The Problem

Many companies don’t have a pricing organization. Some don’t need one. But often, those who do need a robust pricing organization arbitrarily assign pricing control to product, marketing, strategy, finance or sales. Or they split pricing control across several functions. Where pricing is placed and the resources it has will significantly impact its focus and activities. To build and execute upon pricing strategies effectively, you need to carefully consider where pricing naturally fits into the organization, what it should do, how it should operate, and what skills, capabilities and processes it needs to be successful.

 

The Solution

  • Pricing org, design assessment
  • Optimal structure design and org chart
  • Roles and responsibilities
  • Skills