Changes of Strategic Pricing Policy of Logistics Service Providers in Financial Macroeconomic Instability

This paper aims to examine the influence of macroeconomic instability on the microeconomic environment, especially on financial strategy after the application of strategic pricing policy by providers of logistics services and make recommendations for providers who use pricing as a marketing tool. Special attention is paid to enhancing their competitive position in times of economic crisis. The research is based on an analysis of the situation during the 2008–2009 economic crisis. It is hypothesized that the number of providers who applied a strategic pricing policy after its culmination in 2010 was higher than in 2008 (shortly before the onset of the crisis). The conclusions derived are then transferred to the period of the 2020 coronavirus economic recession under the assumption of the same analogical characteristics of both periods. The paper does not speculate – its purpose is to present a thorough and complex analysis of the situation by employing a wide range of statistical instruments, thereby attaining results of a very high level of statistical reliability. The study has the potential to be a valuable contribution to the literature in its respective field, especially during global anti-Covid measures, which makes the theme of strengthening competitive positions of logistics service providers very topical.

Pricing and CEOs: why top executives need to get involved

Purpose Despite its increased adoption by small, medium and large firms, pricing continues to be ignored in the C-suite. C-suite executives have minimal understanding of what pricing can do and how it impacts a firm’s performance. After two years in the COVID-19 pandemic and the resulting economic crisis, consultants agree that the next wave of strategies and business models will require the development of strategic pricing capabilities, including analytics and software. Design/methodology/approach The authors conducted 49 interviews with CXOs, VPs of pricing and CEOs of pricing software vendors to understand how the best-performing companies use pricing to drive profits and select pricing technologies. Then, supported by the Professional Pricing Society, the world’s largest organization dedicated to pricing, the authors conducted a 2020 survey of 540 pricing professionals to understand the perceptions of pricing in the C-suite and how top executives prioritize pricing investments. The authors complemented their own research with analysis of publicly available data, analyst presentations and public comments by CEOs on pricing. Findings The authors propose a portfolio of 15 activities to include in the CEO’s strategic agenda and 10 actions to get started with in the short term. The next normal will not be based on business-as-usual. For the next three to five years, developing strategic pricing capabilities will give firms a competitive advantage over those who continue to neglect this hidden gem. Originality/value In the context of the accelerating economic recovery, the authors address one of the most pressing priority for the C-suite. The authors focus on a series of actions and activities that the C-suite can take to accelerate recovery and focus on profitable growth.

Strategic Pricing of Bee Products from the Ruse Region

The study reveals that in the context of global competition in supply, limited demand, and product parity in the B2B and B2C markets for bee products, there are significant limitations on the applicability of cost pricing methods (cost and desired profit) and partly of demand-based methods. In addition, the study shows that the most applicable pricing methods are the ones based on competition. Regional honey, the main product of beekeeping in the Ruse region, has a negligible differentiated value (monetary and psychological) in the B2B and B2C markets compared to its competing counterparts, due to which its price fluctuates around its market price. The lack of product differentiation, as well as established regional image and brand nowadays, do not allow producers to achieve prices higher than the market ones. Beekeeping farms in the Ruse region should build horizontal and vertical strategic relationships to gain price leadership through low costs and high quality. Value communication is necessary to protect the value and importance of regional bee products from competitors. This should be done by increasing the willingness of customers to pay a higher price for them. The pricing policy of beekeeping farms defines the general price behaviour based on the achieved differentiated value of the regional bee products and its continuous increase. The formation of regional bee products with high added value has a decisive role in the positive perception of the price by the different segments, due to which they reach higher price levels.

Research on the Awareness and Application of Strategic Management Accounting Instruments in Lithuanian Companies

In recent decades, as the newly created internal and external environment conditions have radically changed the environment of business, the process of creating and implementing business strategy became more relevant. The data, generated by strategic management accounting, makes this process more efficient. The article examines the concept of the strategic management, its importance and related instruments. The article provides results of the research carried out to determine the level of awareness and application of strategic management accounting instruments in Lithuanian companies. Empirical research has shown that the level of awareness and application of the strategic management accounting instruments in Lithuanian companies is minor. The most common strategic management accounting instruments are as follows: customer profitability analysis, benchmarking, competitive position monitoring, strategic pricing, and strategic costing. The least known and, according to the research, the least applicable strategic management accounting instruments are: attribute costing, product life cycle accounting and brand value budgeting. According to the study, the most significant reason for the difficulties in implementing strategic management accounting instruments is the lack of time required to implement the instruments.

STRATEGIC PRICING PRACTICES AND MARKETING PERFORMANCE OF BREWERIES IN SOUTH-SOUTH NIGERIA

The purpose of this study was to examine the effect of strategic pricing/pricing strategies on the marketing financial performance of Beverage firms in South-southern Nigeria. The area of study is Rivers state, while five firms were selected based on convenience. A sample size of 201 respondents was employed. The study employed dimensions of pricing strategy such as; Price skimming, Penetration pricing and Price discrimination and measures such as customer satisfaction. The correlational analysis was employed and indicated that there was a statistically significant and positive relationship between pricing strategies and marketing performance. These results implied that economy pricing has a positive effect on the marketing performance of beverage companies. The study recommends that; Beverage firms should put in place measures to reduce product costs and thus increase marketing performance whenever such a strategy is used. Also, these firms should also adopt ways to implement their pricing strategies better compared to competitor firms. They should undertake market survey when formulating prices for their services. They should identify the prices charged by their competitors in order to come up with prices which are nether too low or very high.