leader Ranjit Singh gives his take on using analytics to raise an organization’s pricing IQ.

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