Pricing problems: Short-term gains, long-term losses
A new study from the Wharton School finds that managers are often shortsighted when making pricing decisions, sacrificing long-term profits by as much as 20% as a result. The study found marketing specialists to be overly fearful of setting a price for which they were uncertain about demand.
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| Veröffentlicht in: | Harvard business review 1994-03, Vol.72 (2), p.11 |
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| Format: | Magazinearticle |
| Sprache: | eng |
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| description | A new study from the Wharton School finds that managers are often shortsighted when making pricing decisions, sacrificing long-term profits by as much as 20% as a result. The study found marketing specialists to be overly fearful of setting a price for which they were uncertain about demand. |
| format | Magazinearticle |
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| fulltext | fulltext |
| identifier | ISSN: 0017-8012 |
| ispartof | Harvard business review, 1994-03, Vol.72 (2), p.11 |
| issn | 0017-8012 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_227760367 |
| source | EBSCOhost Business Source Complete |
| subjects | Demand analysis Management Prices Pricing policies Profit Profit maximization |
| title | Pricing problems: Short-term gains, long-term losses |
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