تاثیرات داخل سازمانی بر استراتژی های قیمت گذاری کسب و کار شرکت با شرکت : دیدگاه اقتصاد سیاسی

Historically, researchers have addressed pricing issues from many different perspectives, including the firm's business model (cost structure, experience curve), stakeholders (customers and channel partners), competition (market structure and intensity), and macroeconomic issues (interest rates, economic growth). An important dimension of organizational price setting that has been neglected is the impact that the firm's internal political system, reflected in interdepartmental coordination and rivalry, has upon price setting. A study of managers who are influential in shaping the firm's pricing strategy was conducted to identify intraorganizational issues and their relative impact on the firm's pricing strategy. The results of the study provide important implications for the development and execution of a firm's pricing strategy.

How a firm assigns value to its “output” through its pricing strategy has implications for stakeholders both within and outside of the firm, such as employees, competitors, suppliers, customers, government, and third party service providers like transportation contractors. From a demand side perspective, a firm's pricing strategy is essentially a quantification of the perceived value that the firm creates for its customers. From a supply side perspective, pricing is a strategic and tactical expression of how the firm wishes to compete to generate revenues and, in light of its business model, realizes a profit. Several seminal review articles (Monroe & Della Bitta, 1978, Rao, 1984 and Gijsbrechts, 1993) on pricing have recognized the importance of understanding the dynamics of developing a pricing strategy, as well as the complexity inherent in such a task. A firm's pricing strategy may have a substantial economic impact on the firm in contrast to other financial management options. For instance, Hinterhuber (2004) documents that “…a 5% increase in average selling price increases earnings before interest and taxes (EBIT) by 22% on average, compared with the increase of 12% and 10% for a corresponding increase in turnover and reduction in costs of goods sold, respectively.” A systematic approach to price setting is important if the firm is to realize its financial objectives; however, Shipley and Jobber (2001) note that price setting “…is a much-neglected and ineptly administered marketing responsibility, and numerous errors are made [p. 313].”

This research has shown the difficulties firms face from their own internal departments in the development of effective pricing strategies. It is hard to understand why there are so many organizational roadblocks to the price-setting process. It may due to internal company politics, a lack of understanding of the importance of a planned price setting, or management cultures that do not place a high priority on pricing and regard the price setting as a “seat of the pants” quick response decision. Certainly, as the research has shown, resistance to progressive pricing strategies emanates from many groups in a company with each having its own parochial interests and agendas. This departmental self-serving behavior towards pricing is not beneficial to a company's long-term profitability and market share. Managers should begin to examine how pricing is done in their companies and eliminate the “stove-pipe” thinking that may exist, while at the same time begin to develop an overall pricing plan that has “buy in” and is supported by all of departments.