Key Takeaways: • If you fail to bring centralization to your operations, you are going to find yourself facing major disconnect across the various territories you serve, the multifarious ERP systems you depend on, and your SKUs. • This tendency to let regions handle their ways of pricing and selling means instead of pricing being a driver of profits, it is so inconsistent that those international teams fail to grasp the impact on your organization that their uninformed pricing variations cause. It is true to state that companies with any kind of retailing either have or crave a pricing strategy....

Key Takeaways: • Setting prices and pressing the big green sell button is not enough, speed of reaction and awareness of the pocket-price waterfall means relying on a heck of a lot of data spread across many parts of your pricing infrastructure, whose quality you need to verify and whose logical flow you need to ensure through all your systems. • Taking a more data and process-centric approach to deals and offers is one of the key levers that helps companies be successful. “Crunch that data, grow globally and sell more with greater margins!” Sound like something currently achievable or...

Key Takeaways: • Some pricing factors can be foreseen. Having a good grip of historical data can unveil cyclical factors that can often form a predictable path. But what can you do when you have one of those phenomena that even leaves the experts baffled? • Dynamic pricing was the answer to put to an end to the one-size-fits-all approach where companiesthey lose money here and there, and let customers slip through their fingers. Some pricing factors can be foreseen. Having a good grip of historical data can unveil cyclical factors that can often form a predictable path. But what...