Help
CEOExpress Home | News Center | Contact Us
  McKinsey Quarterly

 
Industries
Automotive
Energy, Resources, Materials
Financial Services
Food & Agriculture
Health Care
High Tech
Media & Entertainment
Nonprofit
Public Sector
Retail
Telecommunications
Transportation
Function
Corporate Finance
Economic Studies
Governance
Information Technology
Marketing
Operations
Organization
Strategy
Search Articles:

All of these words Any of these words
Summary
Please note: The McKinsey Quarterly has agreed to a special arrangement for CEOExpress members that allows member access to their articles. Articles must be clicked on directly through the links below to gain access to this group of articles.
Pricing new Products
Companies habitually charge less than they could for new products, especially with revolutionary offers. Underestimating a product's value can be a costly mistake, since the introductory price often fixes its worth in the buyer's mind.

The take-away: Good pricing decisions take an expansive, rather than an incremental, approach to new products. Companies should construct a range of possible prices based on the new offer's value to customers and the competitive landscape.
  


Articles provided by The McKinsey Quarterly
1992-2003 McKinsey & Company, Inc

 

Copyright 1999-2021 CEOExpress Company LLC.