For a single offer pricing is mostly a question of alignment. In some of the companies we work with, there is a lack of alignment on pricing goals between product, sales, marketing and finance. When one moves to portfolio management, pricing things gets more complex. Part 2 of our series focuses on setting pricing goals across the portfolio

Pricing is a critical part of business success and it cannot be left to chance. What role should the CEO play in pricing? It comes down to setting strategy, ensuring alignment, monitoring execution, and taking leadership on pricing ethics and fairness.

What should should you be doing in 2019 to build and activate pricing as a driver of business growth? A combination of new capabilities, market research and decisive action is needed. The outcome can be greatly improved performance.

Many companies struggle with pricing alignment without even being aware it is an issue. In some cases there is confusion on goals, or perhaps too many goals. In other cases the different parts of the organization are pulling in different directions. You can get insight into pricing alignment at your company by having different people take a pricing self assessment and comparing the results.

The CEO should play a leading role in pricing strategy and demand a high level of execution. Pricing is too important to leave to experts. It is one of the most powerful strategic levers a business has. What are the ten top questions a CEO can ask to help improve pricing practices at their company?