Few managers, even those specializing in marketing, think strategically aboutpricing. Consider your experiences and observations. Were the pricingdecisions you encountered made in reaction to a pricing problem, or werethey planned to exploit an opportunity? Did the company arrive at thosedecisions by analyzing only the immediate impact on profitability, or did it alsoconsider how the reactions of customers or competitors might change thepicture? Did the decisions focus purely on price, or did they involve alignmentof a marketing program to support the pricing decision? Few companiesproactively manage their business to create the conditions that foster moreprofitable pricing
